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Using the contingency theory's classification of leaders, the purpose of this paper is to examine how the categories of public relations leaders incorporate relationship building tactics into their public relations programming and explore how this categorization of leaders corresponds with existing public relations role theory.

A survey (n=539) of public relations practitioners in the USA was carried out using established scales for the contingency theory of leadership and public relations role theory.

The contingency theory of leadership accurately describes the leadership styles enacted by the industry. An individual's use of stewardship strategies during public relations programming was successfully able to predict leadership orientation.

The results strengthen the argument posed the contingency theory of accommodation in public relations that environmental factors have strong implications on industry practices. One's leadership traits are not sufficient by themselves in determining who will succeed in managing and leading different professional scenarios.

This issue is a selected bibliography covering the subject of leadership.

Seeks to examine the interaction effect of leadership and follower characteristics on follower self‐leadership, using hierarchical linear modeling.

Longitudinal data were collected using a questionnaire at two points in time, with ten weeks between each collection. These data facilitate the causal inference between leadership and follower need for autonomy (wave 1) and follower self‐leadership behaviors (wave 2). Hierarchical linear modeling (HLM) was used to analyze the hierarchical structure data.

Both empowering and directive leadership (group level) interacted with follower's need for autonomy (individual level) to enhance subsequent follower self‐leadership (individual level). That is, empowering leadership had a stronger positive effect on followers who were high on the need for autonomy, and directive leadership had a stronger negative effect on followers who were high on the need for autonomy. In summary, the influence of leadership on follower self‐leadership was contingent on follower need for autonomy. Overall, the results supported the view that attributes of the follower can be an important element in contingency theories of leadership.

This study does not include other possible individual characteristics, group level characteristics, and organizational level or environmental characteristics. A future research design might include organizational‐level characteristics.

Both the leadership context and the trait of the individual employee work hand in hand to produce true self‐leadership. Therefore, organizations need to develop empowering leaders who will, in turn, develop followers who are effective at self‐leadership.

This research contributes to the literature by testing a contingency model of leadership and follower self‐leadership. This study also demonstrated the usefulness of HLM to test interaction effects between group‐level variables and an individual‐level variable on individual‐level dependent variables.

As the tourism industry emerges from full or partial closure caused by the COVID-19 crisis, it is imperative to understand the internal conditions that assisted organizations to maintain positive employee attitudes despite the adverse effects of unpopular cost–retrenchment strategies. Therefore, this study aims to understand the impacts of transformational leadership (TFL), human resource management (HRM) crisis cost–retrenchment and ethical climate (EC) on employee job outcomes affected by COVID-19 pandemic.

Mid-level managers of service organizations from a travel destination heavily reliant on the tourism participated in an online self-administered survey one month after the state eased its COVID-19 travel restrictions. Partial least square structural equation modeling (PLS-SEM) examined how TFL and EC influenced cost–retrenchment crisis–management HRM, satisfaction and trust in the organization, followed by PLS multi-group analysis (PLS-MGA) to understand differences between hospitality and non-hospitality employees.

Results revealed an overall positive effect of TFL that diminished the negative affect of HRM cost-retrenchment on employee satisfaction. PLS-MGA showed a significant positive role of other-focused EC on employee outcomes, especially for hospitality organizations, whereas self-focused EC had a negative impact for non-hospitality firms.

This study contributes to contingency theory of leadership by demonstrating that TFL in combination with EC mitigates or overpowers the negative effects of cost–retrenchment crisis management strategies on employees. The study advances knowledge of self-focused and other-focused moral reasoning climate impacts under COVID-19 conditions for hospitality organizations. The industry comparison results highlight the important positive characteristics of hospitality crisis management.

Leadership is one of the most complex and multifaceted phenomena to which organisational and psychological research has been applied. An evolutionary developmental perspective is used to create an evolutionary tree of leadership theory and reveal the path along which it has evolved. Nine evolutionary eras are identified, and requirements for a tenth era of leadership theory are discussed. These eras provide a broad framework for researchers and practising managers to categorise existing, and evaluate future, theories.

This study's aim is to explore the role of the manager‐leader when decisions are being implemented. Contingency theories of leadership served as a primary basis on this direction. The choice of a specific version of his/her supervisory style turned out an interplay of critical factors. The satisfaction of his/her subordinates in the phase of implementation remained a key for their acceptance/commitment to the goals. The fine tuning with the situation enhanced the prestige and reputation that he/she enjoyed among the corporate networks. More topics complemented the understanding of his/her role: the obstacles arising during a top‐down change program; the implementation dynamism behind the conflicts of the subordinates over decisions; and the subordinates’ daily contribution towards a participative culture.

The dearth of leadership competencies to transform traditional industries to Industry 4.0 is a barrier to global production. This study explains the deficiencies in leadership competencies that hinder the transformation of traditional industries to Industry 4.0.

Leadership was explained into transactional leadership, digital leadership and Leadership 4.0. Then, the network of relationships between these leadership constructs was plotted in a path diagram to learn the mediating effect of digital leadership.

The results indicate that a lack of digital competencies to coordinate tasks, share information and solve problems in a digitalized environment is the barrier to the transformation.

The findings can be used in human resources (HR) management. In addition, the findings provide evidence to present the contingency theory as a universal theory of leadership.

The study is the first to assess the mediating effect of digital leadership on transactional leadership to explain the changes to strategic leadership due to the emergence of Leadership 4.0.

All of us who have taught leadership to either our regular business students or to attendees in continuing education courses have probably covered the situational view of this “management function”. Both the basic management texts and the texts on organisational behaviour note the advantages of the situational view over the earlier trait and behavioural theories. Further, all the colleagues I have talked to seem to agree that the situational view is more valid, realistic, and practical than either of the earlier views.