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This in-depth case study examined the mentor's role in mediating a culturally diverse community of student teachers-as-learners in the context of practice teaching in university teacher education in Israel. Specifically, it explored how the mentor's response to cultural aspects of learning to teach shaped the group's learning environment.

Data collection included 23 video-recorded meetings of the learning community and semi-structured interviews with all four participants.

Findings proposed six actions of the mentor that aimed at promoting an empathetic and supportive learning environment that encouraged collaborative talk around culturally diverse issues that surfaced during practice teaching. Implications for teacher education programs are presented and discussed.

The study offers a practical framework of tools (or mentor actions) that can help mentors to promote social interactions in culturally diverse mentoring conversational settings.

The study identified six actions that can serve as tools in mediating sensitive discourse to issues of diversity in communities of culturally diverse learners.

This perspective article provides an overview of current research on paradoxes within family business settings and outlines emerging trends and potential avenues for future research in this field.

This article is inspired by a systems-theoretical approach to business family paradoxes.

The article suggests that increasing research interest in more-than and neither-nor approaches to paradox could propel the digital transformation of paradox theory and facilitate the strategic management of family business paradoxes in multi-stakeholder environments.

This article synthesises the state of the arts in the field of research on family business paradoxes and proposes future research agendas.

This chapter first describes the essential aspects of a currently changing world, which is characterised by digitalisation, globalisation and politically unstable situations. Based on this transformation context, key concepts such as leadership, innovation, innovation leadership and leadership competences are introduced, along with a new definition and framework for innovation leadership. The chapter discusses the distinction between innovation leadership and innovation management, and the connecting lines between these two concepts. The innovation leadership framework is described and related to the individual contributions of the authors in the book. The chapter frames these contributions along the dimensions of self-leadership, team leadership, organisational leadership and ecosystem leadership.