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This paper aims to critically reflect on current leadership development programmes (LDPs) and their potential in addressing the issue of women’s under-representation in leadership positions. To this end, this paper queries the current processes through which employees are selected to participate in LDPs as well as how these programmes are designed.

Drawing on Martha Nussbaum’s capabilities approach, this conceptual paper draws attention to the pitfalls of current organisational practices aimed at women’s leadership development.

The introduction of gender quotas and the implementation of women-only LDPs are unlikely to address the persistent gender leadership gap. Instead, these practices are likely to intensify the negative effects of second-generation gender bias and perpetuate the issue of gender inequality and inequity in the workplace.

This paper critiques contemporary organisational practices aimed at women’s leadership development and suggests alternative practices which are more likely to respond to the issue of women’s under-representation in leadership positions.

Research on women's leadership development over the past two decades has seen a move away from feminist theory that embeds action at a structural level as the objective of consciousness raising realised during the programme. The purpose of this paper is to examine the implications of the stalling of collective action needed to challenge the continued under-representation of women in leadership roles.

The paper is conceptual. Gender reflexivity – as the basis for claims within women's leadership development programmes (WLDPs) that are based on identity work to enable wider transformation of organisations in respect of structural barriers – is examined and critiqued.

Women's leadership development is unlikely to be able to used as a vehicle for structural change whilst it remains focused on self-acceptance, self-management and self-development of the individual participants. Gender reflexivity, as the warrant for change and transformation, is not used in a way that can deliver organisational change. Part of this is the way in which it is misapplied within human resource development and part of this is the continued lack of framing WLDP as a historical practice in support of the current logic of leadership.

This paper contributes to the development of a critical approach to women's leadership development from a feminist theory perspective.

The purpose of this paper is to examine the mechanisms that explain the complexities Indonesian higher education (HE) academic leaders (ALs) experience in performing leadership roles. The research addresses the questions: How do Indonesian ALs perceive their roles in HE? What are the challenges facing Indonesian ALs in their roles in the Indonesian HE context? To what extent does gender impact how ALs act and are perceived?

In sum, 35 ALs from six Indonesian universities representing top executive positions were interviewed. Data were analysed thematically using a retroductive process followed by a series of on-site member-checking activities to establish credibility and authenticity of the findings.

The religious principles of amanah (the “altruistic calling” of their functions needing dedication, commitment, and passion) unique to the Indonesian cultural experience influence ALs views of leadership. ALs face role constraints due to resource limitations, experiencing a double bind, while harmonising differences due to ascribed social status and position.

Supportive structures effective for academic leadership practice must be created, further studies on male ALs’ roles in promoting the leadership ascent of female ALs and promoting work-life balance will improve ALs’ visibility and salience in steering institutional growth.

This is the first study to focus a critical lens on the complexities of context-based leadership practice as it is influenced by amanah. Layers of constraints confronting female ALs were documented due to exigencies of gender role expectations and resource limitations, yet they exhibited paternal navigational skills beyond the maternal and pastoral calling of their roles.

Health care organizations often experience difficulty in aligning competing and changing demands, tasks and other organizational conditions in a consistent way, so that they uniformly influence employee outcomes in desired directions. The purpose of this paper is to theorize about the ways in which inconsistent organizational conditions affect employee outcomes, the authors introduce the concept of double bind situation, and assess its impact on negative employee outcomes among nurses in Dutch health care organizations.

A survey was held among 4,018 Dutch nurses as a part of the European NEXT study. Various psychometric scales served as “proxy” operationalizations of the characteristics of the double bind situation and employee outcomes.

Three of the seven distinguished characteristics of the double bind situation showed the expected direction and strength of impact. Together, they accounted for 20 percent explained variance in employee outcomes. The results suggest that a double bind situation does exist for the nurses surveyed and that three of its seven characteristics have an impact on negative employee outcomes.

This study is among the first to empirically assess the impact of the double bind situation in health care organizations. In this way, it contributes valuable knowledge to the development and retention of staff in a relevant public sector, characterized by high personnel turnover and profound organizational change.

Health care organizations are increasingly demanded to balance the institutional logic of “medical professionalism” and “business-like health care,” that is, to both recognize physicians’ professional expertise while locating it in a wider social, economic, and political organizational setting. The purpose of this paper is to examine the implications from this shift in terms of leadership work in health care organizations.

Case study methodology including interviews with 15 residents in Swedish health care organizations.

A study of the willingness of residents to take on leadership positions show that leadership roles are treated as what is potentially hindering the acquisition of the know-how, skills, and expertise demanded to excel in the clinical work. Consequently, taking on leadership positions in the future was relatively unattractive for the residents. In order to overcome such perceived conflict between professional skill development and leadership roles, top management of health care organizations must help residents overcome such beliefs, or other professional groups may increasingly populate leadership positions, a scenario not fully endorsed by the community of physicians.

The paper demonstrates how complementary or completing institutional logics are influencing debates and identities on the “shop floors” of organizations.

The digitalization of society places new demands on education. It is apparent since most countries have introduced curricula requirements to digitalize teaching. This study examines the organizational support teachers need to digitalize teaching. The study is being conducted in Sweden because they have experienced challenges with the introduction of new national digitalization requirements. Thus, this study explores the following research question: What organizational support do Swedish teachers describe they need to meet the curriculum requirements for digitalization?

Cultural–historical activity theory and qualitative methods have been used to explore the research aim and answer the question.

The results show that teachers need organizational support to gain equal and easy access to digital tools. Moreover, digital tools in an organization must be relevantly related to the requirements. Teachers also need support to increase their knowledge as well as the knowledge of the students. Also, organizations must support teachers by distributing the work of digitalization clearly and reasonably. These results, thus, show that teachers cannot be solely responsible for meeting these curriculum requirements. They need organizational support in the process.

The study reveals teachers' recurring problems concerning digitalized education and their need for organizational support. Thereby, the knowledge can be used to avoid similar problems, in organizations on different society levels. This contribution is useful for organizations, politicians, school leaders, principals and teachers who are introducing 1:1 and new curriculum requirements for digitalization of education.

This book is a policy proposal aimed at the democratic left. It is concerned with gradual but radical reform of the socio‐economic system. An integrated policy of industrial and economic democracy, which centres around the establishment of a new sector of employee‐controlled enterprises, is presented. The proposal would retain the mix‐ed economy, but transform it into a much better “mixture”, with increased employee‐power in all sectors. While there is much of enduring value in our liberal western way of life, gross inequalities of wealth and power persist in our society.

The purpose of the paper is to explore why rules might be better than managerial discretion when the leadership intends to transform a desired policy into reality.

Leaders need discretion in order to deal with the great expectation demanded on them. However, discretion can open up to threats to the leadership's pursuits of rational acting. The first threat is related to emotion and impulsive behaviour and the second threat is related to conflict and opportunistic behaviour. The paper examines these threats.

In order to handle threats to rational acting the leadership has to establish and follow appropriate rules.

The paper challenges the notion that the leadership should be provided with ample discretion when they intend to transform an intended policy into reality. The paper claims that unbridled discretion might be risky and proposes that the critical and neglected challenge is to establish appropriate rules that channel and focus leadership effort.

This monograph looks at the growing use of the outdoors for management development on both sides of the Atlantic. The author suggests the term “Outdoor Development” to describe a systematic use of outdoor activities which incorporate process reviews and the application of experiential learning methods.