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The purpose of this study is to investigate the leadership behaviors of managers of virtual teams (VTs), particularly in the areas of trust building and conflict management. This study aims to expand the research of VT performance by offering first-person accounts from VT leaders on the strategies implemented to drive VT performance.

This study used a grounded theory approach to examine the leadership behaviors through in-depth interviews with eight field managers of VTs employed by different technology companies. Interview questions focused on trust-building and conflict management techniques. This structured qualitative study incorporates elements of narrative inquiry interwoven in the findings.

Building a high-trust environment was found to be critical to VT performance. VT managers indicated that effective conflict resolution skills were also important.

Although the sample size is within the suggested range for a valid phenomenological study, the results may lack generalizability. Participants were limited to the technology industry; leaders of high-performing VTs in other industries could offer differing results.

This study’s contribution is the exploration and identification of innovative techniques that VT managers implemented to build trust and resolve conflict. A lack of holistic training programs for the VT leader is also considered along with suggestions for future research and implications for the VT managers.

This study’s contribution is the exploration and identification of innovative techniques that VT managers implemented that drive VT performance, particularly related to building high levels of trust and managing conflict effectively. Practices are suggested whereby both the VT leader and the organization take an active role in ensuring that the VT has the opportunity to perform optimally.

From the perspective of emergence, professors can facilitate and shape a class as a complex, adaptive, and living system. A case study illustrates phases of emergence in the classroom by tracing how a professor may use this perspective to empower students to share in the leadership of the classroom. Instead of presenting lessons, the professor facilitates emergent activity, creating a classroom structure where students practice leadership behaviors. In this classroom structure, the professor assumes the leadership roles of coach and facilitator. As a result students building the classroom culture together they connect with each other: they develop strong relationships, take initiative, and learn important lessons about leadership. This article concludes with design principles for establishing a classroom of shared leadership in any teaching environment in any subject.

Can parents identify leadership lessons in children’s media and use them to teach their children leadership? Thirty participants were asked to answer questions about leadership in children’s media before and after watching clips of a popular G-rated children’s movie. The results from the questionnaire indicated that parents do recognize leadership behaviors in children’s media and do feel that their children are learning from the media. As a result of this learning environment, children become more aware of leadership. Further, sixty-seven percent of the parents claimed to reinforce the positive messages in the media, and seventy percent claimed to teach their children about leadership. In two participant groups, results varied by gender and education level. The study recommends ways for parents and media producers to emphasize leadership messages so as to foster leadership development in children

New educators may feel overwhelmed by the options available for engaging students through classroom participation. However, it may be helpful to recognize that participatory pedagogical systems often have constructivist roots. Adopting a constructivist perspective, our paper considers three meta-practices that encourage student participation: designing activities, leading others, and assessing peers. We explored the consequences of these meta-practices for important student outcomes, including content knowledge, engagement, self-efficacy, sense of community, and self-awareness. We found that different meta-practices were associated with different combinations of outcomes. This discovery demonstrates the benefit of studying meta- practices so as to reveal the nuanced effects that may arise from pedagogical choices. In addition, an understanding of meta-practices can help leadership educators to be more discerning and intentional in their course designs.

The purpose of this paper is to contribute to the understanding of the workplace experiences and access to career-enhancing opportunities of transgender employees and to apprise organization leaders of opportunities to create an all-inclusive workplace environment.

This phenomenological study used semi-structured interviews with transgender and gender non-conforming individuals in the US. Study participants (n = 12) varied slightly in racial and ethnic identities, the highest level of formal education completed and the industry sector they were employed at the time of interviews.

The data reveals a lingering presence of dominant narrative (cissexism) in US organizations and its adverse impact on workplace experience and access to career-enhancing opportunities of transgender and gender non-conforming individuals. The participants’ narratives reveal recommendations for effective organizational practices for a transgender-inclusive workplace.

The challenge of recruiting qualified participants from the marginalized group along with the selection criteria of English proficiency and legally adult age resulted in a relatively limited sample (n = 12) nevertheless adequate for the study.

Results of this study point at the urgent need to increase visibility and acceptance of the represented population and expand workplace diversity policies to create inclusive, just and equitable organizations for all individuals that will translate into job satisfaction and improved productivity.

This study contributes to developing a culture of inclusion and prevention of discrimination in the workplace thus ensuring respect, safety and agency for gender minority employees.

This study contributes to a better understanding of workplace experiences, access to career-enhancing opportunities of transgender and gender non-conforming individuals and best practices for a transgender-inclusive workplace.

This paper aims to challenge the cisnormative and binary assumptions that underpin the management and gender scholarship. Introducing and contextualising the contributions that comprise this special issue, this paper critically reflects on some of the principal developments in management research on trans* and intersex people in the workplace and anticipates what future scholarship in this area might entail.

A critical approach is adopted to interrogate the prevailing cisnormative and binary approach adopted by management and gender scholars.

The key finding is the persistence of cisnormativity and normative gender and sex binarism in academic knowledge production and in society more widely, which appear to have hindered how management and gender scholars have routinely failed to conceptualise and foreground the array of diverse genders and sexes.

This paper foregrounds the workplace experiences of trans* and intersex people, which have been neglected by management researchers. By positioning intersexuality as an important topic of management research, this paper breaks the silence that has enwrapped intersex issues in gender and management scholarship. There are still unanswered questions and issues that demand future research from academics who are interested in addressing cisnormativity in the workplace and problematising the sex and gender binaries that sustain it.

In this introductory chapter, we establish the basis for the theme of this volume, “Emotions and Disruption.” We discuss how the initial idea for the theme arose during the height of COVID-19. At this time, and as widely reported in the press (e.g., see Grensing-Pophal, 2020), a myriad of workplace disruptions occurred impacting employees' moods and emotions and their subsequent well-being and performance. We open by discussing some key work on emotions research during change and disturbance, followed by a synopsis of each of the chapters in this volume, including discussion of their key contributions. This includes an overview of how some of these chapters were first presented as conference papers at the Twelfth International Conference on Emotions and Worklife (EMONET XII), an event that took place for the first time online in response to the turbulence and travel disruptions created by the pandemic.

In this chapter we give an outline of the organization of this book and discuss its four major parts. We then relate each chapter to the relevant part and consider its key contributions in terms of what we have learnt about emotions when applying the lens of disruption.

We conclude that the chapters provide a range of insights and practical solutions for dealing with emotions during different types of disruption that should be helpful to practitioners and academics.

The chapters investigate underresearched topics and thus make new and important contributions. While many topics addressed in the chapters are still in their initial stages, they clearly have the potential to make a significant impact on people's work lives.