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International assignments are not just opportunities for career advancement but also for personal growth and exploration. This paper, by capturing the changing expectations and success parameters across the assignments, is a timely and relevant resource for individuals navigating the complexities of international careers. In addition, the paper aims to help organizations build policies for enabling successful assignments for international assignees and managers.

Our research took a unique two-pronged approach to understanding the success parameters of international assignments. We first interviewed 16 managers to understand the success parameters they set for expatriates. Then, we interviewed 19 international assignees to explore their choices and how they defined success in their international experiences.

Our comprehensive research, based on 35 interviews with international assignees and their supervisors, reveals that an assignment's success evolves with different stages of the assignment, over the assignments that the assignees choose, and varies according to the intent of the mobility.

This paper makes a significant contribution to the field of cross-cultural management and international assignments. By discussing the evolving definition of success across various international assignments, it not only provides valuable insights for expatriates in their international careers but also to managers to build aligned policies and practices.

This paper aims to contribute to the literature on corporate and leadership responsibility by proposing a relational business model for shared responsibility.

First, a literature review on corporate and leadership responsibility is presented and discussed. This is followed by an overview of existing public and private regulations and future perspectives that enforce and/or foster corporate and leadership responsibility. Based on the concepts of relational economics, relational leadership and proactive regulation, the theoretical foundations of a relational business model are derived. In addition, a decision model for the empirical application of the relational business model in ethical dilemma situations is developed and presented.

Theoretical elaboration of a relational business model and an associated relational decision-making approach.

This study contributes to a new way of doing business in terms of shared responsibility. Furthermore, corporate responsibility and leadership responsibility are usually researched as two distinct fields, with the former referring to the meso level and the latter to the micro level. A relational approach, which views leadership as a relational phenomenon, contributes to bridging both concepts.

The purpose of this paper is to investigate the character traits and challenges of women leaders in Myanmar within the context of responsible leadership (RL) and aims to contribute to a deeper understanding of the dynamics of RL in this specific cultural and social setting. Furthermore, the paper seeks to highlight the unique challenges faced by women leaders, both within organizations and in society at large. Ultimately, the paper intends to advocate for increased awareness and actions that promote gender equality in leadership positions, fostering a more inclusive and supportive environment for women leaders in Myanmar.

This study uses an exploratory qualitative research design to comprehensively investigate the character traits and challenges experienced by women leaders in Myanmar concerning RL. It involves semi-structured interviews with five women leaders selected through convenient sampling. These participants hold leadership positions in various fields, including societal welfare, nongovernmental organizations and social businesses. The interview protocol is designed to elicit rich insights into the participants’ leadership experiences, responsibilities, challenges and perspectives on RL. Data collection involves recording and transcribing interviews, ensuring accuracy and reliability. To maintain participant confidentiality, identities remain anonymous. Ethical considerations are adhered to, emphasizing voluntary participation and the right to withdraw at any point without consequences. Thematic analysis is used to identify recurring patterns and themes in the interview data. Themes related to character traits, challenges faced within organizations and society and potential solutions are derived through an iterative process of data coding, categorization and interpretation.

The study’s findings indicate that women-responsible leaders possess character traits similar to their male counterparts. However, they face unique challenges at the organizational and societal levels in Myanmar. To address these issues and foster the growth of women leaders, spreading awareness is crucial. Awareness programs can educate individuals, organizations and society about the significance of RL and gender equality in leadership roles. Such initiatives create an inclusive environment that supports the development of responsible women leaders in Myanmar.

The original value of this study lies in its contribution to the existing body of knowledge on women’s leadership and the specific context of Myanmar. By examining the character traits of women-responsible leaders and the challenges they face within organizational and societal contexts, this study sheds light on the unique experiences and barriers encountered by women in leadership positions. Furthermore, this study’s original value lies in its emphasis on the need for awareness and action to foster more women leaders in Myanmar. By bringing attention to the organizational and societal challenges faced by women and advocating for change, this study encourages stakeholders, including policymakers, organizations and communities, to address these issues and create a more supportive and inclusive environment for women leaders.

From a skills theory perspective, we explore the disparity between women's perceived leadership effectiveness and their underrepresentation in a public higher education institution (HEI) in Ghana. We identify the factors limiting women leaders' support and offer locally driven solutions.

A triangulated approach was used to analyse qualitative and quantitative data collected at a public HEI leadership workshop assessing perceptions of women leaders' education, communication, personality, emotional intelligence, skills and support dimensions. T-tests were used to test the perception variables, while thematic analysis elucidated factors contributing to women's underrepresentation in top positions.

The study found positive perceptions of female leadership, which differed among the genders, and the preference for female leaders stems from their perceived skills, abilities and education. However, religious and cultural beliefs perpetuate stereotypes that hinder women's advancement in leadership, which contradicts the skills-based approach to leadership.

Creating local awareness and support is necessary to reduce the fear of criticism and negative labelling from cultural beliefs hindering women from pursuing top leadership positions.

This study fills the literature gap on perceptions of women's leadership from a skills theory perspective. It contributes locally driven solutions to the challenges of underrepresentation of female leadership and women empowerment, providing local insights into female leadership effectiveness discourse.

This paper draws on African anti-colonial thought and Black consciousness to propose critical conscious leadership (CCL) as a decolonising leadership approach appropriate for pursuing emancipation, social justice and innovation in a new African university.

I utilised the method of critical discourse analysis to study Ihron Rensburg’s language as he reflected on his leadership at the University of Johannesburg (UJ). The study engaged with Rensburg’s writings and texts on his account of leading the merger and transformation of UJ. The primary text draws from his book “Serving Higher Purposes” (2020).

Through the construction of CCL, the paper proposes alternative tenets for leading transformation towards a new African university. CCL grounds a decolonised and pluriversal new African university’s character premised on a consciously revitalised alternative thinking that will carry the communitarian spirit of Africa in knowledge production, dissemination and consumption in humanising all and serving the greater good. And it operates within the dialectical tensions of the social and economic purpose of higher education (HE), African and global relevance, African and Western paradigms, excellent performance and attainment of social justice.

The proposed CCL offers an alternative leadership approach that responds to the call to “Dethrone the Empire” by centring Blackness in HE leadership, which is crucial for authentic transformation and decolonisation.

This study investigates the application of collaborative inquiry within innovation management, employing platform thinking to address challenges of generalizability and relevance. The aim is to integrate Collaborative Inquiry methods, characterized by participatory, diffuse, and reflective practices, to transform research into a tool for impactful change in organizations in the field of innovation management.

A longitudinal participatory case study approach focuses on the IDeaLs case—a research platform that collaborated with multiple companies over several years. The data gathered and analyzed comes from the research project within the research platforms over the first two editions and from the research platform management and coordination activities.

The study introduces the Collaborative Research Platform Approach (CRPA), demonstrating its effectiveness in addressing typical constraints of traditional research methodologies through a real-world application within the IDeaLs case. The findings highlight the CRPA's potential in fostering a dynamic, co-creative research environment that bridges theoretical knowledge with practical applications, thus enhancing both scholarly and organizational outcomes while pursuing a future change within the organizations.

There are two main research implications. First, it proposes platform thinking as a theoretical lens to read a multi-stakeholder phenomenon in the research domain, confirming its nature of value-creation mechanisms, using it outside the business model and strategic space. Second, it offers a methodological contribution by presenting the CRPA framework.

The CRPA framework offers organizations a structured approach to managing collaborative research projects that align with both academic rigor and practical relevance. Companies engaged in the study reported enhanced ability to implement actionable insights from research, influencing real-time decision-making processes.

By fostering collaborative engagements across multiple stakeholders, the CRPA promotes a research culture that values inclusivity and practical impact, potentially leading to broader societal benefits through improved innovation management practices.

This paper contributes to the innovation management field by proposing the CRPA, which integrates principles of Platform Thinking with Collaborative Inquiry. This novel approach is designed to improve the applicability and scope of innovation research, offering a robust framework that enhances engagement and utility across academic and business domains. It uses platforms as a theoretical lens to read a multi-stakeholder environment in the research domain.

The study aimed to test the validity and reliability of the Polish version of the identity leadership inventory (ILI) proposed by Steffens, Haslam, Reicher et al. (2014) and to confirm the relationship between identity leadership and various job-related outcomes (i.e., trust in leaders, job satisfaction, work engagement and turnover intentions) among employees from Poland-based organizations. Identity leadership appears to be a universal construct (van Dick, Ciampa, & Liang, 2018) but no one has studied it in Poland so far.

The sample consisted of 1078 employees collected in two independent subsamples from different organizations located in Northern and Central Poland. We evaluated the ILI’s factorial structure using confirmatory factor analysis.

The results confirm that the 15-item Polish version of the ILI has a four-dimensional structure with factors representing prototypicality, advancement, entrepreneurship and impresarioship. It showed satisfactory reliability. The identity leadership inventory-short form (four items) also showed a good fit with the data. As expected, the relationships between identity leadership and important work-related outcomes (general level of job satisfaction, work engagement, trust toward the leader and turnover intentions) were also significant.

Despite the cultural specifics of Polish organizations, the research results were generally very similar to those in other countries, confirming the universality of the ILI as shown in the Global Identity Leadership Development project (GILD, see van Dick, Ciampa, & Liang, 2018; van Dick et al., 2021).

This study relied on the affective events theory to test the mediating role of the ratio of emotions in the relationship between employees' perceived leadership effectiveness and their well-being at work.

A quantitative methodology was used, based on a deductive approach of a transversal nature. Data were collected from a convenience sample consisting of 255 working adults.

Structural equation modeling results demonstrated that perceived leadership effectiveness positively influenced well-being and the ratio of emotions, showing that when employees perceived their leader as effective, they tended to experience more positive emotions and less negative ones (as indicated by a positive ratio). Furthermore, the results supported the hypothesis that perceived leadership effectiveness influenced well-being through increases in the ratio of emotions.

The nature of the sample makes it impossible to generalize the results. Also, the fact that the questionnaires were self-reported may have biased the results because only the employees' perception of the variables under study was known.

This study highlights the fact that perceived leadership effectiveness can be seen as an affective event that triggers positive and negative emotional responses at work, which, in turn, will have an impact on employee well-being.

An effective leadership style has been shown to be pivotal in reducing the prevalence of negative emotions within a team. When leaders foster a welcoming work environment where team members enjoy their roles, it often results in heightened positive emotions and overall well-being.

Amid multiple crises and increasing volatility, sustainable development is a pressing concern. Higher Education for Sustainable Development, especially Responsible Management Education (RME), drives transformative change by fostering new perspectives on work, decision-making and leadership. Conferences serve as pivotal sustainability discussion platforms, yet many remain traditional and lack interactive student engagement. This hinders active involvement and collaborative problem-solving. The Global Goals Design Jam, a dynamic, nontraditional format explored in this study offers an alternative approach. By blending design thinking and playful learning and constructivist learning methods, the Global Goals Design Jam offers a space for collaborative and creative Sustainable Development Goals (SDGs) solutions. At the ninth Responsible Management Education Research Conference (RMERC) in September 2022, students from various universities took part in a Global Goals Design Jam. The current prestudy postulates that participation in a Global Goals Design Jam is primarily associated with positive attributes related to emotions and a sense of coherence. The potential for empowering learners to navigate real-world complexities and contribute to sustainability is highlighted, establishing formats like the Global Goals Design Jam as a valuable addition to educational conferences with a sustainability focus. The results also highlight potentials and limitations of the format and provide insights into further research requirements.

In a rapidly shifting market, organizations seek more diverse and innovative employee development interventions. Yet, these initiatives may have limited impact without employees’ engagement. This conceptual paper aims to propose self-leadership as a value-added strategy for promoting both individual and organizational development.

The authors conducted a conceptual analysis with three case examples. The cases were purposefully selected, aiming to comprehend how the concept of self-leadership has been applied within organizations and to identify real-life examples where self-leadership has been adopted as an organizational strategy.

This study demonstrates that self-leadership plays a significant role in facilitating human resource development (HRD) initiatives. Specifically, the authors illustrate how self-leadership interventions in companies empower individuals to take charge of their development, aligning personal and organizational goals. When effectively applied, self-leadership strategies positively impact HRD practices in the areas of training and development, organization development and career development, yielding benefits for both employees and employers.

This study addresses knowledge gaps in the emerging field of self-leadership in HRD by providing three companies’ examples of how self-leadership can add value to HRD. The findings offer unique insights into the synergy between self-leadership and HRD, benefiting academics interested in this line of inquiry and HRD practitioners seeking innovative approaches to employee and organizational development.