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This chapter critically reviews the literature on authentic leadership (AL) that emerged in response to scandals in private- and public-sector organisations, drawing on theories, concepts and methods from other disciplines. The author finds that AL lacks a consensus definition, and that quantitative research has largely been at the level of employees rather than executives or board members. The review reveals 12 categories of criticisms. Schaefler advocates inductive qualitative research on the major concerns of executive leaders and means of addressing them via group dynamics, maintaining that exploring processes of AL in real-world settings would complement existing quantitative research and contribute to the development and extension of AL theory.

The literature on leadership is quite extensive; however, this study explains the impact of leadership styles on career success, career competence and career adaptability in the health sector. It explains the impact of servant leadership on career competence and career adaptability with a serial mediating impact of psychological safety and proactive behavior as well as self-efficacy and proactive behavior.

It is a quantitative study, and it tested the suggested model in hospitals in Pakistan. The data were collected from 310 health practitioners from the hospitals, and it was analyzed with partial least square structural equation modeling.

The findings suggest that psychological safety and proactive behavior serially mediate the impact of servant leaders on career competence and career adaptability; hence, servant leadership tends to increase career competence and career adaptability of individuals. One more serial mediation has been tested with positive results between servant leadership and career competence and career adaptability.

The study takes a very well theoretically linked model which tests the serial mediating path of servant leadership to career competencies and career adaptability.

Numerous services involve the processing of individual customer cases. These cases require a service provider to accomplish several tasks, many of which involve precedence relationships and sequence‐dependent setup times. In addition, time lags may be required between certain tasks to permit processing external to the service provider. Finally, satisfaction of customer demand is typically constrained by the availability of the service provider, who seeks to accomplish tasks with an eye toward several dynamic objectives. This problem, designated the service case scheduling problem, is logically described in terms of its objectives, constraints, and characteristics. A simulation study is then used to produce general recommendations for the problem's solution in practice.

This study aims to investigate the intellectual structure of leadership research in the hospitality industry through citation, co-citation and heat map analysis.

Systematic bibliometric mapping was done using citation and co-citation analysis. This study covered journals from 1985 to 2020.

After reviewing 172 published articles with 10,276 citations, results identified five main clusters.

Hospitality managers can choose certain qualities (i.e. charisma, individualized consideration) or use servant leadership characteristics (i.e. selflessness) to direct employees toward more discretionary behavior.

Former holistic studies on leadership applied different approaches, such as review studies (i.e. systematic review and meta-analysis) or evaluative studies (e.g. productivity measures). It mainly focused on extending the understanding of different leadership types in tourism and hospitality. Nevertheless, relational studies (e.g. citation analysis, bibliographic analysis) remained untouched.

DUBLIN DID NOT LACK literary talent in 1924. When Francis Stuart, his wife Iseult, and Cecil Salkeld decided to bring out a new periodical devoted to the arts, they found little difficulty collecting material. W. B. Yeats and Joseph Campbell contributed poems, Liam O'Flaherty a short story. Lennox Robinson—dramatist, director of the Abbey Theatre and secretary of the Carnegie United Kingdom Trust's Irish office—was too busy to write anything specially, but offered a story written years previously in New York, ‘The Madonna of Slieve Dun’. The first issue of To‐morrow: a New Irish Monthly (price sixpence) appeared in August. Within six months the Carnegie Trust's Irish Advisory Committee was suspended and Robinson, its secretary, dismissed.

“My introduction into Higher Education was not my plan, but clearly it was ‘The plan’” (Russell, 2016). This simple statement is loaded, bearing in mind the things that I have experienced, what I now know, and what I continue to learn on a journey still in progress. When I reflect on my journey thus far, I am often amazed considering what I thought that I was preparing for, as compared to where I have landed professionally. It is not that my vision was small; perhaps, it was limited based on my exposure at the time. However, it remains that I am a licensed psychologist who is a first-generation graduate and a black woman on the tenure track, and while I have enjoyed successes along the way, the road has not been without obstacles. I have encountered potholes, blind spots, and rerouting. Although I cannot say that my lessons to date have me coasting on “cruise control,” I can confidently say that mentors and their mentoring have made the difference in the quality of my ride. There are key moments, relationships, and experiences that I am privileged to share so that they may light the pathway for others traveling similar roads.

In this chapter, I will share about my personal journey, highlighting key moments, personal experiences, and relationships encountered at different points along the way. Hindsight provides so many lessons. When recounting my story, I tend to contextualize my experience as a “First.” A First is an individual who was once a first-generation college student, who successfully matriculated through their undergraduate degree programs, and now find themselves navigating life in their respective personal and professional spaces (Russell, 2018). For some, this may be inconsequential; however, for me, it is salient to my faculty identity because it is relevant to many things that I did not know coming into the role. To that end, I will start by referencing what I have considered to be missed opportunities or misuse of resources at the graduate level while being focused on the “here and now” and nonacademic professional pursuits. I will share how outreach to mentors at a significant point in my career contributed to my uncharted entry into higher education, and how I came to realize the currency embedded within mentoring relationships. This narrative will include discussion of “mentoring moments” or what I call the “mentors in my mind,” “the council” (key players and relationships), “jumping in the deep end” (being open to something new, being “in search of” looking to fill the gaps in knowledge through formal mentorship opportunities), and “practicing what I preach” – building the network and using my resources to further my career and to develop students.

The model and existing practice of the construction supply chain (CSC) in the United Kingdom (UK) and Australia was presented in this chapter. The policies and reports that support the practice of the CSC were examined in both countries. It was discovered from the review of literature that the UK has a more detailed report targeted at improving the CSC than Australia. However, both countries have a common factor affecting their CSC which originates from fragmentation experienced within their supply chain. Construction stakeholders in the UK and Australia believe that collaboration and integration are vital components for improving performance. The majority of the contractors in both countries embrace collaborative working for the sole purpose of risk sharing, access to innovation and response to market efficiency. However, most of the models developed for managing the CSC in the UK are built around building information modelling (BIM). Also, the reviewed studies show that supply chain management practice will be effective following the following principle: shared objectives, trust, reduction in a blame culture, joint working, enhanced communication and information-sharing. Finally, the UK has a more established framework and more CSC models compared to Australia.

The quality of strategic decisions made at the helm of corporations matters a great deal. Predominantly, research on strategic decision-making has focused on CEOs as if they decide alone. Yet in reality, even the most powerful CEO makes strategic decisions together with an executive board. This chapter offers a theoretical explanation of strategic board decision-making through the emotional contagion between the CEO and board members.

We used both previous research and qualitative material – two case studies and interviews with several dozen CEOs of large corporations as well as the board members of one of them – to build our theoretical model.

Our inBoard Emotional Contagion Model (inBECM) specifies the following individual–collective emotional dynamics: After a strategic affective event has triggered an affective discussion within the boardroom, the emotionally intelligent CEO communicates verbally in order to – through an emotional contagion – homogenize board members’ emotional states leading to shared sense-making of the event and – potentially – to improved decision-making.

Suggestions are made for the inBECM contribution to emotion theory. Implications are stated for the key role of emotion in improving board decision-making and strategizing.