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Leadership has been deeply studied in the literature; however, little research exists studying the role of volunteer peer leaders in non-formalized leadership roles in membership-based organizations. This phenomenological study was designed to explore the experience of beef industry leaders in leadership roles. Twelve active beef industry volunteer leaders were interviewed and described their experience as leaders. Industry leadership was defined from study themes as a role fulfilled by someone who is willing to serve their industry, with the best of the industry in mind and taking on the responsibility and challenges that come along with making decisions to serve and speak for their peers with integrity. Seven themes identified the central phenomenon and seven traits of beef industry leaders were identified. This study offers significance to the field of leadership; to the beef industry; and to agricultural organizations that may guide developing future leaders.

Strategic resources are critical for the survival of organizations. One such critical strategic resource is the quality of leadership found within an organization. The competitive advantage provided by any intangible resource like leadership is predicated upon two bases – an adequate level of skill and the skill's relative rarity in the market. Just how rare are patterns of leadership skills within an organization, a multi-foci organization or even an industry? Leadership skills are assessed for these three contexts. We find great similarity of patterns within each type of entity and across all three contexts. This argues that some leadership patterns may indeed be effective in a variety of contexts but may not be the only strategic resource contributing to the competitive advantage of an organization since on their own they are not rare.

The dearth of leadership competencies to transform traditional industries to Industry 4.0 is a barrier to global production. This study explains the deficiencies in leadership competencies that hinder the transformation of traditional industries to Industry 4.0.

Leadership was explained into transactional leadership, digital leadership and Leadership 4.0. Then, the network of relationships between these leadership constructs was plotted in a path diagram to learn the mediating effect of digital leadership.

The results indicate that a lack of digital competencies to coordinate tasks, share information and solve problems in a digitalized environment is the barrier to the transformation.

The findings can be used in human resources (HR) management. In addition, the findings provide evidence to present the contingency theory as a universal theory of leadership.

The study is the first to assess the mediating effect of digital leadership on transactional leadership to explain the changes to strategic leadership due to the emergence of Leadership 4.0.

In the early twenty‐first century organization scholars and managers face an economic outlook full of daunting challenges. With investors, workers, and other stakeholders distressed and hostile toward corporate executives and boards due to recent corporate scandals, the future for many industries and firms appears grim. In what ways can business history help corporate managers and new venture entrepreneurs overcome these leadership challenges? This paper seeks to uncover practices throughout the Boeing Company's management history that offer today's executives and board members numerous examples of industry vision and leadership.

Visionary leadership theory is used to help understand Boeing's actions. A theory of visionary entrepreneurial leadership is proposed based on Boeing's history. Four specific cases of aircraft design and development decisions and actions are presented as examples of executive and board directors' vision and leadership.

Boeing has served as the aircraft industry's innovator and leader for over nine decades by designing and building path‐breaking airplanes when no other aircraft manufacturer would venture similar risks to their reputation and capital. Furthermore, Boeing executives and board directors have repeatedly made risky decisions that – if the prototype literately crashed and burned – would probably bankrupt the company. Management's vision was always on the next great airplane, never on individual image or personal wealth.

Future research directions are presented suggesting a focus on firm executives and boards of directors' decisions and how these decisions influence industry wide innovation and development.

The paper analyses the leadership attributes of Boeing executives over the last nine decades.

The purpose of this study is two-fold. First, it systematically reviews and synthesizes research on servant leadership in management and hospitality management literature. Second, by reviewing and comparing the characteristics of the hospitality industry and servant leadership attributes, this study provides insights concerning the conceptualizations and theorization of servant leadership in hospitality management and discusses future research directions.

The current study reviewed 106 articles published during the period of 1970 to 2018 in hospitality management and broader management literature.

The characteristics of the hospitality industry and servant leadership attributes were found to be mutually inclusive, both consisting qualities such as trust, integrity, honesty, care, servant behavior, listening and community focus.

Scholars should concentrate on exploring what makes servant leaders unique in the hospitality industry.

The study reviews the hospitality characteristics, and servant leadership attributes offer new research avenues.

The primary objective of the current study is to examine the role of leadership styles and Industry 4.0 in organization performance. In addition, the direct and indirect effect of job satisfaction, competitive advantage and business sustainability is also examined. For this purpose, a cross-sectional research design was selected. Population of the study were based on the manufacturing Small and Medium Enterprises (SMEs) of Thailand. Employees of these SMEs were selected to collect the data. Therefore, respondents of the study were employees of Thai manufacturing SMEs. Various close ended questions related to the concerned study were asked on a five-point Likert scale. Furthermore, this study analyzed the data with the help of Partial Least Square-Structural Equation Modeling (PLS-SEM). Results of the study revealed that both leadership styles and Industry 4.0 have significant role in organization performance. Leadership styles and Industry 4.0 influence positively on job satisfaction and competitive advantage, respectively. Further, job satisfaction and competitive advantage influence positively on business sustainability. Finally, business sustainability significantly improves organization performance. Therefore, the current study has vital importance for practitioners to enhance organization performance through leadership styles and Industry 4.0.

The COVID-19 crisis has affected almost all the global sectors. The hotel industry, however, was hit hardest challenging the leadership. This study, therefore, attempts to explore the challenges hospitality leadership in India face to navigate the crisis. The study additionally addresses how leaders manage the expectations of key stakeholders; communicate hard decisions with employees, pursue strategies for revival and explores the role of technology to survive the crisis.

The study adopts a qualitative approach involving structured interviews with 16 senior hospitality leaders consisting of CEO, vice president, general managers, directors, entrepreneur and general managers from various organisations like hotels, restaurant chains, food services and facilities management services. Data were content analysed involving coding techniques.

The leadership challenges included making customers and employees feel safe, optimising operations, agility and resilience of leaders, maintaining a balance between stakeholders, managing employee stress and ensuring cash reserves. The study found that leaders manage the expectation of various stakeholders by maintaining balance, demonstrating empathy and agility. The hard decisions are communicated with the employees through involvement, empathy and alleviating stress.

The study contributes by identifying twelve themes from the participants' responses under five major themes-labelled as leadership challenges, managing stakeholders, communicating with the employees, the role of technology and best practices of surviving the crisis. Future research can be conducted on such sub-themes in different countries.

As the tourism industry in India is recovering after the second wave, the governments along with all stakeholders, must launch special events for promoting the tourism sector. Safety measures like making vaccination certificates for all tourists and employees of the tourism sector should be made mandatory. Further, special certification following the COVID-19 protocol needs to be introduced for hotels and catering establishments. A fund generated from the sector's direct tax contribution needs to be established to support the employees.

The study has several social implications. The study results can unite all industry stakeholders to shape the post-pandemic era through collaboration. Empathetic leadership can take the industry out of chaos by balancing the interests of the various stakeholders of society. The pandemic has proven that we all are vulnerable to risks and challenges; leaders have a vital role in taking proactive steps to ensure that such uncertainties do not cause unprecedented damage.

This study expanded the research on the hospitality leadership challenges in managing crises in the backdrop of the crisis caused by COVID-19 pandemic. The conceptual model, variables, themes and sub-themes utilised are original contributions to the hospitality literature.

Harvard authority on leadership, Barbara Kellerman, indicts the deficiencies of the leadership industry and she argues that we can do better.

This interview offers a bold prescription for training effective leaders[4].

To be effective, the leadership development process must adopt and achieve three goals: educate leaders, train leaders and develop leaders.

Bad leadership puts on vivid display the unbreakable link between leaders and followers – a link that the leadership industry willfully ignores precisely because there’s no money in it.

There is precious little evidence that the leadership industry has in any meaningful, measurable way benefited society.

A “no holds barred” look at the leadership training industry and some potent suggestions on how to improve it.

This study examines audit fee premiums from brand name, industry specialization, and industry leadership after the merger of two Big 6 audit firms, creating the Big 5 in 1998 in the Malaysian audit market. A sample of 679 companies listed at the main and second boards of Kuala Lumpur Stock Exchange (KLSE) are investigated for audit fee premiums. Industry specialization is determined on the basis of 20 per cent share of audit market calculated by the number of audited companies in the industry. Audit fee premiums are calculated based on the Simunic (1980) model of audit fees. Results show: that Big 5 audit firms obtain 65.4 per cent audit market share for all KLSE listed companies; that Big 5 audit firms earn higher audit fees than non‐Big 5; and that industry specialization does not generate audit fee premiums. The study finds evidence for audit fee premiums derived from industry market leadership. Results also reflect the competitiveness among Big 5 audit firms in the audit market especially following the merger of Big 6 audit firms.

A need for effective leadership and adequate managing the personnel is vital for every construction organization. Meanwhile, the dynamic and complex environments of the industry may be caused that not much research has been conducted on leadership practices in the industry. The purpose of this paper is to study the leadership style of the construction leaders in Iran and explore the correlation of transformational leadership practices with teamwork improvement in the construction companies.

The research analysis was completed on a sample population of 107 managers within nominated construction firms in Iran. The analysis methods in this research were mainly descriptive and regression-based analyses and the type of investigation was a co-relational study.

The research found the level of the leaders’ orientation for people and task in their leadership style, their transformational leadership qualities, and the relationship of transformational leadership with teamwork improvement in the respondents’ companies.

The study is the first to investigate the leadership style of the construction leaders in Iran, and weather transformational leadership practices effects on teamwork improvement in the industry.