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While emerging research suggests that women have made great gains within the higher education sector, significant challenges remain. Notably, women are still severely under-represented in leadership positions in the academe, and this is even more so for international academics. As an early-career academic, I am fortunate that my journey so far has allowed me to hold various leadership positions (both informal and formal). In this book chapter, I reflect on my own experiences. In so doing, I share insights into how to be an ‘opportunist’ in gaining leadership positions as a woman, breaking through the glass ceiling – that symbolic obstacle women hit – while being an international academic. The chapter starts with a brief overview of my background and my non-traditional pathway into the Sport Management discipline more broadly and the sub-discipline where I now feel at ‘home’. In what follows, I consider how some of the barriers and challenges I faced along the way have served to shape my future self. It is, perhaps, not without some degree of irony, that strategies I developed to mitigate or overcome these led to what I term self-created opportunities. The chapter then reflects on some of the successes I have achieved.

This study compares multi-rater leadership evaluations of 1,748 executives in 10 national clusters to determine whether leaders in the East and West display different global leadership behavioral patterns. Data were collected via the Global Executive Leadership Inventory (GELI), which measures 12 dimensions of global leadership behaviors. The 360-degree GELI also provided feedback data from the executives’ 13,166 superiors, peers, and subordinates. Based on multilevel modeling analysis of self-ratings and observer ratings, findings indicated that the executives generally display similar patterns of global leadership behavior, but there are significant cultural differences on some leadership dimensions.

This chapter focuses on the care of our “common home,” emphasizes the complexity of the crisis, and suggests the path to overcome it through renewed environmental, economic, anthropological, and social ecology. Starting from the premise of the Encyclical Letter Laudato Sì (Pope Francis, 2015), the chapter discusses the role of leadership models based on virtues and moral constructs to promote a new business culture. Which leadership models and which business models are necessary to guide companies toward the integral development?

After a review of the Encyclical Letter, the chapter traces the theoretical framework of leadership theories connected with the emergence of a sustainability-oriented business model. The empirical analysis explores three cases of exemplary Italian companies which show how entrepreneurs can promote cultural reorientation, can help others to unlearn the bad habits of “turbo-capitalism,” and place value on humanity, relationships, and the love of the place in which they do business.

This chapter contributes to the development of leadership approaches and models incorporating the orientation toward the common good. Accordingly, it highlights the “roots” of entrepreneurial and managerial behavior which appear to inspire a profound rethinking of business conduct. From the business examples analyzed, the chapter shows models that make integral development possible.

Young entrepreneurs' involvement in social entrepreneurship is gaining momentum, and the impact of their active participation in social enterprises is tremendous. As younger generation creates and leads social enterprises, self-identity that entails their leadership can bring benefits to various stakeholders. In particular, the engagement of younger generation in social entrepreneurship lead to positive identity development that brings impact not only to the founders but also to the employees, volunteers and recipients of the product and services offered by the social enterprise. In this context, the chapter explains the importance of social entrepreneurship in society-building, looking into how it creates values to its participants in regard to personal growth and development. The objective of this chapter is to elucidate the role of social enterprises in developing the personal identity of the younger generation. The chapter maps the characteristics of social entrepreneurs to the characteristics of young people with focus on the development of personal, social and role identities. The chapter also explains the significance of young social entrepreneurs' participation in social activities for the identity formation and how it directly and indirectly contributes to a balanced societal development.

This chapter contributes to the general debate in entrepreneurship studies about the role of leadership effects. While there has been an abundance of research into the technology industry in terms of leadership and entrepreneurship, less is known about the sport industry. The human capital of sport entrepreneurs is unique due to contextual factors and needs to be studied in more depth. This chapter aims at contributing theoretically to sport entrepreneurship research by specifically focusing on leadership traits and value creation. This means acknowledging that much of the value in sport derives from the cocreation process that is made possible by good leaders. The role of project management in terms of design thinking for entrepreneurial value creation is stated. In addition, suggestions for moving the sport entrepreneurship field forward by taking a leadership approach is stated.

Generative theory challenges assumptions of the status quo, opens the world to new possibilities, and is frequently associated developmentally with a deep and caring concern for establishing and guiding the next generation. With emphasis on “opening the world to new possibilities” and “intergenerational transmission” might there be a useful exploration between the domains of generativity and the vast interest and literature on “the diffusion of innovation?” In this chapter, we develop the concept of generative diffusion of organizational innovation – how extraordinary, even revolutionary, new business organizations can have generative impact around the world while at the same time never coming to be wholly replicated in exactly the same way.

Organizations are currently striving to become more sustainable, as resources dwindle and social desirability for sustainability increases. This is important in public sector organizations as well as private, and exemplars are needed. Therefore, this chapter provides a description of how a public housing authority in pursuit of a social mission parlayed an energy performance contract into a triple bottom line sustainability journey. The Cuyahoga Metropolitan Housing Authority's (CMHA) sustainability journey has been shaped most significantly by the commitment of CMHA leadership to collaboration (internal and external) as a core strategy. The chapter provides a rich description of CMHA's emergent partnerships with various organizations in their environment; focusing first on energy and later encompassing social, ecological, and economic sustainability. It describes and analyzes the leadership that emerged which played an essential role in supporting the complexity of increasing collaborative involvement. New theories of leadership, most specifically Complexity Leadership Theory (Uhl-Bien & Marion, 2008), emergent leadership (Goldstein et al., 2010), and adaptive leadership (Heifetz, 1994) are used to make sense of the leadership philosophy and actions that worked in the sustainability journey.