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Reasons that have an effect on the continuity and career progression of women in corporate India are complex. The purpose of this paper is to explore the factors that have an effect on the women leadership pipeline of Indian organizations.

The present study adopted a qualitative research methodology within a dyadic framework by including women managers and their respective supervisors in the study.

Thematic analyses of the qualitative study conducted on Indian women managers as well as their supervisor revealed rich insights into the antecedent social-psychological factors of a women leadership pipeline that can be summarized under three broad categories, namely, intra-personal, interpersonal and organizational.

The limitations are the small sample size and the qualitative nature of this study. An important implication is that the results of this study can be used for cross-cultural comparisons because most studies that have focused on the effect of gender on career advancement have used western conceptualizations and measures.

The findings of this research suggest designing organizational interventions that can help women professionals in navigating the complex social environment in order to create their own leadership identities supported through a high-quality leader-member exchange.

The study takes an important step toward developing a better understanding of the factors affecting the career advancement of women managers by contextualizing the way women professionals perceive their career identity and the meaning they imbue to career advancement. The findings of this study can aid policy makers toward arresting the leaking women leadership pipeline.

The study contributes by exploring several social-psychological dimensions of objective-subjective career success perceptions and their interplay among women managers drawn from three organizations in India.

Examines a seemingly simple case of gender conflict by analysing the multi‐levelled, intra‐personal, interpersonal‐intergroup, and mass unconsciousness of gender conflict. Both process analysis and psychodynamic analysis are used to show that gender does not stand apart from other demographic diversity factors.

This chapter takes a new approach to emotions through the lens of a relational identity among hybrid professionals, using those in healthcare as particularly relevant examples. Sharpening the focus on underpinning emotional dynamics may further explain how professional managers can be effective in hybrid roles. The chapter seeks to build on the internal emotional states of these professional managers by understanding how outward emotional displays might influence their subordinates. The understanding of how emotional states/displays in manager–employee relationships influence target behaviors may help multiprofessional organizations generate better-informed leadership practice in relation to desired organizational outcomes, e.g. more efficient and effective health services.

Evaluating the prevention, intervention, and treatment programme is critical to understanding the decision-making behaviour of substance abusers. The study interweaves behavioural health economics with the extended PRECEDE–PROCEED Model and examines the effectiveness of treatment settings for substance users in New Jersey Drug and Alcohol Abuse Treatment (13,775 samples). The study also identifies the factors that are associated with substance users’ recurrence to the treatment centre. The results concluded that educational attainment, counselling services from health care providers, mental agency services, and detoxification treatments have a significant impact on preventing relapse behaviour.

The purpose of this paper is to examine the most generally applied definitions and other aspects of emotional intelligence, as well as its associated managerial leadership competencies in corporate governance.

The paper adopted a descriptive methodology in describing emotional intelligence leadership for effective corporate governance.

The paper finds that the speed of change in the affairs of formal organizations worldwide tends to require the operations of those institutions to continually think and react to different situations. If people's emotions are pushed toward the range of enthusiasm performance can soar; if people are driven toward rancour and anxiety, they will be thrown of stride.

The emotional intelligence leadership discussed in this paper requires that for effective corporate governance, organizations have to grow emotional capital to handle issues of low morale, organizational stress, high staff turnover and lack of work/life balance. The paper propose that further research efforts could empirically assess the extent to which these emotional intelligence domains can influence managerial competence in diverse cultures.

The aim of the paper is to propose an integrative model of the leader competences through the analysis of the several models of competence found in the literature review.

The methodology used was qualitative, based partially on an integrative literature review (Torraco 2016). This paper aims to review, update and criticize the literature related to the competences approach in the organizational context and, on the other hand, to review, criticize and synthesize the literature, namely, the models and competences.

Difficulties in choosing and implementing a leader competency model led to the integration of competencies in a single model, seeking to simplify the choice and implementation process in organizations. The integrative model of leader competences arises from the literature review, more specifically from the analysis of the different approaches found. This model is grouped into four dimensions – intellectual competences, management competences, social competences and emotional competences. This research is a contribution to reduce the fragmentation of leadership and management theories and facilitates the choice and implementation of a leader competence model suited to the organization’s needs, contributing to the leadership effectiveness.

The integrative model of the leader competences allows the choice and implementation of a competence model with a wide range of competences considered as essential in the organizational context by several researchers. This model simplifies the process of identifying the competences that need to be developed, feeding the human resources development process within the organization.

Participatory action research (PAR) is a qualitative research methodology with a dynamic and powerful potential in both rural and urban contexts. PAR can account for social forces and macro systems of injustice which affect the lives of people within a community and thus achieve what Prilleltensky (2003) termed ‘psychopolitical validity’. This chapter explores its efficacy in research with Australian Aboriginal groups. It is contended that PAR is an invaluable approach in conducting research with such communities. PAR has the potential to empower Indigenous communities in ways that quantitative designs simply cannot.

This research excursion through shipping companies in Vietnam sought to investigate whether organizational culture, ethics, and emotional intelligence influence knowledge sharing, which in turn enhances competitive intelligence scanning. This paper aims to discuss the above issue.

In total, 401 responses returned from self-administered structured questionnaires relayed to 635 middle level managers were processed through structural equation modeling approach to test hypotheses.

Knowledge sharing was proved to positively relate to clan, market, or adhocracy culture, ethics of care, and high level of emotional intelligence. Knowledge sharing also shows a positive effect on competitive intelligence scanning.

For competitive intelligence scanning to be effective, knowledge should be shared among organizational members, which necessitates the three building blocks: supportive knowledge sharing culture (clan, market, or adhocracy culture), ethics or care, and heightened emotional intelligence.

This paper aims to explore the relationship between the concept of the learning organization and that of the co-creation of value.

The paper is conceptual in nature and draws on data from a case study of a small highly innovative Australian company.

The authors show that, from a value co-creation perspective, the learning organization can be viewed as an open, collaborative, social/economic actor engaged in social/economic activities with other interdependent actors (organizations or stakeholders) in a network or ecosystem of actors to serve its mission/purpose and the well-being of the ecosystem.

As a conceptual paper, the authors rely primarily on previous research as the basis for the argument. The implications of the findings are that, as value co-creation practices are founded upon the generation and leveraging of specific intangible capital resources, more research located in alternative research paradigms is required.

There are important implications for organizational leadership in that the practices that underpin value co-creation require the leadership to be able to work constructively with multiple forms of systemic and agentic power.

In increasingly turbulent and hyper-competitive global operational contexts, sustainable value creation is becoming recognized as a collective achievement within a broad eco-system of collaborators. This has implications for the relational capabilities of all collaborators.

The authors introduce a new perspective on the role of power management in the facilitation of the co-creation of value. Arguing that value creation is becoming recognized as a “collective achievement”, they focus on the collaborative practices that enable such an achievement.

This article is constructed in the form of a dialogue between a mother – who has just returned from the conference “It’s a relational world” – and her daughter, Sophie. Sophie asks her mother to explain what the conference was all about … what is “relational constructionism”, what is its relationship with interests in development and change? In the dialogues that follow they make reference to well‐known frameworks and ways of thinking including Lewin’s metaphor of planned change. The latter is explored, so making explicit related (and interrelated) assumptions about organisations, the nature of “human nature”, what is thought to be real and good, power, and the role of dialogue. These dialogues go on to explore other “relational” assumptions concerning the “same” issues. A relational approach to change is discussed as a different local narrative, not as a “superior” replacement for other approaches.