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Social media has been widely adopted by politicians and political parties during elections and routine times and has been discussed before. However, research in the field has so far not addressed how a political leader's private or official social media account affects their message, language and style. The current study examined how Israeli Prime Minister Benjamin Netanyahu uses his private Facebook account, compared to his use of his official Facebook page “Prime Minister of Israel.”

In this study, the author identified the differences between these two digital entities using in-depth content analysis based on all posts (N = 1,484) published on the two pages over a 12-month period between 2018 and 2019.

The study’s findings indicate that Netanyahu regularly uses his personal page to address topics that are not represented on his official page, such as mentioning and attacking political rivals, presenting political agenda, and criticizing Israeli journalists and media organizations. Netanyahu's private Facebook account is also used to comment on personal events such as the criminal indictments he is facing and family affairs.

The findings highlight the need to investigate the different identities that politicians maintain on social media when they use personal or official accounts, sometimes on the same platform. The medium matters, yet the author also discovered that a leader's choice of account and its title are also important.

The peer review history for this article is available at: https://publons.com/publon/10.1108/OIR-01-2021-0004.

To describe, analyze, and compare two long-term care (LTC) systems for elders in Germany and Israel.

Secondary analyses of data on LTC beneficiaries, structure of service provision and content analyses of policy documents in a comparative perspective based on the Esping-Andersen welfare state typologies.

Descriptive background of demographic attributes in the two countries; discussion of LTC development laws which in Israel focuses on “aging in place” concept, where in-kind services are geared only to community-dwelling frail elders while in Germany it’s for community and institutionalized elders. Analyses of various service types provided their use, resources invested, and benefits incurred for frail elders and their family caregivers.

The advantages and shortcomings of the two systems were analyzed with recommendations for future developments. Such comparisons across nations can inform social policy debates in Germany and Israel as to how to prepare for population aging. The originality of such comparison can shed light on issues for LTC service development in other countries.

The article addresses the relationship between social distance and charismatic leadership. Current theories of charismatic leadership in organizations have borrowed ideas from the literature on socially distant charismatic leaders and applied them to leadership situations that involve direct contacts between leaders and their immediate subordinates. This article argues that while social distance is not a necessary condition for charismatic leadership, there are fundamental differences between distant charismatic leadership and close charismatic leadership. The article attempts to identify these differences through a theoretical analysis of the two leadership situations and through an exploratory content analysis of interviews about close and distant charismatic leaders.

The literature on charismatic leadership in organizations has neglected the organizational context in which such leadership is embedded. The purpose of this article is to enrich and refine charismatic leadership theory by linking it to its organizational context. We argue that while charismatic leadership principles and processes potentially apply across a wide variety of situations, the emergence and effectiveness of such leadership may be facilitated by some contexts and inhibited by others. We develop and present a series of propositions linking contextual variable to the emergence and effectiveness of charismatic leadership. Among the contextual variable we examine are the organizational environment, life-cycle stage, technology, tasks, goals, structure, and culture, as well as the leader’s level in the organization and the circumstances surrounding his or her appointment.