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The purpose of this paper is to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The adverse effects of globalization can threaten social, political, organizational and cultural health, well‐being and security. Hence, it is crucial that managers recognize the detrimental, interconnected effects of globalization issues, and identify effective methods of dealing with these issues. Attention to “best practice” skills should enable business leaders to apply more sophisticated leadership capabilities. It is these capabilities that should proactively underpin corporate strategy with an influential socially responsible business model focusing on long‐term outcomes.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

This issue is a selected bibliography covering the subject of leadership.

The COVID-19 pandemic has substantially affected China’s tourism industry. Tourism small- and medium-sized enterprises (SMEs), with limited crisis response ability, might be difficult to recover after the pandemic. Regarding the impacts of the pandemic on rural tourism, income for rural attraction sites was almost zero; sightseeing, agri-tourism activities were ceased; and large amount of rural bed-and-breakfasts (B&Bs) faced business closure. However, through three cases, our study found that through either content innovation or process innovation, some B&Bs are able to recover speedily from the pandemic and develop sustainably. These innovations are important for their business strategy adjustment. Innovation creates more value for tourists and stakeholders by developing new service products or adjusting existing products. This chapter discusses the linkages between innovation and leadership. Through the investigation and analysis of three cases, the researchers found that the advantages of transformational leadership were reflected in the post-crisis management in different ways and effectively improved the innovation ability and sustainable development of post-crisis organizations. This study has enriched the literature on transformational leadership and post-crisis recovery of small tourism enterprises and has practical reference value for managers of small rural tourism companies.

This chapter proposes a conceptualization of joyful leadership as a unique leadership style and identifies a future research agenda to further explore the concept. While the concept of joyful leadership appears repeatedly in the nonacademic literature, including in blogs, vlogs, and podcasts, there is limited reference to joyful leadership in the academic literature highlighting a lack of academic rigor around the concept. Joyful leadership is proposed as a unique leadership style with specific patterns of behavior demonstrated by the leader. This research draws on understandings of emotion, positive affect, and leadership in the academic literature to develop a conceptualization of joyful leadership.

The proposed conceptualization is based on an extensive literature review drawing from both the leadership field and the study of emotions including various theoretical perspectives from these diverse fields.

Based on discrete emotion theory a conceptualization of joyful leadership as a unique leadership style is presented, identifying key patterns of behavior associated with joyful leadership including discrete autonomic patterns, actions, nonverbal signals, and identified feelings.

This research outlines a conceptual model to provide an understanding of the concept of joyful leadership as a unique leadership style. It draws on the current study of emotion, positive affect, and leadership and more specifically examines the concept of joyful leadership aligned to discrete emotion theory. This particular theory of emotion, when examined in relation to leadership, provides a basis for the concept of joyful leadership as a leadership style and the basis for its proposed characteristics and outcomes.

Discusses the use of the ILLFILE program for lending record‐keeping in addition to the more usual copyright limit control. Examines the steps needed to allow ILLFILE to perform the function, how to sort the records, using the Update command, using ILLVIEW, and producing reports. Surmises that using ILLFILE allows records of incoming and outgoing requests with only the additional step of inserting a computer disk in the daily routine.

It is argued that while service requirements are pervasive in organisational contexts, when leading their followers, service has not typically been expected of leaders. The purpose of this paper is to propose how the service of followers should be constructed as a competency of leaders.

This is a conceptual paper, which evaluates and builds theory in the form of a framework of service as a leadership competency. This framework is based upon the application of social exchange and leadership-member exchange theories and the use of scholarly sources.

The paper defines service as a leadership competency and proposes that it has at least five requisite and interconnected attributes, namely, individualised consideration, compassion, a motivation to serve, humility and integrative thinking to resolve competing stakeholder interests for the greater good. It further argues that when leaders exercise this competency and its associated attributes, it creates social relations with followers, rather than economic ones.

This conceptual paper contains no empirical data.

The paper develops service as a leadership competency and proposes that social dyadic relations between leader and follower may be advanced through its development.

The paper proposes five attributes which would differentiate service as a competency from other leader competencies. It also provides an explanation of the process through which competencies can realise relational outcomes.

This paper responds to the increasing concern among both the public and the academic community regarding the negative effects of for‐profit activities of organisations on society, in particular on human development and well‐being. It does so by aiming to examine the main theories regarding the possibility of positive and/or negative relationships between the management of for‐profit activity and human value. It aims to identify guiding principles to assist organisations in meeting the business imperative of respecting and considering their effects on human rights wherever they operate.

This paper takes a conceptual approach drawing from economic, social and political philosophy literature to investigate four perspectives on the relationship between the management of for‐profit activity and human value.

The need for management theory to develop a typology of factors determining positive, negative or mixed effects of for‐profit activity on human value is identified. The study identifies recommendations for management theory and practice regarding the scope and limits of action that could be taken by business organisations to improve human value.

Research questions relevant to three key areas of management (people management, operational management and strategic management) are suggested.

The paper concludes that there is a need to understand why there are negative relationships between profit making and human value, and how to identify the means of minimising this relationship in a human value oriented organisation.

The paper responds to the increasing concern among both the public and the academic community regarding the negative effects of for‐profit activities of organisations on society, in particular on human development and well‐being. It does so by proposing the guiding philosophical principles that should inform organisations in meeting the business imperative of respecting and considering their effects on human rights wherever they operate.

The paper is unique in proposing the guiding philosophical principles that should inform a human value oriented workplace culture and can be applied in various management sub‐disciplines. It also makes an original attempt to understand the gap between conflictualist and compatibilist paradigms and how this can inform management theory.