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The aim of this viewpoint paper is to refine the meaning of “leadership as an art” in the context of wicked (complex) social problems and in the realm of contemporary leadership research and practice.

In this paper we explore the meaning of “leadership as an art,” a concept often alluded to but rarely defined concretely. The authors examine the concept by comparing artistic and scientific knowledge paradigms, identifying descriptors of the “leadership as art” concept appearing in the literature and illustrating key attributes of the “leadership as art” concept with real-world examples.

Leadership as an art is conceptualized as empathetically engaging and normatively uniting people in a vision to promote the common good through collectively formulating an understanding of a complex social problem and its resolution that when courageously and creatively pursued has the potential to make an extraordinary contribution to humanity.

The magnitude and complexity of social problems impact communities on a daily basis, making them worthy of attention. History has demonstrated that practicing leadership as an art from a normative power base has the potential of uniting diverse collectives in creatively resolving wicked social problems for the benefit of the common good.

Although leadership as an art has been discussed in the literature over several decades, the term has not been positioned explicitly within contemporary leadership in the context of resolving complex social problems within social networks.

The purpose of this paper is to investigate how employee perceptions of change and leadership might impact work engagement following major organizational change.

Social media invited US workers recently experiencing major organizational change to anonymously complete a web-based survey requesting qualitative and quantitative responses. Values-based coding and thematic analysis were used to explore qualitative data. Hierarchical and linear regression, and bootstrapped mediation were used to analyze quantitative data.

Analysis of qualitative data identified employees’ perceptions of ideal change and ideal leadership were well supported in the change leadership literature. Analysis of quantitative data indicated that employee perceptions of leadership fully mediated the relationship between employee perceptions of change and work engagement.

Study findings imply that how employees perceive change is explained by how they perceive leadership during change, and that these perceptions impact work engagement. Although these findings appear commonsensical, the less than stellar statistics on major organizational change may encourage leaders to become more follower-focused throughout the change process.

The study makes a contribution to an understudied area of organizational research, specifically applied information processing theory. This is the first study that identifies employee perceptions of leadership as a mediator for perceptions of change and work engagement. From a value perspective, leaders as successful change agents recognize significant cost savings in dollars and human welfare by maintaining healthy workplaces with highly engaged workers.

What style of leadership is most effective in a particular situation with a specific group of followers? How do leaders best motivate followers in achieving goals? Although important questions, before we may come to fully understand the how and what of leadership, in this brief I suggest that we reflect upon a more basic leadership question. In the context of a paradigm from the work of the late educator and social critic, Neil Postman (1931-2003), I explore the question, “Why does leadership exist?” For when we reflect upon the answer to that question, we may gain further insight into ourselves as leaders, which may enhance our understanding of what good leadership looks like and how we might best achieve it.

The purpose of this paper is to extend thinking on service recovery processes and satisfaction with service recovery, using multi‐dimensional consumer outcomes. The objective of the work was to propose that satisfaction with service recovery should be based on customers' expectations of the recovery encounter, which would be shaped by their expectations of “non‐failed” encounters.

The paper adopts a theoretical approach. Using the existing service recovery literature as well as the traditional services literature, the conceptual framework and associated research propositions are developed.

The proposed framework suggests that service recovery is a service encounter it its own right. The effectiveness of recovery encounters will be based on how encounters operate relative to customer expectations and experiences with regard to the recovery activity.

The research propositions and proposed framework need further empirical investigation.

The proposed framework suggests that managing service recovery should be undertaken in a similar fashion to managing any service, and thus managers need to understand customers' recovery expectations. Organisations also need to consider how a recovery action impacts on a range of customer outcomes, as focusing on one aspect will not capture consumers' full set of behaviours.

The proposed model identifies that service recovery should be evaluated with regard to consumers' recovery expectations and satisfaction is not based on expectations with regard to non‐failed encounters.

Potentially major shifts in privacy norms are taking place as a result of advances in genetic technologies. This chapter identifies a spillover effect in the form of the inadvertent emergence of new norms and introduces an original typology developed in response to these new norms regarding privacy. It focuses on the emerging practice of compelling access to genetic information of biologically related persons to gain information about a particular individual. This chapter highlights the recent practice in child lead paint poisoning cases in which defendants seek to discover medical and I.Q. records of biologically related non-parties to establish alternate genetic causation of low I.Q. It concludes that greater attention should be given to the spillover effect and the emergence of shadow norms.

To discuss the importance of understanding corporate social responsibility (CSR) by analysing the issues that comprise CSR. Without this understanding it will not be possible for organisations to develop responsible brands.

The paper draws on the existing business and marketing literature to define four aspects of issue complexity. It also draws on a range of real and hypothetical examples affecting local and global organisations to explain the four components.

Developing CSR requires intensive corporate commitment and failure to deliver on stakeholder expectations will result in reputational damage. It is essential to understand CSR issue complexity and to consider carefully CSR‐linked brand positioning. Basically, the implementation of CSR activities requires something substantial and communicable in the first place.

The work is conceptual in nature and additional research needs to be undertaken to better understand how organisations define the CSR issues that they will integrate into activities and how the management of these issues can be undertaken to ensure system‐wide implementation.

The work suggests that by understanding the four components of issues complexity organisations will be in a better position to integrate CSR‐related branding. Without understanding these issues, organisations may potentially unintentionally exaggerate claims or set themselves up to be criticised that they are unfairly exploiting consumers' interest in CSR issues.

Previous research has documented the value of CSR, but to date there have been only limited attempts to systematically examine how managers could know whether they have considered the issue completely and realistically.

The purpose of this paper is to begin the process of exploring the intersection between entrepreneurship and HRM by developing an understanding of the nature of HRM in growth‐oriented small firms.

A survey of 600 small Australian businesses, conducted by CPA Australia in March 2002 to explore employment issues, is analysed by the authors.

The analysis shows that growth‐oriented small firms are more likely than non‐growing ones to use formal HRM practices where that means that they are written down, regularly applied or assured to take place.

The data are a single snapshot of small firms in time (March 2002) and therefore, while non‐growing small firms can be identified amongst the sample, it is not correct to assume either that they have not grown in the past to reach their current size (with the exception of the single person firms) or that they will not grow in the future. Moreover it is not known whether the growth, which the growing small firms indicate they undertook, was or is sustained.

The result suggests that small firms seeking growth should reconsider their HRM practices in light of their business plans to ensure that there is a good “fit”.

The authors examine small firms in Australia, which are much smaller than their international counterparts, to see whether conclusions from overseas studies are relevant.

This article explores the meanings of societal marketing in the context of AIDS community‐based organizations (CBOs). Studies have investigated the practice of relationship marketing in for‐profit businesses, but we have yet to understand fully the practice of relationship marketing in the vast and socially important not‐for‐profit or philanthropic sectors that practise societal marketing. Four ways in which therapeutic or “revivalist” discourse is cultivated and appropriated by clients are elaborated: reproduction of community, the use of metaphor, encouraging reflexive self‐development, and tangibilizing grief. Implications for customer intimacy and relationship marketing in the societal marketing sector are elaborated.

The purpose of this paper is to examine the challenges facing the Australian fashion industry (textile, clothing and footwear or TCF sector). Just at the point where Australian fashion has achieved international attention for its distinctive design practice, the industry is on the point of collapse. Since the 1980s, radical re-structuring aimed at reducing industry protection to encourage greater international competitiveness and innovation. Key policies have included tariff reduction, new forms of industry assistance, new manufacturing techniques, changing retail forms, and reform of employment and workplace conditions.

Overview of recent trends in the Australian fashion industry due to industry policies and the effects of globalisation.

Severe decline in industry viability.

Important multifaceted analysis of the state of the industry and tracking of effects of government policies.

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