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The case describes the dilemma a young leader, First Lieutenant Toomey, faces after arriving at a new organization. Toomey’s subordinate (sergeant first class Rodgers) is more experienced and accomplished and has enjoyed a degree of autonomy under Toomey’s predecessor. Rodger’s demeanor and the physical setup of the joint office space speak to a dysfunctional dynamic in an organization that values a traditional hierarchy and relatively high power distance between supervisor and subordinate. The potential for conflict exists as Toomey contemplates how to address the dysfunctional norms he has observed while maintaining a functional relationship and reputation as an effective leader in his new unit.

The case was created via an interview of the protagonist.

This case is designed for use in undergraduate and graduate level courses on leadership and management. The case is useful for teaching lessons (or electives) on power, influence, conflict management, culture and leading change.

The case was created via an interview of the protagonist in 2018 at the US Military Academy by the authors.

The case describes the dilemma First Lieutenant Williams faces when his platoon sergeant unexpectedly leaves. Organizational norms and accepted practices suggest Lieutenant Williams should choose the most senior squad leader, Staff Sergeant Boyer. The departing Platoon Sergeant even recommended Staff Sergeant Boyer. However, based on recent observations, Lieutenant Williams felt Staff Sergeant Boyer may not be the best fit. Instead, the lieutenant considered choosing the newest squad leader, Staff Sergeant Harrison, who seemed to be highly proficient, but had yet to prove himself. Before the lieutenant could fully weight his options, Staff Sergeant Boyer confronted him about a decision.

This case is designed for use in undergraduate courses on leadership and management. The case was not only designed primarily for teaching a lesson on organizational justice, but can also be used to integrate lessons on communication, power and influence, and decision making. Each of these elements is present in the case. The instructor can choose to incorporate them into the lesson for a more wholly encompassing lesson or choose to focus on only the organizational justice aspects at play in the case.

This article outlines a personal Journey Line Narrative exercise aimed at enhancing leader authenticity and effectiveness by asking students to “look back” and identify their core values, as well as the formative experiences that helped solidify those values. The Journey Line Narrative encourages reflection and self-awareness by asking students to answer the question “Who am I?”, to articulate this reflection to a mentor, and to distill this reflection into a coherent essay. This exercise can be useful in courses focused on leader development by helping aspiring leaders develop and communicate their authenticity, core values, and purpose

This video case study exercise uses excerpts from the movie Patton and the HBO series Band of Brothers to juxtapose two military leaders (General George S. Patton and Lieutenant Dick Winters) as they face strikingly similar situations – each interacts with a subordinate experiencing “battle fatigue” (a.k.a. shell shock, PTSD) during the Second World War. Patton appears to lack emotional intelligence (EI) as he apparently loses control and strikes a soldier he believes is demonstrating cowardice. Winters, on the other hand, takes a much different approach when dealing with a subordinate in a similar situation. This case exercise is designed to augment assigned theoretical readings and increase student conceptual and practical insight into the construct of EI.

The analysis of film and biographies is based on historical figures.

The case is best used with undergraduates in management or leadership courses who may lack the contextual background to discuss certain aspects of leadership. Specifically, the case is designed to explore the elements that comprise EI as well as how EI may affect a leader’s effectiveness. The case study can also be used to challenge common conceptions of how EI may manifest and to discuss the potential “dark side” of EI.

This case study exercise centers on the concept of EI, with an emphasis on providing a robust understanding of the concept, including how context may come into play and how EI may have a “dark side.” The exercise could also be used to facilitate discussion of multiple topics normally covered in undergraduate management or leadership courses such as personality, perception and attribution, authentic leadership, toxic leadership, transformational leadership and motivation.

This chapter reflects on the process of conducting qualitative research as an indigenous researcher, drawing from two studies based in south Wales (the United Kingdom). The chapter not only explores the advantages of similarity in relation to trust, access, gender and understandings of locality, but it also complicates this position by examining the problem of familiarity.

The studies, one doctoral research and one an undergraduate dissertation project, both took a qualitative approach and introduced visual methods of data production including collages, maps, photographs and timelines. These activities were followed by individual elicitation interviews.

The chapter argues that the insider outsider binary is unable capture the complexity of research relationships; however, these distinctions remain central in challenging the researcher’s preconceptions and the propensity for their research to be clouded by their subjective assumptions of class, gender, locality and community.

The chapter presents strategies to fight familiarity in fieldwork and considers the ethical issues that arise when research is conducted from the competing perspectives of both insider and academic. The authors focus on uncertainties and reservations in the fieldwork process and move beyond notions of fighting familiarity to consider the unforeseen circumstances of acquaintance and novel positionings within established social networks.

This paper aims to provide an experiential exercise for management and leadership educators to use in the course of their teaching duties.

The approach of this classroom teaching method uses an experiential exercise to teach Adams’ equity theory and Vroom’s expectancy theory.

This experiential exercise has proven useful in teaching two major theories of motivation and is often cited as one of the more memorable classes students experience.

To the best of the authors’ knowledge, this is an original experiential exercise for teaching the equity and expectancy theories of motivation.

To add to the information about how Western companies are marketing their products in China, and to provide some insight into the changing character of the Chinese customer‐base.

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

Clay Chandler comments on how luxury brand companies such as Gucci are staking out retail space in China as the country's booming economy is creating millionaires. Yougang Chen and Jacques Penhirin explain the challenges facing multinational companies who want to move on from supplying just the rich consumers in China, but broaden their business range to the middle and lower income segments – without harming their luxury‐end sales. David Drickhamer reports on how domestic appliance manufacturer Whirlpool is working to build up its brand in the minds of Chinese consumers. As part of its strategy, it is introducing customer segmentation and going up‐market. Tom Lowry features Yao Ming, a US‐based basketball star. who could be the next Michael Jordon in terms of endorsements. Large US companies are clamoring to sign him up in marketing deals with the aim of selling more of their products to the huge Chinese market.

Experiences and expertise related in these articles can help companies wishing to do business with China to understand more about the complexities of targeting this vast and varied market.

Talent management can provide an organization with a competitive advantage. However, little is known about how human resource practices pertaining to talent management drive positive outcomes. Drawing on social exchange theory, this study investigates the effect of talent management practices usage on employee commitment and intention to leave. Integrating social exchange theory and the theory of met expectations facilitated predicting the mediating role of perceived career growth in the talent management practices usage-employee outcomes relationship.

Data were collected using a survey from 268 employees from eight organizations from the financial and services industries in Jordan.

Talent management practices usage has a significant direct positive effect on employee commitment but no direct effect on employees’ intention to leave. Further, there is pioneering evidence that perceived career growth mediates the following relationships: talent management practices usage and commitment and talent management practices usage and intention to leave.

The study provides unprecedented evidence of the effect of TM practices usage on employee outcomes and the role of perceived career growth in the TM practices usage-employee outcomes relationship from an underexplored context of Jordon. Our research results contribute to theory development in TM by supporting, extending and integrating social exchange theory and the theory of met expectations.

Building industrial clusters is getting much more political attention and strategic orientation in all developing countries. This study started by revising the conceptual and theoretical frameworks for industrial clusters, followed by some insights and contributions about empirical bases for clusters' dynamics and processes. The study focused on the case of Agadir Agreement between four Arab countries (Egypt, Jordon, Morocco, and Tunisia), which was initiated after the Euro-Mediterranean partnerships, and the rationale of the agreement was based on the concept of cumulative value-added origin. The study based its methodology on analyzing the international and bilateral trade flows of six industrial goods from the automotive sector among the four countries and with the EU countries to detect the degree of industrial collaboration and the achieved success of each country in this sector. The study indicated that the four countries used the concept of industrial clusters for economic development, but the results of the analysis showed that till now Agadir Agreement only achieved a shallow integration, while failed to deeply integrate as one big collaborative industrial cluster.

The purpose of this paper is to conduct a comparative analysis of internal and external determinants of bank’s performance in Middle East and North Africa (MENA) countries.

The authors use a static unbalanced annual panel data of banks operating in eight countries pertaining to the MENA region (Tunisia, Bahrain, Egypt, Jordan, Qatar, Lebanon, Kingdom of Saudi Arabia and United Arab Emirates) over the period from 1999 to 2014.

The findings reveal that the determinants of intermediation margins in the MENA region differ across countries. Overall, banks interest margins are explained by both bank-specific variables and macroeconomic factors except for Saudi Arabia in which interest margins exclusively depend on bank-specific factors.

These findings contribute to the clarification and critical analysis of the current state of bank’s performance in some countries located in MENA region, which would have several crucial policy implications.