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An educator’s work is gratifying but highly stressful. Stress arises from external factors such as school, accrediting agencies, students, and parents, as well as internal factors like the teacher’s own skills, beliefs, and emotions. The phrase ‘to catch stress’ is used metaphorically in this chapter as it refers to an individual reaction to a situation that has a negative impact on the educator’s wellbeing, just like catching a disease has a negative impact on a person’s health. Working with people of different ages and personalities creates a variety of stressful situations that can negatively impact the ability of educators to do their job effectively. Stress might lead to job dissatisfaction and the desire to quit. Teachers’ stress also impacts students, since educators may become less concerned about students’ learning and put less effort into teaching when under stress. While the external causes of stress cannot be eliminated, educators can use techniques that reduce internal stress. This chapter offers a list of practical recommendations that might help educators manage their emotional reactions to stressful situations.

Having a child with Autism Spectrum Disorder (ASD) can cause significant professional strain for parents. Compared to parents of typically developing children or children with other types of special needs, parents of children with ASD report being underemployed, having more difficulty accomplishing important work tasks or taking on new work assignments, and being viewed less favorably by supervisors. They also may be more likely to perceive themselves as stigmatized by coworkers, negatively impacting their abilities to develop or maintain meaningful relationships with others at work. All of these factors lead to parents of children with ASD earning less annual income than other types of parents and being more likely to experience loss of workplace motivation or lower overall job satisfaction. The negative career experiences of parents of children with ASD may also impact employers. Employees experiencing lower levels of motivation are less productive and more likely to quit their jobs, resulting in increased turnover expense. Because the number of working parents of children with ASD continues to grow as ASD rates increase, organizations would benefit from supporting parents of children with ASD through adopting flexible work–life balance policies, encouraging leaders to promote values of diversity and inclusiveness, and implementing workplace programs designed to support parents and educate coworkers.

The purpose of this research is to find out the influence of the roles of Research and Development (R&D) laboratories of Multinational Corporations (MNCs); and of employee‐related characteristics on future career preferences of knowledge professionals in these laboratories. Career preferences include managerial, technical, project‐based and entrepreneurial paths.

This study draws on a large scale study of 921 professionals employed in 70 R&D units of MNC subsidiaries operating in Greece. Four ordered probit regression models were run with employee career preferences forming the dependent variables.

Two R&D laboratory roles (Support Laboratory and Locally Independent Laboratory); and age and education of the employee stand out as predictors of career preferences of examined professionals.

Notwithstanding that this is a study that took place in a country with an advancing economy, it is seemingly the first that incorporates the roles of R&D laboratories as potential predictors of career paths. Moreover, the idiosyncrasies of the Greek national context are provided as possible explanations that justify why some hypotheses based on prior literature were not supported.

MNC knowledge professionals employed in R&D units are a special group of employees whose career paths may be different from those of other groups. Thus, MNC management should tailor‐make career preferences for them.

This research is one of the few empirical studies providing evidence on career paths of employees in MNC R&D units; and suggests possible predictors that have not been put forward hitherto.

As we move deeper into the 21st century and organizations continue to expand globally, the need for talented leaders and enhanced leadership development programs will grow. In fact, rapid economic growth in parts of the world coupled with the number of experienced leaders retiring in other parts of the world point to a global leadership imperative – we need to understand better how to select and develop leaders who can deliver organizational results. This chapter makes four principal assertions: (1) leadership is a function of personality; (2) leadership is a determinant of organizational effectiveness; (3) principles of leadership are formal; and (4) using the leadership value chain, one can trace the links from personality to leadership to organizational effectiveness. We conclude by offering some suggestions to help understand and guide future, global leadership development.

In this interview, Dr. Günter K. Stahl reflects on his career trajectory as a globally renowned educator and how he pivoted from being a global mobility scholar to one of the pioneers of the responsible global leadership domain. For Dr. Stahl, the ethical component is an integral – and essential – part of any meaningful definition of leadership, and he illustrates this conviction with several examples from his research and corporate practice. Building on his trailblazing work in this domain, Dr. Stahl also identifies critical areas for future research that can help address our societies' grand challenges. He further draws on his deep involvement in designing and delivering postgraduate and executive education programs to discuss how educators can better incorporate these ideas into impactful educational interventions, which he refers to as “consciousness-raising experiences,” thereby inducing lasting positive change in participants.

Dr. Stahl is a Chair and Professor of International Management and Director of the Center for Sustainability Transformation and Responsibility (STaR) at the Vienna University of Economics and Business (WU Vienna). Prior to joining WU, he served for eight years on the faculty of INSEAD, and he is an Academic Fellow and/or Visiting Professor of several renowned institutions, including the Centre for International HRM at Judge Business School, University of Cambridge, the Centre for Global Workforce Strategy at Simon Fraser University, Duke University's Fuqua School of Business, the D'Amore-McKim School of Business at Northeastern University, the Wharton School of the University of Pennsylvania, and Hitotsubashi University.

Dr. Stahl is an expert on purpose-driven leadership, the drivers of corporate responsibility and irresponsibility, grand societal challenges and their implications for strategy and management, and the changing nature of global work. His research has been published in leading academic journals, profiled in a wide range of media outlets including the Wall Street Journal and Financial Times, and been recognized by prestigious awards including the Carolyn Dexter Award of the Academy of Management, the JIBS/Palgrave Macmillan 2020 Decade Award for the most influential article in international business studies over the past decade, the SAGE/Journal of Leadership Award for the most significant contribution to advance leadership and organizational studies, and the Academy of Management Best Paper in International Ethics, Social Responsibility, and Sustainability Award.

Dr. Stahl is also an accomplished teacher who has won numerous Outstanding Teacher and Program Director awards, including six CEMS Course of the Year Awards for the most highly rated course in the CEMS network worldwide, the Award for Teaching Excellence in the Executive MBA Program of HEC Université de Genève, and the Outstanding Teacher Award of the University of Minnesota Carlson School of Management Executive MBA Program. He serves on the advisory boards of several for-profit- and nonprofit organizations, and he has been involved in consulting and executive teaching for a variety of industrial and professional services companies, as well as for organizations in the nonprofit sector.

The purpose of this paper is to examine the governance structures of corporate foundations in the implementation of corporate social responsibility (CSR) initiatives.

After discussing the heretofore-underutilized research advantages of corporate foundations, the authors survey theoretical perspectives to explain the corporate foundation phenomenon. The authors build on this theory to construct a typology of corporate foundation structures based on their interactions with internal and external stakeholders.

The findings suggest that many of the largest corporations do not embed their corporate foundation into their strategic plan as they define it (i.e. specific alignment with corporate competency).

Research limitations include an examination solely of the 50 largest corporate foundations among a field of nearly 3,000 corporate foundations. The authors advance a research agenda that addresses the potential role of corporate foundations in fulfilling CSR.

The foundation field may see a movement toward corporate foundations being strategically aligned with the parent company’s core competence as external stakeholders continue to pressure companies.

Studying corporate foundations is important as they serve as intermediaries between corporations and civil society. Thus, they will continue to play an important role in the CSR agenda.

This paper is one of the first to examine the corporate foundation phenomenon, with a specific focus on their governance. Thus, the authors go beyond the motivations that lead corporations to be involved in “socially responsible activities,” the types of activities that corporations select, and how these choices produce benefits for a diverse set of stakeholders.

The study reported in this chapter was designed to investigate how managers representing public relations (PR), human resources (HR), and corporate social responsibility (CSR) departments use their organizations’ CSR initiatives to attract, engage, and retain job-seeking Millennials. To direct attention to a region that has been plagued with employee attraction and retention issues, this study focused this phenomenon as experienced by organizations located in the state of Michigan. Findings identify ways PR, HR, and CSR departments work together to infuse work cultures with CSR thinking. Four main themes and 14 subthemes emerged among interview data – suggesting that employee recruitment activities should evolve to more fully consider CSR in terms of employee value propositions, organizational culture, and empowering and developing employees.

Graduates of cross-cultural management (CCM) courses should be capable of both tackling international and cross-cultural situations and creating positive value from the diversity inherent in these situations. Such value creation is challenging because these situations are typically complex due to differences in cultural values, traditions, social practices, and institutions, such as legal rules, coupled with variation in, for example, wealth and civil rights among stakeholders. The paper aims to discuss these issues.

The authors argue that a scientific mindfulness approach to teaching CCM can help students identify and leverage positive aspects of differences and thereby contribute to positive change in cross-cultural situations.

Scientific mindfulness combines mindfulness and scientific thinking with the explicit goal to drive positive change in the world.

The authors explain how the action principles of scientific mindfulness enable learners to build positive value from cultural diversity. The authors then describe how to enact these principles in the context of CCM education.

Uncertainty and unpredictability in the lives and livelihoods of informal microentrepreneurs in Quito, Ecuador, increase their vulnerability and make the challenges of life at the social and economic margins of society more difficult to overcome. Through their small informal microenterprises, they work to maintain their everyday survival and sustain their hopes for a better future. Some turn to microfinance to support their microenterprises. Worldwide, microfinance is promoted as a powerful instrument for social and cultural change, creating a narrative of microfinance that contains promises of transformative effects. Over 16 months of research, interviews with 120 informal sector microentrepreneurs revealed these promises and the limitations of microfinance in their lives and the individualization of social problems present within the narrative of microfinance. The strength and flexibility of this narrative of microfinance has been built, interpreted, and reinterpreted in ways that allows it to be applied, and accepted, in various global social and political contexts. Informal microenterprises and microfinance are ways that people cope with economic uncertainty and social instability in Quito. Although people turn to microfinance in an effort to cope with their vulnerability, microfinance can increase their everyday vulnerabilities and place the responsibility for overcoming social problems upon the individuals who suffer them the most. Microfinance, therefore, becomes well-intentioned debt, creating new subjects and selfhoods that shift the social problems of poverty and inequality to individual problems that should be overcome by self-reliance.

The purpose of this paper is to examine the nature, strength and significance of the links between organizational climate and employee turnover.

Using a self‐administered questionnaire, 70 employees from an Islamic bank were surveyed in order to examine the five main hypotheses of the study.

The study results revealed that employees' perceptions of corporate climate plays a significant role in the rate of staff turnover. Organizational justice, as a component of corporate climate, found to be the most important factor in explaining the variance in employee turnover.

The theoretical and managerial implications of the findings are discussed in the paper, together with some recommendations for managing corporate climate and turnover in today's diverse work teams and environments.

The paper examines the links between organizational climate and employee turnover for the first time, to the authors' knowledge, in the UAE and the Arabic context.