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The purpose of this paper is achieving a leader–follower formation of unmanned aerial vehicles which is a cooperative scenario inspired by formation flying of living organisms such as geese. Designing a control strategy based on only vision measurement (without radio communication) and keeping connectivity in vision are important challenges in the formation flying problem which is the base of formation flying in living organisms.

To achieve the mentioned purposes, a feedback linearization technique is used. Moreover, a Takagi-Sugeno-based supervisory control strategy for visibility maintenance combined with an acceleration estimator to compensate the leader maneuvers is proposed.

The authors conclude that by using practical seeker sensors, all the mentioned objectives (under the proposed strategy) can be satisfied.

Keeping formation and visibility maintenance in the presence of the leader maneuver are the main contributions of the paper.

In Canada, grain handling is an important agri-business that has traditionally been cooperative in nature (for example, Saskatchewan Wheat Pool). At the same time the industry is heavily regulated. There has been a dramatic change in the structure of the industry over the past 20 years and there are currently no major cooperatives present in the market. If the “yardstick effect” hypothesis of the role of cooperatives in an imperfectly competitive market is true, the disappearance of cooperatives could result in the ability of remaining firms to exercise market power over producers. To investigate the impact of changes in ownership structure in the market, we estimated two types of pricing games that might have been played between a cooperative, Saskatchewan Wheat Pool (SWP) and an investor-owned firm (IOF), Pioneer Grain (PG) in the Saskatchewan wheat-handling market over the period 1980–2004, with different assumptions about their pricing behavior imposed. We find that SWP and PG have likely been playing a Bertrand pricing game in the market over the period. We thus conclude that SWP, as the largest cooperative in the market, likely played a “yardstick effect” role in the market.

The purpose of this paper is to investigate a competitive location problem to determine how to allocate a budget to expand company’s chain by either adding new facilities, expanding existing facilities, or a combination of both actions. Solving large problems may exceed the computational resources currently available. The authors treat a special case when the market can be divided into mutually exclusive sub-markets. These can be markets in cities around the globe or markets far enough from each other so that it can be assumed that customers in one market do not patronize retail facilities in another market, or that cross-patronizing is negligible. The company has a given budget to invest in these markets. Three objectives are considered: maximizing profit, maximizing return on investment (ROI), and maximizing profit subject to a minimum ROI. An illustrative example problem of 20 sub-markets with a total of 400 facilities, 4,800 potential locations for new facilities, and 5,000 demand points is optimally solved in less than two hours of computing time.

Since the market can be partitioned into disjoint sub-markets, the profit at each market by investing any budget in this sub-market can be calculated. The best allocation of the budget among the sub-markets can be done by either solving an integer linear program or by dynamic programming. This way, intractabole large competitive location problems can be optimally solved.

An illustrative example problem of 20 sub-markets with a total of 400 facilities, 4,800 potential locations for new facilities, and 5,000 demand points is optimally solved in less than two hours of computing time. Such a problem cannot be optimally solved by existing methods.

This model is new and was not done in previous papers.

The research in competitive facility location (CFL) is quite dynamic, both from a problem formulation and an algorithmic point of view. Research direction has changed immensely over the years to address various competitive challenges. This study aims to explore CFL literature to highlight these research trends, important issues and future research opportunities.

This study utilises the Scopus database to search for related CFL models and adopts a five-step systematic approach for the review process. The five steps involve (1) Article Identification and keyword selection, (2) Selection criteria, (3) Literature review, (4) Literature analysis and (5) Research studies.

The paper presents a comprehensive review of CFL modelling efforts from 1981 to 2021 to provide a depth study of the research evolution in this area. The published articles are classified based on multiple characteristics, including the type of problem, type of competition, game-theoretical approaches, customer behaviour, decision space, type of demand, number of facilities, capacity and budget limitations. The review also highlights the popular problem areas and dedicated research in the respective domain. In addition, a second classification is also provided based on solution methods adopted to solve various CFL models and real-world case studies.

The paper covers 40 years of CFL literature from the perspective of the problem area, CFL characteristics and the solution approach. Additionally, it introduces characteristics such as capacity limit and budget constraint for the first time for classification purposes.

The purpose of this paper is to identify and discuss the concept of responsible leadership, find some dimensions and understand how staff in organizations make sense of this style of leadership.

Multiple exploratory case studies in six Portuguese organizations were performed. As data-collecting instruments, several interviews and documentary analysis were used.

The authors found four dimensions associated with responsible leadership in the organizations studied here: aggregate of virtues; stakeholder involvement; model of leader’s roles; and principles and ethical values. These organizations integrate relationships which seek human well-being, institutions of reference considered good examples to work in and where the best of human nature is stressed. In particular, the modus operandi of their responsible leadership implants dynamics which lead to the development of individuals’ strengths, resilience and vitality.

The emphasis of this leadership style points mainly to the existence of modern leaders with an integrating, holistic view of stakeholders where the focus is on carrying out their various roles where virtuousness and ethical values play a determinant role. Interpersonal relationships, ethical principles regarding the environment, peers and the community were also practices identified as associated with responsible leadership.

The study contributes to advancing theory in the field of leadership and presents a new framework (dimensions) about responsible leadership. The study is also innovative because contributes to more knowledge about organizations that follow a responsible style of leadership, and in so doing form consistent practices that can represent benchmarking for other organizational structures, even taking into account the natural idiosyncrasies inherent in the Portuguese organizational and business sector.

There is a growing belief that business leaders can learn valuable lessons from successful sports coaches and athletes. This article seeks to examine the extent to which methods for achieving sporting success are applicable to business.

The research utilised a qualitative, interview‐based approach to data gathering. The data sample consisted of eight leading coaches. The interviews were analysed using template methodology.

The research found that there are areas in which business leaders can learn lessons from sport, especially in terms of change and staff development.

The research is based on interviews with a small sample of coaches. In order to develop the research further, a more extensive sample is required.

Business leaders should only focus on those aspects of sporting excellence which are applicable to the business world. However, they should also recognise that these are applicable to all levels of leadership in an organisation and not just senior managers.

The research challenges some of the hype around the relationship between sporting excellence and business excellence, but it does show lessons can be learned in important areas of staff development, the most prominent being the ability to welcome and bring about change.

The authors have developed the Leadership‐Employeeship‐Relationship Model and a questionnaire following their conceptualization of the employeeship concept. It is possible to separately study leadership, peer employee, and interactive leader‐follower behaviors. The purpose of this paper is to examine the relationship between the conceptualization and operationalization, as well as between the model and psychological climate.

In total, four organizations operating at an airport participated. The quantitative approach involved data gathered from expected leadership and employee behaviors and psychological climate attitude questionnaires. The leadership and peer employee variables are separately based on the leadership and employeeship questionnaires, whereas the leader‐follower variable is based on the results of both questionnaires. All analyses were made on the variable level.

The results show that expected leadership, peer employee, and congruent leader‐follower behaviors all have a positive correlation with psychological climate. Hierarchical regression analyses indicated that congruent leader‐follower behavior had augmented value to leadership behavior and its relationship to psychological climate.

Congruent leader‐follower behavior plays an important role in the overall improvement of psychological climate. Steps toward congruent behavior are to allow followers to participate in leadership development and that the issue of shared responsibilities and authority is best managed in collaboration between management and staff.

The paper is the first to demonstrate empirically the relation between the interactive leader‐follower employeeship perspective based on the expected behaviors of both leaders and followers and psychological climate.

For many of the current leadership theories, models, and approaches, the answer to the question posed in the title, “Is leadership more than ‘I like my boss’?,” is “no,” as there appears to be a hierarchy of leadership concepts with Liking of the leader as the primary dimension or general factor foundation. There are then secondary dimensions or specific sub-factors of liking of Relationship Leadership and Task Leadership; and subsequently, tertiary dimensions or actual sub-sub-factors that comprise the numerous leadership views as well as their operationalizations (e.g., via surveys). There are, however, some leadership views that go beyond simply liking of the leader and liking of relationship leadership and task leadership. For these, which involve explicit levels of analysis formulations, often beyond the leader, or are multi-level in nature, the answer to the title question is “yes.” We clarify and discuss these various “no” and “yes” leadership views and implications of our work for future research and personnel and human resources management practice.

The purpose of this paper is to explore the Chinese leader–follower interaction model in school cases considering followers’ effect at varying social distances.

This study uses a case study approach.

First, Chinese leader–follower interactions in school cases are flexible in practice. Second, within leader–follower flexible interactions, contradictory perceptions and field-of-work consciousness foster different behavior choices between leaders and followers. Third, perceptions concerning the proximity of leaders to followers are positively influenced in relation to hierarchical distinctions and negatively influenced owing to private connections. Finally, the perceived leader distance of leaders from followers further influences the contradictory perceptions and field-of-work consciousness of leaders and followers and positively influences the degree of flexible leader–follower interaction.

This study examined a single institution; hence, results may have been influenced by school-specific features and conditions. Future research should study more organizations to explore whether their unique characteristics and contexts could affect leader–follower interactions, thus providing more generalized and universally applicable conclusions.

First, this study proposed a leader–follower flexible interaction model in school cases and the concepts of field-of-work consciousness and contradictory perceptions, exploring the active effects of followers in the leadership process to offer guidance toward better understanding the leadership process. Second, it was found that private connections between leaders and followers, as well as hierarchical differences, influenced the perceptions of both leaders and followers concerning leader distance in a Chinese context, and the influence of leader distance on leader–follower interactions was also analyzed.

Drawing on existing theory, a model is developed to illustrate how the interaction between leaders and followers similarity in narcissism and goal congruence may influence subgroup formation in teams, and how this interaction influences team identification and team performance.

The proposed model draws on dominance complementary, similarity attraction, faultline formation and trait activation theories.

Leader–follower similarity in narcissism and goal congruence may stimulate subgroup formation, possibly resulting in conformers, conspirators, outsiders and victims, especially when performance pressure on a team is high. Followers who are low in narcissism and share goals with a leader who is narcissistic are likely to become conformers. Followers who are high in narcissism and share goals with a narcissistic leader are likely to become confederates. Followers who do not share goals with a narcissistic leader will be treated by the leader and other members as outsiders if they are high in narcissism, and victimized if they are low in narcissism. In addition, the emergence of these subgroups leads to reduced team identification and lower team performance.

Higher level managers, coaches and human resource professions can assess and, if necessary, counteract low team identification and performance resulting from the narcissistic personality characteristics of leaders and followers.

The model addresses how and under what conditions narcissistic leaders and followers may influence subgroup formation and team outcomes.