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While there has been great attention directed at innovation within organisations in business contexts, there has been less focus on the role of innovation at higher education institutions. A changing and turbulent environment is also placing more pressure on universities and business schools to re-imagine, inspire and design an innovation culture. This empirical case presents the innovation leadership team’s point of view on the effect of innovation leadership when integrating the ISO 56000 series-based innovation management system at the University of Ruse in Bulgaria. Several face-to-face interviews and questionnaires are conducted to uncover gaps in innovation leadership based on a comprehensive literature review and the current state of the innovation management system. These gaps hold potential for improvement of the existing management system which are discussed, and recommendations are formulated in the conclusions section of this chapter. Taking into consideration the specific context in which this case study has evolved can help readers and other innovation leaders adapt the facts, conclusions, and lessons learned for universities and business schools. This chapter presents lessons learned and best practices by the innovation leadership team, as demonstrated in several cases at the University of Ruse ‘Angel Kanchev’, Bulgaria.

As a company that has continuously achieved business innovation, Apple in the United States has successfully applied strategic knowledge creation to produce a series of products that integrate various digital devices as well as diverse contents and applications, such as the iPod, iPhone, and iPad, based on a corporate vision of a digital hub concept. At the same time, the redefining of corporate boundaries that expanded Apple’s business in a horizontal direction from the Macintosh PC business to the delivery of music, smartphones, and tablets is also an indication of the evolution of a corporate vision involving Apple’s strategic transformation. This chapter presents the strategic and creative processes that enabled practitioners, including the late Steve Jobs, to demonstrate “strategic innovation capability” by “holistic leadership” at every level of management at Apple and successfully achieve a business ecosystem strategy through “creative collaboration” across diverse boundaries within and outside the company.

This chapter examines the role and importance of leadership in public management reform through the experience of Hong Kong. It aims to identify the gap between leadership in public organizations and public management reform in both theory and research and to make recommendations on how the gap can be bridged, particularly under the Asian context. It is a major irony that while both leadership and public management reform have a common concern of fostering positive change in public organizations, these two streams of research are separated, incompatible, and even conflicting. While leadership study is influenced by disciplines such as the psychology and emphasizes a multifaceted approach, most public management reforms are based on the New Public Management (NPM) model which is economics-oriented and structure-driven. Through studying the role of leadership in the public management reform in Hong Kong, it is argued the hollowing-out of leadership in reform is often one of the leading causes for the failure to achieve the expected outcomes. This chapter will elaborate its argument in the following sequence. First, it will review the generic literature on leadership to highlight the importance and relevancy of leadership for public organizations. Second, it will point out the leadership crisis in public management reform caused by the dominance of the NPM model. Finally, it will discuss the negative impact of the hollowing-out of leadership on public management reform and how this problem should be tackled.

This chapter examines if women in Higher Education Institutions (HEIs) are constrained in their leadership style and if the organizational culture makes them less valued in senior management teams. It then explores if the 7-S organizational framework has relevance to gender and leadership in HEIs.

The nature of authority within HEIs increases the complexity of leadership within an academic context. Leadership is often vested in a single person, and the positional power of Rectors/Vice-Chancellors (VCs) is based on authority, discipline knowledge, experience, and peer and professional recognition. The literature highlights that HEIs continue to be male dominated and that women are underrepresented in university leadership.

A total of 44 interviews with female and male university senior managers in Australia and Portugal were conducted by the authors and then analyzed using thematic content analysis.

This chapter analyzed the leadership styles of female and male leaders in HEI management teams in Australia and Portugal. It found that both women and men in Australian universities valued transformational leadership skills, whereas the male respondents in Portugal saw traditional management as more effective, even though female respondents considered women demonstrated transformational leadership. It also found that while women’s leadership is recognized in Australian universities, in Portugal men saw women’s leadership as problematic.

The findings suggest that there is more possibility for transformation in the academy if both men and women in HEI leadership value women’s leadership role.

This chapter introduces the specifics of spirituality-centric management practices in service and operation focused industries. Strategic management practices are often challenged by the human factor of businesses. Consequently, businesses often waver with the fulfillment of their strategic goals and face harmful repercussions. Subsequently, strategic leadership plays a crucial role in the advancement of incorporating spirituality in the workplace and cultivating a perception of the spiritual domain at the individual, team, and organizational levels. To succeed, organizations need to overcome the challenges pertaining their members' retainment and wellness. This is because members often act on their emotional, moral, and ethical concerns that are pillared by their spirituality-centric views on colleagues and management. As the overarching term, workplace spirituality has been linked with organizational learning, togetherness, sense of nurturement, and interpersonal fulfillment with tasks and often coincidences with managerial application of strategic approaches. For the synthesis of service focused businesses, authors exemplify studies within tourism and hospitality industries.

This chapter introduces and discusses spirituality in the workplace from the lens of corporate culture. Organizational members represent the core embodiment of businesses, while their performance signifies vitalization of strategic goals that heavily depends on their sense of wellbeing and belonging to their organizations. In that sense, organizations must indulge on positive cycles to comprehend, tune, and affix on members' well-being for sustainable longevity and profitability. For this chapter, strategic management capsulates implementation of premeditated objectives via systematic establishment of agendas and deployment of assets. In the same vein, spirituality is centered around the self-induced nature of organizational member behaviors. Elaboratively, authors provide a condensed corpus of research to identify and touch base with the multidisciplinary nature of spirituality in differentiating business types. Accordingly, select constructs are exemplified within the general and sub-fields of management to characterize the linkages of spirituality spanning across service and production focused industries. Based on their expertise, authors exemplify tourism and hospitality literature for the representation of service-focused businesses and provide mini-review of the housed organizational spirituality literature. As a secondary focus, authors discuss the employee, management, and organizational level similarities of spirituality by largely focusing on organizational member perceptions. Distinctively, this work exemplifies the prolific studies to help distinguish longstanding “belief-centric” devotions from organizational spirituality of exemplified industries. The chapter finishes with suggestions for future studies.

Bearing in mind reviews of the existing corporate management leadership theory, this chapter presents a theoretical framework of holistic leadership for top and middle management as well as the staff for strategically promoting knowledge creation activities in companies in industries with rapidly changing competitive environments. “Holistic leadership” here refers to leadership with characteristics that allow for the coexistence of centralized leadership, distributed leadership, and dialectical leadership and their dynamic application according to circumstances by practitioners at each management level (top management, middle management, and staff) of the three practice layers, that is, the formal organizational layer, the psychological boundary layer, and the informal organizational layer. This new theoretical concept of leadership has been derived a posteriori from existing theory and cumulative fieldwork by the author to date.

This chapter offers a comprehensive review the literature on authentic leadership (AL). The authors employ a bibliometric approach to identify, classify, visualise and synthesise relevant scholarly publications and the work of a core group of interdisciplinary scholars who are key contributors to the research on AL. They review 264 journal articles, adopting a clustering technique to assess the central themes of AL scholarship. They identify five distinct thematic clusters: authenticity in the context of leadership; structure of AL; social perspectives on AL; dynamism of AL; and value perceptions of AL. Velt and Sinkovics assert that these clusters will help scholars of AL to understand the dominant streams in the literature and provide a foundation for future research.