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This study explores the different survival strategies employed by family-owned small and medium-sized businesses in Nigeria. The study delves into the dynamics of ensuring business continuity from founders to successors and identifies the success factors that can facilitate seamless leadership transition outcomes.

This study utilised a qualitative multiple-case study approach, with the population consisting of founders from three medium-sized family businesses in Nigeria. Semi-structured interviews were the primary data collection tool used in the study. Furthermore, company documents were analysed to gain further insights into the leadership transition strategies employed in the selected businesses.

Successful transition and survival of family businesses are dependent on the founder's desire and support for transition, successor preparation, building trust and credibility in successors, and instilling a clear vision for the business.

The study's findings will provide valuable insights to leaders of family-owned SMEs, specifically in the development of effective leadership transition action plans. It should be noted that the study is limited to three family-owned businesses in two locations in Nigeria, which may restrict the generalisability of the findings. Despite this, the study offers novel contributions to the current literature by presenting practical strategies for achieving the survival of family businesses in an emerging economy.

This study proposed strategies for business survival, continuity, sustainability and seamless leadership transition for small and medium-sized family-owned businesses. Importantly, the study recommends action plans for present and prospective family business leaders to deepen succession pathways.

The purpose of this study is to investigate how physical therapists make meaning of their professional role identity when transitioning from clinician to leadership positions. Despite the importance of professional role identity in the transition from health-care provider to health-care leader, research on this topic in physical therapy remains almost nonexistent.

A qualitative, phenomenological research approach was used in this study. Data was collected through a three-part, semistructured interview process. An open coding to focused coding process was used to analyze data and develop themes which answered the research question.

Physical therapists in this study engaged in identity work, making meaning of their professional role identity by referencing a professional role identity focused on more than clinical skills, accepting the role of discomfort, focusing on relationships, exercising agency over the construction of their leader identity, recognizing consistency between clinical and leader roles and establishing a professional role identity informed but no longer bound by their physical therapist identity.

To the best of the author’s knowledge, this study is the first to investigate how physical therapists make meaning of their professional role identity when transitioning into leadership positions. The findings of this study highlight uniquities in the physical therapy professional role identity and the manner in which physical therapists navigate this work role transition.

Within accounts of and frameworks for organisational leadership, especially in the public sector, there is continuing enthusiasm for the distinction between transformational and transactional models, where the latter is typically compared unfavourably with the former. This paper reports on a review of the literature on organisation transition (that is mergers and acquisitions), which found this distinction helpful in ordering the material considered. Unexpectedly, the review found that more of the advice contained within the papers examined focused on interventions that could be broadly categorised as transactional rather than transformational. This seems an important finding in a context where the distinction continues to have salience and when transformational characteristics are often seen as being essential to leadership and transactional attributes are perceived as merely being suggestive of management.

The implementation of sustainability-related policies at universities has been marked by a greater sense of urgency in recent years. Despite this emerging trend, it is still unclear which leadership processes, at which levels and which theoretical concepts encourage sustainable transitions within universities.

This study aims to offer a systematic literature review of the existing literature on sustainability-related leadership processes, levels and theories that encourage the transformation of universities, aimed at providing guidance on this topic; uncovering gaps in the literature; and finding new paths for future research.

Leadership processes in the context of sustainability-related transitions have been approached in a rather fragmented way in the literature, and the scientific field would benefit from more in-depth and longitudinal studies. In total, this study identifies 95 processes that are related to 17 aspects of universities’ transitions.

The various leadership levels are involved in transition processes at different stages. The theories of distributed and sustainability leadership seem to be the most frequently used theories in the literature.

Structuring and defining leadership processes, levels and theories can lead to a better understanding of the dynamics of the transition process and, in a broader sense, of the process of sustainability integration in higher education. A better knowledge of how such a transition develops could contribute to the enhancement of existing sustainable development strategy and policy.

By focusing on an underresearched topic through a theoretical perspective of leadership theories, this study contributes to literature pertaining to leadership levels and processes involved in sustainability transitions of universities.

The Snyder Leadership Legacy Fellows is a year-long program for undergraduate students entering into their final year at Kansas State University. Students are selected from across the university each spring to deepen their knowledge of leadership, connect with mentors to explore the transition from student to professional life, elevate their passion for service, and experience real-world opportunities to exercise leadership skills. Snyder Fellows experience personal and professional development rooted in Hall of Fame Football Coach Bill Snyder’s 16 Goals for Success. The ultimate goal of the program is to develop change agents on campus, in the community, throughout the state and beyond. An important component of the program is providing the students with leadership coaches that meet with the students once a month, focusing on transitioning to career or graduate school and leadership challenges students are facing. Over time the structure of the coaching has changed and lessons have been learned. This work examines how coaching can benefit students and lessons learned from coaching as part of a co-curricular student leadership program.

This paper aims to test the pipeline model of leadership development by investigating how the competency profile change across position levels.

The skill and importance ratings in leadership competencies were compared between four position levels. The data were from an archive 360 degree feedback (n=770). Six SMEs were also employed to rate the importance of the competencies.

The study found that the difference between two positions in terms of the relative importance of the competencies increases as the organizational hierarchical distance between the two positions increases. Comparing the skill ratings yielded similar results. Further, the correlation between the skill and importance ratings for the same position level was higher than correlations of the two types of ratings for different position levels.

The study discusses the implications of the research findings in the context of leadership development and succession management.

One of the essential tasks in a succession system is to clearly define critical leadership skills at different levels of management. By defining the leadership pipeline, companies will be able to get their best people the right developmental experiences to help them transition from one position level to another.

The paper provides empirical support for the pipeline model of leadership skill requirement across the organizational hierarchy.

Government imperatives that drive integrated care are challenging corporate executive leadership. Conspicuous by its absence in both government's imperatives and the literature, is any reference to corporate executive leadership in transitioning a hierarchically oriented health system to a laterally integrated health system referred to, in this paper, as an integrated health system. This lack of reference to executive leadership involvement conveys either significant consequences or opportunities for corporate healthcare executives. The purpose of this qualitative, multi-case study is to explore corporate executive leadership in transitioning a hierarchically oriented health system to an integrated health system.

Between December 2017 and February 2018, a qualitative methodology and multi-case study design facilitated one hour telephone interviews with 11 presidents and four senior vice presidents. Critical case sampling was used to select the study sample from a target population of 246 corporate healthcare executives representing Ontario's major acute healthcare organizations/systems.

Corporate healthcare executives possess the requisite skills and knowledge to transition a hierarchically oriented to a laterally integrated the health system but are constrained by an undefined partnership role with government and fear of government changes.

This paper provides corporate executive leaders with a systematic leadership approach to organizational readiness, in transitioning to an integrated health system. Features and outcomes of the approach are illustrated.

Through a life-narrative perspective, this research seeks to reveal the underlying mechanisms driving and sustaining outstanding leadership among top Chinese business leaders in a transitioning environment.

The authors extracted primary thematic patterns of leadership activities by analyzing the qualitative data collected from in-depth semistructured interviews with 17 top business leaders in China.

Results revealed four major activities through which leaders can effectively lead their organizations toward a long-term growth, that is, balancing relationship with government, leveraging market uncertainties, reinventing and consolidating the organization and self-regulation and adaptation.

The findings explain how outstanding leadership can emerge in a typical transition economy through multidexterity in critical leadership activities and shed light on developing a contextually relevant theory of outstanding leadership.

This paper aims to focus on the relationship between female leadership and the environmental, social and governance (ESG) performance of firms. Specifically, the study examines if firms with women as chief executive officers (CEOs) and/or board chairpersons have higher environmental and social scores.

The study uses data on publicly listed Nordic firms in a panel regression approach to establish the relationship between female leadership and the environmental and social performance of firms.

The result of this study shows that women have a leadership characteristic that increases the weighted average of environmental (E) and social (S) performance of a firm. In particular, pillar score results indicate a positive relationship between female CEOs and the social scores of a firm but no relationship between a female board chairperson and the environmental or social scores of a firm. This implies that gender-based differences affect the CEO’s success, especially in a firm’s social performance. Further analyses show a more significant impact on the E and S performance when a woman replaces a man as CEO of a firm.

While prior research has explored various aspects of gender diversity in corporate leadership and its potential impact, the focus on the Nordic context in this study provides a unique perspective, given the region’s distinct business environment and societal factors. In addition, by examining the collective influence of female leaders and both female CEOs and board chairpersons separately, this study provides a nuanced understanding of how different leadership roles may impact a firm’s ESG performance.