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Numerous Chinese management studies have demonstrated significant differences between Chinese and Western management. This exploratory paper investigates the impact of Chinese culture and Western traditions on China's contemporary school leaders' views of leadership and management, particularly in the areas of relationship building, delegation, and promotion. Data were drawn from questionnaires completed by school leaders and individual interviews with principals from different parts of China. The findings indicate that the differences between Chinese and Western management practices in Chinese schools are not static and should not be over-stressed. To different extents, the respondent school leaders of China were affected by both Chinese and Western values and practices in school leadership and management. Specifically, they were more influenced by Chinese culture in the areas of school management and organization and by Western values and practices in the areas of relationship building, staff performance, and promotion. Their leadership and management preferences were also influenced by other factors, including gender, domestic politics, and development.

The purpose of this paper is to analyse the leadership tendencies of Japanese people and relevant changes over time while exploring their task and relationship orientations on the basis of culture.

In order to explore the behavioural tendencies of working adults in the Japanese workplace, the paper focused on comparing the leadership orientations of 231 respondents on the basis of age, gender and public/private sector work experience. To deepen the understanding of Japanese leadership orientation, the authors precisely examine Japanese culture, organisation and management practices.

Japanese respondents have a significantly higher score on the relationship orientation. Their task score is also in the moderately high range. Japanese males were found to be more task‐oriented. No differences were found based on public/private sector work experience. However, older Japanese have a significantly higher focus on task orientation compared to their younger colleagues.

One of the limitations is the small number of responses. One specific limitation is the fact that this study was conducted with a convenient sample population. Future studies can compare specific populations in different parts of the country with similar working backgrounds and demographic variables.

The findings that Japanese employees are more focused on their relationship but that they also have a moderately high task orientation score are useful for managers and expatriates working in Japan to understand the behavioural tendencies of Japanese people and the relevant changes over time.

Japan is a high‐context culture; therefore Japanese people are traditionally regarded to be relationship‐oriented, and this was confirmed academically in the findings of this research. However, the paper showed that the Japanese also have a moderately high task orientation.

Effectively handling knowledge is crucial for any organization to survive and prosper in the turbulent environments of the modern era. Leadership is a central element for knowledge creation, acquisition, utilization and integration processes. Based on these considerations, this study aims to offer an overview of the evolution of the literature regarding the knowledge management-leadership relationship published over the past 20 years.

A bibliometric analysis coupled with a systematic literature review were performed over a data set of 488 peer-reviewed articles published from 1990 to 2018.

The authors discovered the existence of four well-polarized clusters with the following thematic focusses: human and relational aspects, systematic and performance aspects, contextual and contingent aspects and cultural and learning aspects. The authors then investigated each thematic cluster by reviewing the most relevant contributions within them.

Based on the bibliometric analysis and the systematic literature review, the authors developed an interpretative framework aimed at uncovering several promising and little explored research areas, thus suggesting an agenda for future knowledge management-leadership research. Some steps of the paper selection process may have been biased by the interpretation of the researcher. The authors addressed this concern by performing a multiple human subject reading process whose reliability was confirmed by a Krippendorf’s alpha coefficient value >0.80.

To the best knowledge, this is the first study to map, systematize and discuss the literature concerned to the topic of the knowledge management-leadership relationship.

The purpose of this paper is to discuss critical perspectives on what has become a dominant approach to public sector management and leadership in England and sets out a new conceptual perspective on leadership to improve this situation, namely a relational one.

A review of key literature on the topics discussed.

A new relational perspective on leadership and management is proposed, along with epistemological, ethical and practical considerations.

The paper proposes this new approach to leadership and management in the public sector, but no empirical findings are discussed.

The perspective proposes that an explicit consideration of relationships and contextual factors should lie at the heart of leadership and management and all its practice.

This is the first time that a relational perspective on public sector management and leadership has been explicated.

The purpose of this study is to explore the extent to which working in a management team in which leadership functions are shared impacts the role clarity, job overload, stress and job satisfaction of team members. It also aims to explore the moderating influence of organizational encouragement for team work.

The study uses data obtained from 200 top management team members working in Christian church organizations in the USA. Structural equation modeling was used to examine the relationship of shared leadership with the role conflict, role ambiguity, job stress, and job satisfaction of the management team members. These relationships were also evaluated for team members in organizations with both higher and lower levels of encouragement for team work.

A model in which role conflict and ambiguity mediate the relationship between shared leadership and job stress and job satisfaction provides the best fit with the data. Shared leadership within a management team was negatively related to team member role overload, role conflict, role ambiguity and job stress. Shared team leadership was positively related to job satisfaction of team members. The relationship of shared leadership with team member job outcomes is stronger in organizations with lower levels of encouragement for teamwork.

A practical implication of these results for leaders of management teams is that sharing some leadership roles and responsibilities within their teams with other members may have positive effects for the effectiveness of the team as well as the satisfaction of the team members. The generalizability of the results may be limited by the team size studied and the tendency of church pastors to be pre‐disposed to helping their management team members.

This is one of the few studies that have examined the effects of shared leadership within management teams on team members. Although shared leadership within teams may increase job demands on members and require team members to take on new roles, it seems to have positive effects on team member perceptions of their jobs. In addition, the extent to which an organization encourages teamwork makes a difference in the relationship of shared leadership with team member jobs.

The purpose of this paper is to review and critique three conventional assumptions about leadership and put forward an alternative framing, with leadership presented as a distinct form of intervention in particular moments to management. The paper also presents a structure for supporting leadership action by individuals and groups as an alternate to management action, which is seen as the dominant form.

Reflects an elaboration and distillation of concepts developed by the author since an earlier paper on essentially the same topic, drawing on his 20-plus years’ experience as a leadership developer.

Although not an empirical account, the paper seeks to demonstrate how, when conventional but infrequently challenged assumptions about leadership are “peeled back”, a new way of understanding leadership, especially in connection with management, is revealed.

Suggestions are offered as to how the concepts and tools presented here could be evaluated, including in comparison with established leadership frameworks.

Outlines three practices for supporting leadership action in public sector organisations. These practices are working from observation, attributing reasonableness (allowing that others are reasonable) and speaking with authenticity. Collectively, these are known as the OBREAU Tripod (with “OBREAU” comprised of the first two letters in each of the pivotal words, observation, reasonableness and authenticity).

Conceiving of leadership as a different form of in-the-moment action to management in a public sector context is a distinctive contribution to the literature.

Given the critical role of green innovation (GI) in the manufacturing sector, this study builds a moderated mediation model to evaluate the influence of leadership and management support on GI, the mediating function of green knowledge acquisition, and the moderating role of green absorptive ability.

The study employed a quantitative research approach with hierarchical regression analysis to assess the proposed relationships among the constructs on a sample of 371 executives from 117 large-sized manufacturing firms in Pakistan.

The research findings demonstrate that leadership and management support significantly affects both radical and incremental GI, with incremental green innovation being more positively affected than radical green innovation. Green knowledge acquisition partially mediates between leadership and management support, radical and incremental green innovation. Green knowledge acquisition moderates the association between leadership and management support and green knowledge acquisition and the link between leadership and management support and incremental GI. The findings also demonstrate that green knowledge acquisition's mediating effect on leadership and management support, and GI is more pronounced when green absorptive capacity is high.

This research is based on cross-sectional data gathered from manufacturing companies. Future studies should consider this differentiation between the enterprises since there are various sectors within the general manufacturing sector whose environmental effect is more or less polluting. This research focused exclusively on two aspects of GI (radical and incremental GI). It is feasible that additional GI constituents (i.e., product, process, and management GI) can significantly boost businesses' competitive advantage. This study recommends additional study into the potential moderating impacts of technological and market turbulence to better understand the relationship between these concepts since it is evident that internal and external factors influence GI.

The study provides useful insights and an innovative way for manufacturing firms and authorities to prevent environmental deterioration and achieve sustainable green innovation through leadership and management support and green intangible resources.

This research concentrating on green environmental concerns and using RBV theory attempts to fill research gaps and sheds light on how leadership and management support promote both radical and incremental green innovation via the mediating and moderating roles of green knowledge acquisition and green absorptive capacity.

This study aims to examine the impact of transformational leadership on leadership effectiveness and the mediating effect of emotional skills in this relationship.

The study used quantitative methodology, collecting data from 350 respondents from the Lebanese context. The data were analysed using AMOS for structural equation modelling.

Results indicated that transformational leadership positively impacts leadership effectiveness, and this relationship is partially mediated by emotional skills. Specifically, adaptability, assertiveness and relationship management partially mediate the relationship of transformational leadership to leadership effectiveness. The findings suggest that leaders who possess emotional skills, especially those related to adaptability, assertiveness and relationship management, can be more effective in their roles by inspiring and motivating their followers through transformational leadership.

The study relies on self-reported data, which can introduce potential biases such as social desirability bias and subjectivity. The study uses a cross-sectional design, which hinders establishing causal relationships or examining changes over time.

This study highlights the significance of transformational leadership on leadership effectiveness and its potential benefits on emotional skills as a mediator in this relationship.

The research is unique and provides potential contribution to the Lebanese context.

The purpose of this paper is to explore the relationship of organizational culture, leadership and crisis management through exploration of these three constructs with respect to crisis management.

In this paper, a conceptual framework has been proposed that is based on the literature findings of organizational culture, leadership and crisis management. Two types of cultural elements are used; internal versus external focus and low versus high flexibility. Organizational crisis management process is explained through the five-stage life cycle, including signal detection, prevention, damage containment, recovery and learning. Four types of leadership are included; directive, transactional, cognitive and transformational that are critical during crisis management. Five research propositions have been proposed for each stage of crisis management.

Five research propositions have been proposed based on the stages of crisis management.

The conceptual framework needs to be tested for validity. More research is needed on how changing demographics and technology affect these constructs. Organizations need to develop through reflective practices that focus on leadership competencies and crisis-prone culture to tackle any crisis event.

Organizations need to develop leadership competencies and crisis-prone culture. Organizations needs to be reflective on their practices.

The proposed conceptual framework is an expanded version of the crisis response leadership matrix (CRLM) model of Bowers et al. (2017). In this paper, an unique concept is presented by aligning leadership, culture and crisis management with respect to each stage of crisis management and types of crisis.

The concepts associated with leadership and management have often been conflated, considered one and the same phenomenon by some and then considered by others to be quite distinctive. The same ambiguity is even truer at the level of application and practicality. Only a handful of studies have attempted empirically to differentiate between the two concepts. The study sought to develop an instrument to discriminate between the two concepts.

A prospective study was conducted with two groups of scholars in the areas of leadership and management. They completed the exploratory Leadership/Management Concept Scale (LMCS), the Leadership Practices Inventory (LPI) and provided demographic information. The results from the Initial group were compared with a validation group. Standard statistical techniques were used to analyze the two groups and investigate associations among the study measures.

The LMCS effectively differentiated actions associated with leadership from actions associated with management actions. There were four distinct choices consistently selected as most consistent with leadership: influencing, coaching, modeling and ensuring resilience. No significant correlations were found between scores on the LMCS and the LPI, providing evidence that the former was capturing actions other than those associated with leadership alone.

It is empirically possible to differentiate between the actions typically associated with the concepts of leadership and management. This distinction can be invaluable in various educational programs designed to develop either or both leadership and management abilities, as well as assist in the identification of those with proclivities to one or other of the two concepts. The LMCS shows promise in reliably differentiating between the two concepts and can be useful for scholars aiming to investigate leadership or management without confounding the two.

There are numerous positions and organizational roles where leadership and management are differentiated, with one being much more needed than the other. The LMCS can differentiate empirically how potential candidates for leadership and/or management positions think about the two, which would allow a would-be employer to screen candidates for given opportunities and, depending on their conceptualization of leadership and management, assign them most appropriately.

This study fills a fundamental gap in both the leadership and management field: first in being able to provide evidence that the two concepts, while similar in some regards, are not the same and can be differentiated from each other and second, in developing an instrument (LMCS) that both practitioners and scholars can use to help their audiences better understand the differences between leadership and management and to develop actions appropriate to situational demands.