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From the perspective of role identity theory, the purpose of this paper is to explain how an artistic creative entrepreneur has set up and operates a business that incorporates a component of social responsibility into the business model.

An explanatory case study approach was followed in analysing the case of Alenka Repic, the founder and creative director of the company Kaaita, which operates from Slovenia. Data were collected through documentation and interviews and content analysis was used to analyse the data.

Kaaita has adopted an innovative and socially responsible business model as an artistic creative enterprise. The case study firstly introduces Kaaita and its innovative business model. Thereafter, it describes and discusses the defining roles of Alenka Repic as an entrepreneur and how these roles have shaped what Kaaita does and how it operates.

This explanatory case study has presented the unique case of an artistic creative social entrepreneur, and the innovative business model that has been adopted. However, because only one case has been presented here, it is recommended that additional case studies be conducted. It is also recommended that additional research be conducted in the area of sustainable business model innovation.

The case illustrates how a more deliberate consideration of their role identity could assist entrepreneurs in aligning their personal values and beliefs with how they create, operate and develop their enterprise. It also serves as a reminder to both scholars and aspiring entrepreneurs that the essence of entrepreneurship is to have the passion and courage to be innovative and disruptive and that educators should focus on cultivating skills that are related to identifying and exploiting opportunities for innovative disruption.

The study draws on role identity theory to gain insight into the roles that are exercised in developing an innovative business model that combines diverse types of entrepreneurship.

It is argued that while service requirements are pervasive in organisational contexts, when leading their followers, service has not typically been expected of leaders. The purpose of this paper is to propose how the service of followers should be constructed as a competency of leaders.

This is a conceptual paper, which evaluates and builds theory in the form of a framework of service as a leadership competency. This framework is based upon the application of social exchange and leadership-member exchange theories and the use of scholarly sources.

The paper defines service as a leadership competency and proposes that it has at least five requisite and interconnected attributes, namely, individualised consideration, compassion, a motivation to serve, humility and integrative thinking to resolve competing stakeholder interests for the greater good. It further argues that when leaders exercise this competency and its associated attributes, it creates social relations with followers, rather than economic ones.

This conceptual paper contains no empirical data.

The paper develops service as a leadership competency and proposes that social dyadic relations between leader and follower may be advanced through its development.

The paper proposes five attributes which would differentiate service as a competency from other leader competencies. It also provides an explanation of the process through which competencies can realise relational outcomes.

The purpose of this paper is to develop a clear answer to the question “how is leadership developed?” This research utilized the knowledge of leadership development experts and their collective expertise to identify the critical elements required for a high-quality leadership development program.

The Lockean Inquiring System approach to the Delphi technique was used to solicit the views of experts in leadership and leadership development from around the world. Experts for Round 1 of the Delphi were drawn from a random sampling of 100 people, comprising leadership researchers, coaches, and organizational leaders, not personally known to the lead researcher of this project, but in his LinkedIn network. A response rate of 13 percent (n=13) yielded a rich range of qualitative data. Responses from the first round of the Delphi were analyzed using open coding and categorized into four themes, representing four sets of competencies required of leaders.

The four themes were labeled as contextual, human capital, social capital, and structural capital, all of which were seen by participants as being central to the development of collective leadership. Based on these themes, this paper identifies a useful list of key leadership development tactics from which those wishing to develop a leadership program can work.

As the first round of a Delphi study, the authors are limited to presenting only the key elementary empirical judgments. Subsequent study with an expanded sample size and a refined set of questions rooted in the current data will contribute further to the development of factual propositions related to leadership development for the twenty-first century. The Delphi survey is a “snapshot” approach and presents a holographic-type image of the complex whole. The authors plan to triangulate the data by significantly expanding the pool of Delphi experts and conducting the Round 1 survey a second time with a larger international group of respondents that fit the criteria of expert.

This paper presents four dimensions of an effective leadership development strategy.

Core elements of the best methods for leadership development have been identified by leadership development experts, which serve as a basis for developing leadership as a collective, and for further research.

THE Reference Department of Paisley Central Library today occupies the room which was the original Public Library built in 1870 and opened to the public in April 1871. Since that date two extensions to the building have taken place. The first, in 1882, provided a separate room for both Reference and Lending libraries; the second, opened in 1938, provided a new Children's Department. Together with the original cost of the building, these extensions were entirely financed by Sir Peter Coats, James Coats of Auchendrane and Daniel Coats respectively. The people of Paisley indeed owe much to this one family, whose generosity was great. They not only provided the capital required but continued to donate many useful and often extremely valuable works of reference over the many years that followed. In 1975 Paisley Library was incorporated in the new Renfrew District library service.

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.