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This issue is a selected bibliography covering the subject of leadership.

We descriptively examined measures of family structure, socioeconomic disadvantage, and exposure to crime, violence, and substance use in young adulthood and childhood for those who experienced maternal incarceration as children.

We used data from waves I and IV of the National Longitudinal Study of Adolescent to Adult Health. We compared these individuals to two groups: those who did not experience maternal incarceration and those who experienced paternal incarceration. We generated weighted means and conducted F-tests using bivariate regressions to determine where these groups significantly differed.

We found that individuals whose mothers were incarcerated during their childhoods experienced greater hardships in both childhood and young adulthood than those whose mothers were not incarcerated. Individuals who experienced maternal incarceration reported similar levels of socioeconomic disadvantage and exposure to crime and violence as those who experienced paternal incarceration. One notable exception was family structure, where maternal incarceration was associated with significantly fewer respondents reporting living with their mother or either biological parent.

With the exception of family structure, the childhood and transition to adulthood were comparable for individuals experiencing any form of parental incarceration. These children were significantly more disadvantaged and exposed to more risk factors than those whose parents were never incarcerated. Additional support and resources are necessary for families who have incarcerated parents, with special outreach made to families without a biological mother in the household.

There has been no overarching, descriptive study comparing child and young adult outcomes of those with an incarcerated mother using a nationally representative, longitudinal dataset in the United States.

The circular economy business models (CEBMs) provide ways for firms operating in the construction industry to move from a linear to a circular approach. Thus, this study aims to explore CEBM research within the construction sector to show the focus area of studies, highlighting new areas that require attention.

This study adopted a bibliometric approach, using the Scopus database as the data source. The keywords used for paper extraction from the database were “circular economy business” OR “circular business” AND “model” OR “models” AND “construction industry” OR “building industry”. The VOSviewer software was then used to prepare a co-occurrence and co-authorship map based on the bibliographic data gathered.

The study’s findings reveal five research clusters in the construction industry. These clusters include circular construction intelligence, modular business modelling, eco-construction, sustainable construction economics and smart energy-efficient buildings. The two most cited scholars had two publications each, while the top journals are the Journal of Cleaner Production and Sustainable Production and Consumption. This study concludes that there is a need for research within the construction sector to focus on CEBMs’ archetypes and frameworks. This will enable a smooth transition from linear to circular business models in the sector.

The information was gathered from a single database, Scopus; hence, using other databases, including Web of Science, Google Scholar and Dimensions, might produce more articles for examination and, consequently, different findings on the subject under investigation.

These findings would assist researchers in considering the areas mentioned, which are yet to receive attention, and, by extension, enhance economic development while maintaining environmental sustainability.

This paper made a significant contribution to the body of knowledge by identifying scholars and platforms that have been instrumental in advancing CEBM research and highlighting new areas that require attention in the construction sector.

Higher-education institutions have an increasing responsibility to foster “global citizenship,” enabling students to recognize injustice and pursue equity. As a first step to creating a larger “hub” for global justice, McMaster University set out to develop an interdisciplinary course on the topic. With high-level institutional support, a cross-campus, interdisciplinary course design team was formed to further investigate effective pedagogy. Inquiry-based learning (IBL) was considered a foundation for other learning strategies within the course because of its evidenced ability to instigate a process of “learning by doing,” requiring students to both self-direct their education and develop their capacities as independent learners. To provide a further evidence base, a student member of the committee also conducted a pan-Ontario study surveying relevant instructors on successful global justice pedagogies. Collectively, these findings were integrated to inform the development of “Global Justice Inquiry,” which is characterized by its small course size, open-inquiry style, and engagement of alumni, community partners, and faculty from across campus. This chapter details the process followed to develop this course, presenting it as a model that might be helpful to others looking to develop interdisciplinary inquiry offerings.

The colors of change is an overview of change paradigms, created about two decades ago, that has been intensively used, tested, refined, shared, and elaborated by practitioners and academics alike. Here, the “color theory” is presented as it is now, and is situated within the literature. Its four main applications are described as well as rules of thumb that have been derived from reflective practice. This chapter illustrates that the color theory is clearly not one thing to all people, as it is understood in very different ways, both in terms of its theoretical foundations as well as the complexity of its applications. This probably adds to the versatility of the theory. Bringing together key insights about the color theory for academics and practitioners, this chapter strives both to give a concise overview and to explore its richness.

Strategic planning is clearly a line function at PepsiCo. In stronger terms, strategy is the essence of our business and the responsibility of each of our division presidents. This is the one responsibility we do not allow them to delegate. They can have strategic planning departments—as long as they realize that they're the strategic planners.