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Manfred Kets de Vries, one of the pioneers in the field of global leadership, was interviewed on the topic of global leadership development. He described various intervention techniques he utilizes in his Challenge of Leadership program at INSEAD – a year-long seminar aimed at CEOs – that include exercises, life case studies, 720-degree feedback instrumentation, and the use of the group coaching intervention technique to create a “transitional space” or safe environment where senior executives can be both vulnerable and honest; a place where they can experiment with new ways of dealing with their world. Kets De Vries’s reliance on psychodynamic-systemic concepts, given his background as a psychoanalyst and management professor, was also explored. In addition, he discussed the future of global leadership development and the role business schools can play in producing global leaders.

Global leadership research published in the form of journal articles, scholarly book chapters, and theses and dissertations from 2015 to 2020 are tabulated to ascertain patterns in the field regarding the quantity of publication in the field, type of research being conducted, authorship patterns, type of theory that is utilized, and linkages of research to related phenomena. We compare our findings to previous research and discuss implications for the future evolution of the global leadership field.

In the global world we live in, organizations have become progressively complex. “C” organizations have been replaced by “I” organizations, implying that we have moved from organizations permeated by a command, control, and compartmentalization orientation, to organizations distinguished by cultural signifiers such as interaction, information, and innovation. Effective teamwork will be essential to make these complex, highly diverse, increasingly virtual structures work.

Given the complexity of teamwork, this chapter discusses some of its benefits and drawbacks. Particular attention is given to possible team killers. Given the darker side of teams, a group coaching intervention technique is presented to resolve this daunting challenge. Taking this approach will help the members of a team to take control of their key team functions: setting direction, creating alignment throughout the organization, and building the commitment of everyone needed to accomplish organizational objectives.

To explore this intervention technique, the notion of the clinical paradigm is introduced, meaning using a psychodynamic-systemic lens that focuses not only on what is directly observable, but also on out-of-awareness behavior. The five premises that characterize the paradigm are described. It is suggested that applying the clinical paradigm within group coaching setting helps to tease out the central interpersonal role in which executives consciously and unconsciously cast themselves. It also helps explore the complementary roles they take on in an executive role constellation, creating tipping points for change. In addition, a number of other intervention techniques are introduced that help foster change.

This paper describes the secondment of a health professional to the care management team to assess the efficacy and cost‐effectiveness of out‐of‐borough placements for individuals who present challenging behaviour. Lambeth Partnership agreed that dedicated psychologyl challenging needs time of a practitioner with more than 10 years' experience in the borough would be available to the care management team, creating collaborative working and enhancing the existing service. To assess the quality of services, a questionnaire was developed that covered demographics, types of service provision and intervention package employed (including monitoring and outcome measures), implementation of person centred‐planning (PCP) and the views of the key stakeholders. This paper summarises the findings of five months of assessing the quality of service provision for people with challenging needs placed out of the London Borough of Lambeth.

The results of empirical research on the patient–psychotherapist relationship have led to the fundamental conclusion that the therapeutic alliance is one of the key factors ensuring the positive outcomes of psychotherapy. The main aim of the present study is to determine what variables pertaining to the context of psychotherapy (type of treatment applied in accordance with the psychotherapist’s modality/orientation, type of disorder diagnosed in the patient) differentiated the alliance.

Participants for the main study were recruited from public and private psychotherapy offices across Poland. The working alliance was assessed based on 262 psychotherapist–patient dyads. The sample consisted of 428 participants. To assess the quality of therapeutic alliance, the author used the full version of the Working Alliance Inventory as adapted into Polish.

The results of analyses led to several basic conclusions. The study revealed a differentiating effect of type of psychotherapy on the quality of therapeutic alliance. Alliance quality was not differentiated by the type of disorder diagnosed in patients and treated in the psychotherapeutic process.

The results of analyses presented in this empirical study allowed for exploring the quality of the therapeutic alliance with contextual variables related to the psychotherapeutic process taken into account.

The purpose of this paper is to describe the attempts by one youth homelessness service to implement the conceptual ideas of the psychologically informed environment (PIE) into a practical and beneficial service for very challenging young people who have been homeless, are leaving care or have left custody.

The approach of the paper is descriptive, outlining the thinking behind a PIE with young people and the operationalising of this understanding in the day-to-day practice of the service.

Although homelessness and housing support staff are not therapists, the nature of the work entails a need for understanding and sensitivity, and the activities of the service are designed to create positive opportunities and relationships. Reflective practice, supervision and evaluation are then essential tools in developing a “learning organisation”, where the collective dynamics at an organisational level support the psychological work of the PIE.

The implications for homelessness work that can be drawn from the outcome of this project is to better understand how the PIE linked to the concept of a learning organisation can provide a truly robust framework for providing a service that can evolve harmoniously, tying in disparate funding streams to offer very challenging young people an outstanding service that addresses their homelessness and its underlying causes.

The practical implications shown are the psychological skills that can be developed in housing workers; the limits of those skills and how they are complemented by partnership work with other voluntary sector organisations and mainstream health providers; how the ideas of the learning organisation can naturally underpin the work of the PIE.

The combination of the concept of the learning organisation, reflective practice and the PIE provides a highly original and truly robust framework for providing housing workers with the psychological tools to make a transformative difference in the lives of especially vulnerable young homeless people.

We review academic journal articles, chapters in scholarly books, and dissertations that were published in the global leadership domain in 2018 and compare our findings with those of Mendenhall, Li, and Osland’s (2016) earlier review of the 2010–2014 period. Specifically, we trace and discuss relevant changes over time in the number of authors, nature of employed methodologies, linkages of global leadership to related phenomena, and the prevalence of drawing on other conceptual approaches compared to those previously used to study global leadership. We conclude by discussing implications for advancing (1) an integrated body of global leadership theory, (2) novel forms of empirical research, and (3) collaborative global leadership research.

Two years ago, we published within this journal a scoping article (Turpin et al, 2006) concerning the urgent need to review and enhance the workforce responsible for delivering psychological therapies to people seeking help for common mental health problems in primary care (London School of Economics, 2006). We estimated that the demand for such interventions, the service models that might deliver increased capacity for psychological treatments, the implications for workforce numbers and the impact that this would have on education and training. Much of the thinking that was adopted within the review was based on current development work around the mental health workforce led by the National Workforce Programme sponsored by the National Institute for Mental Health England (NIMHE) on New Ways of Working (NWW).The current paper reflects on the process and the added value that NWW has contributed to what is a radical new venture, which has been described by the lead evaluator of the pilot Improving Access for Psychological Therapies (IAPT) phase, Professor Glenys Parry, as 'the industrialisation of psychological therapies'. More specifically, it reviews the implementation of a national programme designated as IAPT, which was commissioned on the basis of the NWW work, and the evidence accrued from the IAPT national demonstration sites at Doncaster and Newham, together with the efforts of Lord Layard and the New Savoy Partnership.The first year implementation of IAPT is described, together with the lessons learned from the roll out. As the programme has developed, it has become important to ensure that clients also have a choice of evidence‐based interventions. NWW has provided a means to help practitioners come together from a range of therapeutic orientations and professions to contribute to this more diverse workforce. Finally, it is argued that NWW has been instrumental in helping managers and professions alike think more flexibly about service models and provision, and how to develop a new workforce competent to deliver such an innovative service.