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From well before the mid-19th up to the mid-20th century those scholars who read and commented on The Essential Principles of the Wealth of Nations, including Marx and Seligman, seem to have been unaware of the very name of its author. Since then it has become accepted knowledge (again) that the work was written by one John Gray. Beyond the name, however, biographical details about Gray have remained extremely sparse until the present day. If one were to use a measure of obscurity, something which perhaps is appropriate in a work devoted to ‘neglected economists’, then one may use the fact that neither the Oxford Dictionary of National Biography (old or new editions), nor the Palgrave Dictionary of Economics (any edition), nor any other biographical dictionaries devote an entry to Gray. The modern authors who discuss his economic writings contend themselves with the statement that ‘little biographical information is available about Gray’ (Delmas & Demals, 1995, p. 119, n. 5).¹ This is unfortunate because at least some knowledge about the personal background and career of an author is often useful in arriving at a better understanding of his or her ideas. This, as will become clear shortly, is the case too for John Gray.

The purpose of this paper is to describe the structure and impact of a Queensland Research Support Network (RSN) in emergency medicine (EM).

This paper presents a descriptive summary of EM networks, network evaluations and the structure and development of the Emergency Medicine Foundation’s (EMF) RSN in Queensland, including an observational pre- and post-study of research metrics.

In two years, the RSN supported 33 Queensland emergency departments (EDs), of which 14 developed research strategies. There was an increase in research active clinicians, from 23 in 2015 to 181 in 2017. Collaborator engagement increased from 9 in 2015 to 276 in 2017 as did the number of research presentations, from 6 in 2015 to 61 in 2017. EMF experienced a growth in new researchers, with new investigators submitting approximately 60 per cent of grant applications in 2016 and 2017. EMF also received new applications from a further three HHS (taking EMF-funded research activity from 8 to 11 HHS).

This paper describes changes in KPIs and research metrics, which the authors attribute to the establishment of the RSN. However, it is possible that attribution bias plays a role in the KPI improvements.

This network has actively boosted and expanded EM research capacity and capability in Queensland. It provides services, in the form of on-the-ground managers, to develop novice clinician-researchers, new projects and engage entire EDs. This model may be replicated nationwide but requires funding commitment.

The RSN improves front-line clinician research capacity and capability and increases research activity and collaborations with clear community outcomes. Collaborations were extended to community, primary health networks, non-government organisations, national and international researchers and academic institutions. Evaluating and measuring a network’s benefits are difficult, but it is likely that evaluations will help networks obtain funding.

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

This article outlines the theoretical foundations of the research contributions of this edited collection about “Diversity and Discrimination in Research Organizations.” First, the sociological understanding of the basic concepts of diversity and discrimination is described and the current state of research is introduced. Second, national and organizational contextual conditions and risk factors that shape discrimination experiences and the management of diversity in research teams and organizations are presented. Third, the questions and research approaches of the individual contributions to this edited collection are presented.

It matters who leads. Answering the research question will help to achieve early recognition of revanchist leadership and its harmful effects and help to determine why it emerges and how it works and spreads. This article is to encourage further study of its widening presence and of the remedies.

Through two contemporary case studies, this article seeks a better understanding of “revanchist leadership” and identify its distinct and permanent properties (DNA) and the way it works (modus operandi). Thus, it will simultaneously demonstrate that revanchist leadership is not a uniquely historic but a recurring and contemporary phenomenon. Based on an analysis of both public leadership theory and leadership practice, the authors conceive of leadership as a multi-faceted concept, made of the following four components. First is leadership as a person, i.e. the personal characteristics, traits, style and skills of the individual leader. Second is leadership as the position, i.e. the work of leading people, with a focus on the formal role and responsibilities. Third is leadership as a process, i.e. the work of enabling leadership, with a focus on coordinating, facilitating and directing internal and external parties. And fourth is leadership as embodiment of a common purpose, i.e. the work of leadership serving the greater good, both as an individual and the collective. In addition to this so called “4-P model” (Hopman and van den Berg, 2015; Grint, 2010) of public leadership, it is important that in order to understand leadership, the psychological, political, institutional, historical and geographical contexts determine to a large extent the impact of leadership, but the authors assume that – ultimately – there remains an element of personal choice of options and opportunities available [1]. To answer the research question, the authors follow a case-based approach. The descriptions and analyses of the cases are not only based on literature but also informed by personal experience in diplomatic work in the area's mentioned. It is important to focus not only on the persons of the leaders but also on their followers, as well as the political, institutional and international context. As part of this analysis, (ab)use of institutions and the leading political-historical narratives that underpin revanchist policies are taken into account [2].

The case-based analysis shows a similarity of the two cases, although the two cases developed largely independently, with a time difference of about 20 years and under quite different historic and geographic conditions. This support the research hypothesis that revanchist leadership might be considered a distinct style of political leadership, with specific defining elements, a so called “DNA” and modus operandi of its own that emerges and grows gradually, when enabling historical and mass psychological contexts are present. The presence of such an enabling context might also serve as a warning indicator of risks (the analogy of a recurring political virus is tempting). The work of Kellerman on “bad leadership”, Lipman Blumen on “toxic leadership,” provides a useful conceptual framework to better understand, analyze and recognize revanchist leadership in two empirical cases. In part IV, the authors describe defining elements (a so-called “DNA”) of revanchist leadership and the risk of revanchist leadership to spread like a “political virus”. The authors conclude with the recommendation that revanchist leadership and its defining feature (“DNA”) be further researched, in order to be better able to recognize revanchist leadership at an early stage and to facilitate a structured assessment of the extent, this type of leadership is present today and by implication represent a threat to peace and security of other nations. This is relevant as the current times are characterized by uncertainty, heightened anxiety and increased tensions among nations as well as at times frightened populations, which form a fertile ground for the growth of revanchist leadership, as history teaches us.

The authors conclude with the recommendation that revanchist leadership and its defining feature (“DNA”) be further researched, in order to be better able to recognize revanchist leadership at an early stage and to facilitate a structured assessment of the extent, this type of leadership is present today and by implication represent a threat to peace and security of other nations. As a counterpoint the concept of “Partnership in Leadership” is introduced, as a remedial approach that deserves further attention.

It first demonstrates that this specific type of leadership, although unethical and harmful, can be effective in the short term from the point of view of the revanchist leader's intent, despite high human costs. Second – paradoxical as it may sound – the primary drive of the revanchist leader is not external (the object of the revanche) but internal (the determination to obtain and maintain internal power at all costs). Both factors make this style an attractive option for other public leaders, in a context of increased uncertainty.

Better understanding should help to remedy the threat posed by revanchist leadership to international peace and security. The authors will briefly discuss the – important but incomplete – countermeasures of the international community in the two cases. As a counterpoint the concept of “Partnership in Leadership” is introduced, as a remedial approach that deserves further attention.

It first demonstrates that this specific type of leadership, although unethical and harmful, can be effective in the short term from the point of view of the revanchist leader's intent, despite high human costs. Second – paradoxical as it may sound – the primary drive of the revanchist leader is not external (the object of the revanche) but internal (the determination to obtain and maintain internal power at all costs). Both factors make this style an attractive option for other public leaders, in a context of increased uncertainty. The instrumentalization of uncertainty described in the two cases in this stud, may serve as a warning of the existence of dangers of revanchist leadership today. The uncertainty born out of accelerating globalization, job and income insecurity and destabilizing demographic trends, the challenges of a multicultural society, has incentivized some public leaders in Europe and elsewhere to fan the flames of anxiety to justify autocratic and revanchist leadership styles, ignore agreed international rules and norms and prioritize geopolitical competition over cooperation. They set the sights of the nation on a glorious and powerful past as compass for the future. Several add to that revanchist claims of spheres of influence in neighboring countries. Better understanding should help to remedy the threat posed by revanchist leadership to international peace and security. The authors will briefly discuss the – important but incomplete – countermeasures of the international community in the two cases. As a counterpoint the concept of “Partnership in Leadership” is introduced, as a remedial approach that deserves further attention.

Investigates the differences in protocols between arbitral tribunals and courts, with particular emphasis on US, Greek and English law. Gives examples of each country and its way of using the law in specific circumstances, and shows the variations therein. Sums up that arbitration is much the better way to gok as it avoids delays and expenses, plus the vexation/frustration of normal litigation. Concludes that the US and Greek constitutions and common law tradition in England appear to allow involved parties to choose their own judge, who can thus be an arbitrator. Discusses e‐commerce and speculates on this for the future.

Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of research on emotions in the workplace encompasses a wide variety of affective variables such as emotional climate, emotional labor, emotion regulation, positive and negative affect, empathy, and more recently, specific emotions. Emotions operate in complex ways across multiple levels of analysis (i.e., within-person, between-person, interpersonal, group, and organizational) to exert influence on work behavior and outcomes, but their linkages to human resource management (HRM) policies and practices have not always been explicit or well understood. This chapter offers a review and integration of the bourgeoning research on discrete positive and negative emotions, offering insights about why these emotions are relevant to HRM policies and practices. We review some of the dominant theories that have emerged out of functionalist perspectives on emotions, connecting these to a strategic HRM framework. We then define and describe four discrete positive and negative emotions (fear, pride, guilt, and interest) highlighting how they relate to five HRM practices: (1) selection, (2) training/learning, (3) performance management, (4) incentives/rewards, and (5) employee voice. Following this, we discuss the emotion perception and regulation implications of these and other discrete emotions for leaders and HRM managers. We conclude with some challenges associated with understanding discrete emotions in organizations as well as some opportunities and future directions for improving our appreciation and understanding of the role of discrete emotional experiences in HRM.