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Work and societal values were examined through a 72‐item survey for a sample of nearly six hundred managers, business owners, and professionals in Turkey. Factor analyses revealed eleven work value dimensions and eleven societal value dimensions. A second order factor analysis revealed nine meta‐dimensions among which indigenous concepts of cynical fatalism and under‐ambitious work deserve further attention. Findings also validate comparatively well‐established notions such as paternalism and trust.

A growing body of research with contributions from different parts of the world documents accounts and analyses of negative behaviors by persons in leadership positions. Researchers today are acknowledging and paying increasing attention to the consequences of leadership that is characterized as being destructive. The chapter outlines organizational outcomes of destructive leadership and aims to emphasize the person–situation interaction in explaining these organizational phenomena. Both the direct outcomes that result from poor decision-making and the indirect effects that emerge as a consequence of the destructive leader's negative impact on the followers are discussed.

The purpose of this paper is to consider the transformation experience of contemporary Turkey, and to provide an introduction to the special issue and a review of the papers in the JMD special issue.

The paper portrays changes in Turkish business and management practices in recent years.

The paper argues that given the dynamic nature of Turkish economy, change is not an option but a required path for transformation and survival. Turbulence and anxieties, sometimes inevitably, distract or at best re‐orient the speed of change and transition.

The paper stimulates further work by management scholars to develop new perspectives and research agenda that will advance knowledge of the business and management practices in emerging countries.