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This paper aims to examine the relationship between behaviors associated with transformational leadership (TL) and the sub-processes of organizational learning (OL) and to explain these relationships based on the ability-motivation-opportunity (AMO) framework.

Questionnaires assessing leadership behaviors and unit learning processes were filled in by 520 employees from 30 units within 9 organizations.

Each sub-process of OL was found to be related to different leadership behaviors. For example, distribution was related to TL components directed toward developing followers’ ability (i.e. vision and intellectual stimulation) and created the opportunity to share knowledge (i.e. supportive leadership). On the other hand, the TL components found to be related to interpretation were those that enhance followers’ motivation to work well in a group (i.e. inspirational communication and personal recognition).

Showing that specific TL behaviors are related to different OL sub-processes emphasizes the importance of each OL sub-process as a distinct outcome. In addition, this study begins to address the possible mechanisms that may explain why specific factors enhance some OL sub-processes, but not others.

The study’s findings will assist managers and HR practitioners in recognizing which leadership behaviors are to be enhanced to help address particular sub-processes of OL that need improvement.

This paper is the first to examine the fine-tuned relationships between TL and OL and thus adds another explanation regarding why organizations differ in their learning processes and in their eventual outcomes, such as performance and innovation.

With the change in global and local markets and the emergence of new types of careers such as protean careers (which are values‐driven), individual values (i.e. citizenship behaviors, altruistic standards, and helping activities) seem to have a growing effect on decisions people make about significant choices in their lives such as the choice of a career. The authors apply a theory of protean career and citizenship/altruistic behavior to study career choices and career development amongst an international sample of MBA and MPA students. It is expected that values may lead to career choices in early stages of vocational search, but career choices and development may also affect one's values during the training process, especially during educational and professional schooling. This paper aims to focus on the issues surrounding career choice.

The study focuses on the first stage of the process of career choice at the beginning of MBA/MPA studies. A quantitative research design was applied by using a survey instrument that draws on a cross‐national study.

A positive relationship is found between good citizenship of altruistic behavior and protean career. This relationship is solid and generic beyond the effect of gender, age, or culture/national setting.

The findings point to some meaningful relationships amongst the studied variables and emphasize the need to direct MBA/MPA students to a value‐oriented educational program in their fields of expertise. The paper ends with a discussion of the theoretical and practical implications for future studies in career development.

The purpose of this paper is to introduce the papers in this special issue and some issues surrounding choosing management as a career. A jointly developed questionnaire is also presented.

The paper is descriptive in nature.

It is crucial for researchers and practitioners to expand their perspectives to include other cultures and other theoretical perspectives beyond those offered by traditional vocational choice theories.

Understanding the antecedents, correlates and consequences of people's vocational choice to become managers will not only help researchers and practitioners and benefit managers, but will improve the understanding of career choice in general.