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The purpose of this paper is to integrate impostor syndrome and leadership research to identify antecedents of impostor syndrome, their impact on sustainable leader behaviors. The paper also postulates the moderating effect of mindfulness and leader member exchange on impostor syndrome and sustainable leader behaviors, respectively.

The paper relies on an integrative approach of literature review on impostor syndrome and leadership. After identifying gaps in impostor syndrome research and its intersectionality with the constructs of contextual leadership theory, an integrative conceptual framework was formulated incorporating antecedents, consequences and moderators of impostor syndrome.

Three antecedents of impostor syndrome were identified from the literature, namely, gender, family/social role expectation and personality traits. Additionally, this paper also unearths contextual factors as yet another antecedent to impostor syndrome. Negative impact of impostor syndrome on leader behaviors such as managerial decision-making, innovative work behavior (IWB) and organizational citizenship behavior (OCB) were established by connecting those to the three primary characteristics of impostor syndrome, namely, low self-efficacy, fear of failure and perceived fraudulence, respectively. Finally, the paper also posits the moderating role of leader member exchange and mindfulness and proposes mindfulness training as an effective intervention for impostor syndrome.

This being a conceptual paper will benefit from empirical studies that corroborate theoretical posits. The scope of studying the effect of impostor syndrome on sustainable leader behavior was limited to three major variables, namely, managerial decision-making, IWB and OCB. Thus, it calls for a more elaborate model of impostor syndrome including other relevant leader behaviors.

The model when applied in organizational context addresses the need for mindfulness training to reduce the effect of impostor syndrome among leaders. Leaders will exhibit sustainable behaviors when provided with the right kind of training.

The study attempts to integrate the two independent constructs, impostor syndrome and leadership to establish a novel and meaningful connection and throws light to the unaddressed antecedents, consequences and moderators of its impact on sustainable leader behaviors. From learning and development practitioners’ perspective, it also signifies the effectiveness of mindfulness training among employees’ personal and professional development.

This study aims to examine the role of talent management (TM) in improving organizational sustainability (OS). The study also investigates employees’ sustainable behaviour (SB) in achieving three-dimensional sustainability goals (i.e. economic, social and environmental).

This study focused on medium and large-scale manufacturing firms, whereas the sample size was 196 firms. Data was collected through close-ended questionnaires using the cluster sampling technique. The partial least square-structural equation modelling was used to estimate the modelled relationships.

Results show a significant direct impact of TM on OS. Likewise, the results also show a substantial impact of all three dimensions of TM (acquisition, development and retention) on OS. Results confirm that employees’ SB positively mediates between TM and OS.

The study focuses on the manufacturing sector of Pakistan. The study’s findings imply that TM strategies are an indispensable source of sustainability to attract, develop and retain talented employees in the situation of talent shortage. Moreover, sustainable employees’ behaviour is also depicted as a positive role between TM and OS because sustainable success is not only required the expertize of employees, but it also needs the dedication of employees.

This study enhances the understanding of TM’s role in improving the OS. The findings imply that a firm should consider TM as the apex strategy for elevating the performance. Findings also reveal the need to adopt a comprehensive strategy or system to manage the talent of an organization.

Linking the TM with OS and SB is the novelty of the study.

Foreign construction subsidiaries play an important role in the global construction market. How to establish and maintain long-term sustainable performance has attracted increased attention, but only a few studies have considered this issue. The purpose of this study is to explore the relationship between autonomy and the sustainable performance of subsidiaries and to provide support for their management control modes.

From an institutional logics perspective, empirical research using a questionnaire survey was conducted following the methodological framework of this study. Relevant data were collected from 106 experienced managers of foreign construction subsidiaries, and the hypotheses were tested through a regression model.

The results show that foreign construction subsidiaries have a high degree of operational autonomy, which tends to strengthen their embeddedness in the host country and improve their sustainable performance. However, the role of strategic autonomy is not found to be significant. The moderation results show that the positive impact between operational autonomy and external network embeddedness is strengthened by institutional distance. Institutional distance has no significant moderating impact on the relationship between strategic autonomy and external network embeddedness, respectively.

Geographical limitations may exist as the survey is focused on the Chinese construction foreign subsidiaries. However, based on an institutional logics perspective, this study discusses the management control mode of foreign subsidiaries, which enriches the antecedents of sustainable performance and can provide an in-depth explanation of the effects of the organizational strategies of multinational construction enterprises.

This study provides beneficial information for the sustainable performance of foreign construction subsidiaries. It will provide detailed guidance to managers located in different institutional environments on optimally promoting the sustainable development of subsidiaries.

This study identifies autonomy as an important antecedent, making it one of the first studies investigating autonomy on the sustainable performance of foreign construction subsidiaries. The findings of this study can contribute to the construction subsidiaries' sustainable performance literature and provide novel, comprehensive knowledge for academia and practice.

The purpose of this study is to analyze how supply chain leadership and supply chain followership affect a company's value. Specifically, this will take place through an analysis of transformational leadership and followership behaviors on shared value creation, in order to achieve higher performance and greater alignment of common values.

The study uses a structured questionnaire to gather data from a cross-sectional sample of 456 supply chain partners of the largest Portuguese energy supplier. Structural equation modeling is used to test the proposed hypotheses, and a multigroup analysis is conducted to find out how supplier dependence can impact the suggested relationships.

Findings suggest that supply chain leadership positively impacts supply chain followership, shared value, and common values. Additionally, it was possible to observe that the influence of supply chain leadership and supply chain followership on performance occurs in an indirect way through the mediation of shared value and common values.

The research considers only one company's suppliers. The relationships between variables need to be explored in other practical case studies and longitudinal investigations.

The study provides a better understanding of the impacts and chain of effects between supply chain leadership and supply chain followership on performance, while considering the role of dependence as a moderating variable. The overall results may support the importance of truly sustainable business leadership capable of promoting shared value creation along the entire supply chain.

Through a systematic review of the literature, this study analyzes the empirical literature on the adoption of environmental sustainability strategies in order to identify (i) the main conceptual aspects by which environmental sustainability strategies can be conceived of, (ii) the main determinants of the adoption of such strategies, (iii) the expected impacts on the company’s international performance, as well as (iv) the mechanisms that mediate the effect of environmental sustainability strategies on international performance. This study thereby offers propositions about the relationships between environmental sustainability strategies, their determinants (both in relation to the institutional environment and to the company’s domain), and their performance implications.

The chapter develops a typology of eight different expected employee communication roles based on literature in public relations (PR), corporate communication and related fields. As PR professionals are increasingly taking on a coaching and training role, and communication technology has made employees more visible and approachable, employees more and more take on active roles in the communication with external publics. While PR professionals’ roles are conceptualized fairly well, no framework exists that describes the many communication roles that employees play in contemporary organizations. In the chapter, it is found that employees externally (1) embody, (2) promote, and (3) defend the organization. In addition, employees use communication to (4) scout for information and insights about environmental changes, and (5) build and maintain relationships with stakeholders. Internally, employees use communication to (6) make sense of information, (7) initiate and stimulate innovation, and (8) criticize organizational behaviour and decisions. The typology highlights that employees increasingly fulfil the tactic communication roles as producers and executers of corporate communication as social media have made them more visible and approachable. The communication roles require considerable tactical skills and resources on the part of employees, which they may not always possess sufficiently. PR professionals can play a coaching role in terms of helping employees frame content and communicate in a manner appropriate for the organization, the context and the media. The chapter can help PR professionals and scholars understand the changed role of PR professionals, as well as the changed relationships between organizations and their environment, in the context of dissolving organizational boundaries.

The purpose of this expert commentary is to provide an overview of current scholarship on changes occurring in the work environment and its impact on employee wellbeing. The commentary touches on frontier issues such as measurement of healthy work environment, positive and negative changes in work environment influencing employee wellbeing, link between employee productivity and wellbeing, challenges in converting theory into practice, sustainable organizational behavior, workplace wellness, and several other issues germane to the special issue.

The expert commentary explicates the current state of scholarship in relation to the theme of the special issue. The design of the expert commentary, a scholarly conversation between the Guest Editors and University Distinguished Professor Ellen Ernst Kossek, provides an easy to access summary of the current knowledge in the area. This format is intended to inform readers of IJM and to stimulate further scholarship in the area.

The expert commentary provides a gist of key findings in the extant area of research, serving to inform readers about what we know, do not know, and fruitful areas for further enquiry.

It provides an overview of current knowledge in the area.

Organizations face formidable obstacles to the institutionalization of environmental management programmes. Longitudinal studies show that companies face two major types of barriers to change: industry‐specific barriers, which affect all organizations in a line of business; and organizational barriers, which are not specific to environmental problems, but may impede a company′s capacity to deal with any form of change. Evidence shows that these barriers can be overcome through effective environmental management programmes. Argues that by overcoming these barriers, organizations can move along an environmental performance curve, consisting of phases involving adjustment to regulatory and market realities; adaptation and anticipation of emerging issues; and innovation in achieving economically and environmentally sustainable performance through change programmes involving internal and external elements.

In the contemporary world, where sustainability at higher education is at the forefront, the ever-changing business ecosystem nurtures a new drift towards economic, environmental and social performance. This study aims to measure the impact of green human resource management (GHRM) practices on sustainability in the higher education of a developing country context through a theoretical aspect of Resource-Based View (RBV).

This study adopted a quantitative approach to propose and test a model based on predictors of sustainability. The survey approach received 190 responses from employees (faculty and non-faculty members) working as a full-time in the 40 higher education institutions (HEIs) of Pakistan. The structural and measurement model was calculated using SmartPLS.

The results show that “green training and development” (GTD) and “top management commitment towards greening workforce (TMCGW)” have a positive relationship with sustainability while green recruitment and selection (GRS) was not supported by sustainability. The mediating effect of TMCGW plays a crucial role between GTD and sustainability. Also, this study contributes through the moderating interaction effect of Gender between GTD and sustainability. Overall the GHRM practices promote employee green behavior and sustainability.

The proposed research model in the current study is a substantial gap in the literature and exploring this connection requires new theoretical frameworks. To bridge this literature gap, this study examined the role of GHRM on sustainability at micro-level (employee perspective) through a theoretical aspect of RBV in the developing country higher education context of Pakistan. Importantly, this study enhances the understanding of the emerging global wave of green mobility and highlights the impact of GHRM practices on sustainability through perception of academic professionals.

The purpose of this paper is to present an interview with Professor Michael Beer of Harvard Business School, whose recent book is Higher Ambition: How Great Leaders Create Economic and Social Value, to learn what methods these leaders use.

The paper discusses his book, in whihc Beer and his co‐authors studied 36 corporate leaders who are recognized for inspiring their firms to create superior and lasting economic and social value. Beer calls this “higher ambition” management and says it is the key to transforming companies into high commitment, high performance organizations.

Beer and his co‐authors found evidence that creating social value unlocks the dormant creative energies that exist in all employees. Creating both social and economic value directly reinforces the primary motivators of people, purpose, autonomy and mastery.

The authors did not systematically investigate leaders and companies who did not fit the higher ambition (HA) definition. Thus it is impossible to conclude definitively that the HA practices described in the book are distinctive – that they do not also exist in companies that do not fit the HA definition. The authors did, however, use their consulting experience with many companies over many years and interviews with a few CEOs who were not HA leaders to contrast HA leadership practices with “common” and “best practice.”

Beer's advice for rising executives aspiring to become higher‐ambition leaders: find your anchor, choose your teachers and company, learn from experience, and engage in honest conversations.

Beer explains why a leader's higher ambition is essential to creating a resilient and sustainable enterprise and how top CEOs do it.