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Many authors have called for a more humane and effective type of leadership. This article seeks to propose a research program on the content and process of integral leadership. This type of leadership has been exemplified by leaders known for their ethical and spiritual maturity, such as Nelson Mandela, the Dalai Lama, Mother Teresa, Eleanor Roosevelt, Martin Luther King, Mohandas Gandhi and Rachel Carson, among others, and by many men and women who have not achieved fame.

As this research requires a multi‐disciplinary, multi‐level and developmental approach, Ken Wilber's integral model is described and used as a frame for the research program, going beyond the limitations of current leadership inquiry.

After having presented both the critics offered on leadership research and the tenets of the integral model, the article proposes a research program articulated by the analysis of individual cases of this leadership pattern and the collective analysis of these cases. Further, it adopts a micro, meso and macro perspective through the use of three methodologies: interpretative biography, institutional analysis and historical inquiry.

This research program contributes to a developmental theory of leadership. Researchers will find in this paper an innovative and sounded research program which can generate results on both the practice and development of a type of leadership we badly need.

The purpose of this paper is to analyse the Fukushima nuclear disaster (FND) that occurred 11 March 2011 through the lens of the systemic and complexity theory. This analysis allows the proposition of some guidelines for the development of a more preventive and ethical approach in crisis management, including changes in human resource management and training.

Thanks to a layered analysis of the complex system that represents the FND and an actor/stake approach, this paper sheds light on the many failures that occurred on the personal, organizational, institutional, political and cultural level.

This analysis highlights that, beyond the apparent simplicity of the natural trigger events, a complex network of legal, cultural and technological paradigms, as well as the defense mechanisms of personal and organizational moral disengagement, have structured the context of this crisis, allowing for an event to turn into this disaster.

This study shows the limit of classical approach towards crisis management such as probabilistic risk assessment in terms of systemic and complexity: the assessment could be easily overcome if the mindset of the organization leaders is not already oriented towards preventive management.

The value of this study is participating to the effort of showing the need to develop more preventive mindsets and behaviours in the global economy, dealing with worldwide and complex issues.

This study seeks to explore the existential meaningfulness of HR managers' work. The purpose of this study is to investigate the influence of four existential attributes that are death, responsibility, alienation and meaningfulness, on the work of HR managers. The study also asserts that the work of HR managers has an existential dimension to it. It also argues that HR managers have human qualities. They react to human predicament and need emotional identification with their work and organization.

The study is based on the responses of HR managers developed on the basis of an interview guide specifically designed for this purpose. The data have been collected through extensive and in-depth field interactions with HR managers working in diverse organizations. The research approach taken here is to focus on the discrete moments of role performance of HR managers that represent microcosms of the larger complexity. Those moments are windows into the multiplicity of factors that are constantly relevant to person-role dynamics. Focusing on specific moments of work role performance of HR managers is like using the zoom lens of a camera: a distant stationary image is brought close and revealed as a series of innumerable leaps of engagement and falls of disengagement.

The study brings out the emotional and human dilemmas of HR managers working in public and private sector organizations. While discussing and linking Kahn's model with Sartrean thoughts can provide unique perspective within the strategic human resource management especially in Pakistani organizations which was missing not only in Kahn's model but also in management literature.

The study makes a fresh inquiry into the nature of HRM and the existential realities experienced by the HR managers at work place. The study is unique because of its extensive field interactions based on a well-designed interview guide hitherto unapplied in the organization studies.

This paper examines the critical effect of learning from past changes on employees' evaluations regarding the extent that a crisis can be controlled and prevented. It is suggested that previous changes incorporate elements of a double‐loop learning process that shape managerial perceptions of crisis controllability and crisis prevention.

The present study is based on a field study of 225 NPOs. Using closed‐end questionnaires the issues pertaining to crisis and learning are examined.

The results show that the mere experience of previous changes enhances managers' estimations of crisis control, but lowers their estimations of crisis prevention. These results indicate that using the double‐loop learning process contributes to a better understanding of organizational competence in non‐profit organizations.

The present study provides a starting‐point for further research, in which crisis is seen as the antecedent of possible learning experiences that could further enhance capabilities of preventing future crises. The sample is restricted to nonprofit settings, using a relatively small sample. Further studies should address this link using for‐profit and public organizations, or even conduct comparative studies.

No empirical studies are available that assess the line between crisis learning and probable crisis prevention evaluations. The notable and promising side‐effect of the study shows how much remains unexplored in regard to both crisis and learning, forming important lessons for managers.

Involvement is a basic element in successful crisis management. Crisis solutions cannot be advanced when notions of “politics of self actualization” among volunteers and paid staff prevail because they generate turnover; the study seeks to: distinguish between nonprofits that have or have not experienced crisis; control their differences in organizational structure; measure the level of involvement of active – paid and volunteer – members; and assess differences in turnover behavior between paid staff and volunteers separately for nonprofits that experienced and those which did not – a crisis. The paper aims to discuss these issues.

The questionnaires were distributed in 164 social organizations which operate in Israel. It was distributed to the employees at their workplace, and they were asked to fill it out completely. Also, the respondents were assured that the questionnaire was intended for research purposes only and that it would be anonymous. A total of 164 subjects participated in the research: 73 men (who are 45.3 percent of the sample population) and 87 women (who are 56.4 percent of the sample). Average age was 45.91. Questionnaires were distributed to managers at different levels in the organization. Most of the respondents (51.2 percent) were chief executive managers. A total of 38.4 percent experienced organizational crisis and 74 (45.1 percent) did not. In the organizations which experienced organizational crisis, the number of paid employees was about 8 percent of all of the active members in the organization. By contrast, in the organizations which did not experience the crisis, the proportion of paid employees was 20 percent of all of the active members.

In the organizations which did not experience a crisis, the average number of the paid employees (24.2) is higher than in the organizations which did experience (20.32); there are no significant differences in the turnover level of the volunteers or their involvement despite the fact that their involvement is higher in organizations which experienced a crisis; and the turnover model, based on the predictors of age, size, involvement and organizational crisis for paid employees, is stronger (R2=0.29) than the same model predicting turnover among volunteers (R2=0.16).

First, the size of the sample is relatively small (N=168). Second, the time lapse between the occurrence of crisis and the self-reports may cause history related bias. The ideas of the present study should be continued using a quantitative as well as qualitative methodology.

Human resources managers will become aware of the adversities related to the excess mobilization of volunteers following the occurrence of a crisis caused by budget cuts, while putting more efforts into supporting paid staff whose involvement is high and their odds of leaving the organization low.

The study provides a practical view of the actual contribution of the volunteers in nonprofit organizations and contributes to a skeptical approach to the total reliance of nonprofit organizations at the expense of hiring paid employees – during and following crisis.

This paper seeks to explain how negotiation simulation exercises can be used to develop management insights and theory in the areas of business continuity and international security.

An extended multi‐cultural communication model for disaster and emergency management simulation exercises and a nine‐stage international security negotiation simulation exercise are outlined.

The critical friendship group approach and the case study research approach can be used to provide insights into business continuity planning. Complex simulation exercises, underpinned by scenario planning, are useful with respect to providing training and educational support vis‐à‐vis crisis/disaster/emergency planning. A more focused approach to teaching the subject of negotiation, which takes into account the business‐international relations dimension and security in particular, will enable business and management students to link more firmly real world events with company‐government relations. This will contribute to the development of management theory and ensure that business continuity managers, employed by private sector and public sector organisations, utilise more fully simulation exercises than is the case at present.

Research needs to be undertaken into how academics and practitioners can work together in order to develop management simulation models that are methodologically different from those that exist at present, and which facilitate the theory building process.

By working closely with simulation designers, academics will be able to produce interdisciplinary/multidisciplinary crisis/disaster/emergency simulation exercises.

A nine‐stage negotiation simulation exercise is outlined which will allow management/business studies students to place business continuity planning within an international security context.

The purpose of this paper is to encourage understanding of the practical value to managers and communication practitioners of the positive lessons from issue and crisis management cases.

Unlike many other areas of management writing, which focus on new approaches and best practice, issue and crisis management cases often highlight “PR disasters” where other managers may simply count themselves lucky that it happened to someone else. This paper uses well known examples to explore the reasons for this focus on failure and proposes ways for managers to move beyond schadenfreude to secure genuine learning and competitive advantage from the adverse experiences of others.

Whereas many industry “award winning” cases are self‐serving and prone to wisdom after the event, there is a growing body of authoritative case‐books and other material which can provide useful evaluation and benchmarking for an organization's own activity, both internal and external.

While academics and their students are familiar with the use of communication case analysis, this paper explores the range of published case study resources for practitioners and other managers who may be less aware of what is currently available and how independent analysis and insight can help facilitate effective performance against accountability.