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The police service has been encouraged to become a “self-reforming sector”, yet there is an acknowledgement of a “blame culture” within the policing. The purpose of this paper is to explore the barriers to “self-reform”, as identified by chief officers, and propose a series of strategies to help inform the future of police leadership.

The research is primarily underpinned by a series of semi-structured interviews with chief constables and a series of four workshops.

The paper argues that contemporary police cultures, and approaches to failure, are not conducive to the realisation of a “self-reforming” sector. It is proposed that strategic future leaders should consider establishing a common process for organisational learning whilst simultaneously encouraging cultural change that de-stigmatises failure and supports the development of adaptive and networked learning organisations.

The research is limited by exclusively drawing on the perspective of chief officers and does not engage a representative cross section of the police service. The absence of detailed analysis of Her Majesty’s Inspectorate of Constabulary findings to complement the review of IPCC recommendations is a limitation that weakens subsequent conclusions. Finally, this research would benefit considerations of potential structural and organisational changes that would support the realisation of a “self-reforming sector”.

This research supports work by the National Police Chiefs’ Council to deliver police reform.

The paper is informed by new and original qualitative research explicitly focused on the perspective of senior police leaders.

The purpose of this paper is threefold: first, to present an overview of job crating conceptualizations; second, to illustrate various job crafting interventions proposed by scholars to intrude and encourage job crafting behaviour among workforce; and next, based on findings from the literature, to underline the significance of job crafting interventions in predicting various positive individual and organisational outcomes. The reasons why job crafting interventions are essential in organisations are discussed at the end as managerial implication.

A general review of the job crafting literature has been performed to offer the precise knowledge on the concept job crafting as well as job crafting interventions along with its significance and managerial implications.

The job crafting is the most discussed bottom-up redesign approach and gaining popularity in the job design literature. The researchers and practitioners are acknowledging the importance of job crafting interventions and understanding the urgency of incorporating such interventions at organisation.

The formal job crafting intervention instituted at organisation (e.g. inclusion of job crafting training in company’s manuals) could be instrumental to build up the job crafting behaviour among workforce and may overall develop the context that cultivates job crafting.

A summarised portrayal job crafting as well as job crafting interventions has been provided in this review in order to create awareness of leaders and employees regarding the method through which they can adjust tasks to their own requirements to realise more delight, engagement, and meaning in the job.

In public health and sustainable transport campaigns, walking is positioned as an important way families can become more active, fit and spend quality time together. However, few studies specifically examine how family members move together on-foot and how this is constitutive of individual and collective familial identities. Combining the notion of a feminist ethics of care with assemblage thinking, the chapter offers the notion of the familial walking assemblage as a way to consider the careful doing of motherhood, childhood and family on-foot. Looking at the walking experiences of mothers and children living in the regional city of Wollongong, Australia, the chapter explores how the provisioning and enactment of care is deeply embedded in the becoming of family on-the-move. The chapter considers interrelated moments of care – becoming prepared, together, watchful, playful, ‘grown up’ and frustrated – where mothers and children make sense of and enact their familial subjectivities. It is through these moments that the family as a performative becoming, that is always in motion, becomes visible. The chapter aims to provide further insights into the embodied experience of walking for families in order to better inform campaigns which encourage walking.

The purpose of the present study is twofold. First, the authors examine the potential mediating role of promotion focus in terms of the relationship between transformational leadership and work engagement. Second, the authors set out to examine whether the indirect effect of transformational leadership and follower work engagement through promotion focus is stronger when followers' public service motivations are higher versus lower.

The present study examines the association between transformational leadership behavior and employees' work engagement. Data included measures of transformational leadership behavior and promotion focus as well as public service motivation and work engagement. Utilizing a field sample of 316 employees, the study tested the proposed relationships with robust data analytic techniques. Results were consistent with the hypothesized theoretical framework, in that promotion focus mediated the relationship between transformational leadership behavior and work engagement stronger when public service motivation was high and weaker when public service motivation was low. Based on the findings, the study concludes that the connection between transformational leadership behavior and work engagements partially mediated by promotion focus and this mediated connection is stronger when employees' public service motivation is high and weak when employees' public service motivation is low—thereby yielding a pattern of moderated mediation.

The study findings suggest five main conclusions. First, consistent with previous studies (Aryee et al., 2012; Bui et al., 2017; Hetland et al., 2018; Li et al., 2021; Ng, 2017; Tims et al., 2011; Zhu et al., 2009), the study found a positive relationship between transformational leadership and employees' work engagement. Second, along the same lines of previous research (Brockner and Higgins, 2001; Hetland et al., 2018; Johnson et al., 2017; Kark et al., 2018; Tung, 2016), this study found a positive association between transformational leadership and employees' promotion focus. Third, as hypnotized, the study found a positive association between employees' promotion focus and their work engagement. Fourth, as hypothesized using regulatory focus theory, promotion focus positively mediates the relationship between transformational leadership and employees' work engagement. This result elucidates the underlying mechanism that enables leadership to influence employees' work engagement, particularly, through the self-regulatory promotion focus. The result demonstrates that leadership relates to and affects basic motivations of the promotion systems, which have been known as a basic human need for development and growth. The study demonstrates that leaders may be able to promote followers' motivations by provoking a promotion focus frame and this motivational frame further shapes followers' outcomes in terms of employees' work engagement. Hence, this finding support previous research claiming that promotion focus acts as a mediating mechanism in the relationship between transformational leadership and various outcomes(e.g. Johnson et al., 2017; Kark et al., 2018). However, this study adds significantly to existing research by being the first study to empirically test and pay attention to the promotion focus frame as the underlying psychological mechanism through which transformational leaders motivate followers to higher levels of work engagement. Finally, consistent with the study hypothesis, public service motivation has a moderating effect on the promotion focus-work engagement association. In addition, as the study hypothesized, public service motivation has a moderating effect on the mediating relationships between transformational leadership and employees' work engagement through promotion focus in public sector organizations. It appears that the relationship between transformational leadership and followers' work engagement through promotion focus is enhanced by the role of employees' PSM. In other words, the employees' public service motivation increases employee engagement further for employees with high situational promotion focus than for employees with a low situational promotion focus, which could be explained by the fact that more public service motivation is more meaningful to followers with promotion focus motivational framework to be more engaged. That is, public servants who are predisposed to respond to motives grounded primarily or exclusively in public institutions and organizations are more engaged at work due to their self-regulatory promotion focus spirit. This result is in congruence with findings that indicate that PSM is an important driver of organizational performance and has a positive impact on organizational behavior (Ritz et al., 2016). This finding does provide support to Bakker's (2015) proposition that PSM may strengthen the positive relationship between personal resources (e.g. optimism and self-efficacy) and work engagement because public servants with high levels of enduring PSM find their work important and meaningful. Therefore, they are likely to invest their resources in public service work, be engaged in their work and perform well.

First, it examines the extent to which transformational leadership contributes to employee work engagement. That is, the current study adds to the literature by using promotion focus attributes to probe the underlying mechanism through which transformational leaders enhance employee engagement in the workplace (Kark and van Dijk, 2019). Second, by combining insights obtained from the literature on the self-regulatory theory (Higgins, 1997) and the PSM theory (Perry and Wise, 1990), this study adds to work engagement literature by showing the importance of PSM as an institutional factor in work engagement. Lastly, the study expands the transformational leadership literature by using a moderated mediating model that recognizes PSM as a situational variable in the mediating relationship between transformational leadership and employee engagement.

The results have several implications for practice. Findings reveal that transformational leaders can enhance follower work engagement by inducing their promotion focus orientation. Managers can, therefore, display more transformational behaviors, such as providing a compelling vision, communicating high expectations, promoting new ideas and giving personal attention to each employee in the workplace. In addition, managers may develop a promotion-focus orientation among their followers by appealing more to their ideals and aspirations than to their duties and responsibilities (Brockner and Higgins, 2001). Organizations, on the other hand, could offer leadership training and development programs designed to enhance transformational leadership Behaviors. As for employees' PSM, public organizations have to be more creative in attracting, selecting and retaining employees with high levels of public service motives (Kim, 2021). Public organizations can also train their employees on public service values and enhance their incentives structures to align their motivational predispositions with the organization mission and values.

The present study adds to the existing theory in two ways. First, despite significant progress in exploring the process and boundary conditions for transformational leadership with beneficial work behaviors, the study findings paid attention to the underlying psychological mechanism, precisely the self-regulatory promotion focus frame through which transformational leaders motivate followers to higher levels of work engagement. A second theoretical contribution of the present study is that it adds to the long line of research supporting a more concerted effort to understand both the moderating and mediating mechanisms that link transformational leadership to follower outcomes. By using the moderated mediating model, this study shows that transformational leaders can induce a promotion focus within followers who have developed a public service motivation profile to be more willing to engage in their organizations. The current study also has several practical implications that can be drawn from the study findings. First, organizations should become more sensitive to their employees' (promotional and preventive) self-regulatory foci. Managers should be trained to be strategically oriented toward people's growth and development. Second, by serving as role models, managers can shape their subordinates' regulatory foci. The more managers' actions suggest that they are focused on promotion, the more likely it is that their subordinates will follow suit. Third, managers may emphasize the use of positive feedback, such as praise, by giving it when employees succeed and withholding it when they fail. This feedback style is more likely to elicit a promotion focus, especially if the praise for success focuses on what the employee was able to accomplish (e.g. “You aided in the advancement of an important task!”) rather than negative occurrences that the employee was able to avoid (e.g. “You were extremely cautious and as a result, you avoided making the wrong judgment.”) (Brockner and Higgins, 2001). Moreover, the moderating role of public service motivation in the effects of transformational leadership on work engagement through a promotion focus mechanism suggests that managers should not assume all employees would engage in their work similarly to their transformational leadership behaviors. Managers may find that followers who have values that are consistent with public service are more inclined to their promotion focus frame and thus are likely to internalize both motivations, which ultimately leads to more work engagement. As a result, managers should help employees, for example, feel a sense of accomplishment and recognize that they are contributing to society as an intrinsic reward. Finally, human resource managers must be mindful of their selection and placement decisions. Ensure that members are highly motivated to serve in the public sector and have the desired regulatory focus.

Describes the impact of recent changes in US tort law and identifies four interest groups concerned: manufacturers, insurance companies, consumers and lawyers. Discusses their relative strengths, motivations and influence on judicial decisions, citing relevant liability cases for product‐related injuries due to manufacturing defects, design defects and inadequate warnings. Develops a logistic regression model to relate state adoption of strict liability standards to the relative strength of interest groups and applies it to US data. Suggests that the strength of manufacturers and, more particularly, lawyers is significant; and that liberal states are more likely to adopt strict liability for design defects. Calls for further research on the role of the legal profession in legal change.

Reviews previous research based on event study methodology, pointing out that events can influence returns in many ways, and applies the method to a sample of mergers and acquisitions in the thinly traded Norwegian market 1983‐1994. Explains how the classic market model can be adjusted to control for non‐synchronous trading and changing/asymmetric volatility; and how the event and non‐event periods can be combined into a single model. Applies two different models to the data, compares the results and finds the ARMA‐GARCH approach superior to the OLS. Discusses the implications of this for researchers.

Although how leaders shape their followers’ behaviors and outcomes is core to the leadership literature, empirical research exploring how followers might impact their leaders’ behaviors is just emerging. Using a follower-centric approach, this study aims to examine the link between followers’ conflict behaviors, transformational leadership (TL) and the quality of team member exchange (TMX). Additionally, the authors hypothesized and tested the moderating role of TMX quality in the relationship between TL and teams’ work engagement.

Quantitative data were collected randomly from 261 employees in 41 teams to examine the connection between followers’ conflict behaviors, TL and TMX and team engagement.

Using bottom-up/bootstrapping approach, results showed followers’ problem-solving conflict behaviors were positively linked with team leaders’ TL behaviors while improving TMX quality. Additionally, TL was connected with high levels of team work engagement and this connection was enhanced by TMX quality. Implications of the results are discussed.

Although this conceptual model revealed followers as impacting TL and TMX, there is also a possibility that TL and TMX quality may be able to impact employees’ conflict behaviors. Additionally, the current study adopted a cross-sectional research design which does not allow for an assessment of cause and effect. Therefore, caution should be taken in interpreting the results. Finally, the authors studied employees from a single national culture. Yet, they know that national culture may influence the relationship between TL and conflict at the individual and team levels. Overall, the present research showed that individual followers’ conflict behaviors were associated with TL behaviors and TMX quality.

On a practical note, managers would be more successful in managing conflict in teams if they would observe their followers’ conflict behaviors and act as role models in displaying problem solving conflict behaviors – an approach that has been identified in this study to assist in eliciting transformational behaviors from the leader. Furthermore, training is indicated. Organizations should consider training leaders in TL given that our result shows that TL has a direct positive connection with employee’s work engagement. Specifically, the followers’ conflict behaviors should now be incorporated into the leadership (e.g. transformational) training programs. Finally, managers who need to boost team work engagement should consider increasing the quality of the TMX in the team.

The leaders behavioral style may partly be dependent on the followers’ conflict management behaviors.

Thus far, research on leadership have been leader-centric, and while the authors are aware that followers have an important role in shaping the leaders’ behaviors, research in this area has until recently ignored how followers might impact their leaders’ style, processes and the quality of employee interactions, especially at the team level. The authors found for the first time that problem-solving conflict behaviors were connected with team leaders’ TL style and TMX quality.

The Mankato (MN) public school district has created a districtwide computer network which allows all its staff and students full Internet access. Discusses a snapshot of the work‐in‐progress. Includes the goals, scope, and history of the project; provides a technical overview and cost analysis; and projects future direction. Concludes with some suggestions for other educators who are considering similar projects.

Managers play a critical role in shaping the development of firms due to the risky and long-term nature of innovation. Although the managerial effect on strategic change has long been factored into organizational theories, scholars still lack a complete understanding of the specific managerial capabilities that drive innovation in today's digital economy. The present study builds on dynamic managerial capabilities theory to close this research gap. The paper proposes managers' dynamic capabilities and their three underlying drivers – managerial human capital, social capital, and cognition – as a direct antecedent to digital firms' innovativeness.

The study draws on survey data from German Industry 4.0 manufacturing firms, which were analyzed using regression analysis.

The results confirm managers' dynamic capabilities as facilitators of innovation. In contrast to previous research on nondigital industries, the findings demonstrate that only the complete portfolio of managers' dynamic capabilities promotes innovativeness in digital firms. The study provides evidence for the importance of dynamic managerial capabilities in the digital economy yet contradicts previous research on nondigital industries related to the advantageousness of managers' human capital, social capital, and cognition for innovation.

The study contributes to the literature by being the first to holistically test the effects of dynamic managerial capabilities on innovation in digital firms. The results offer a nuanced account of managers' dynamic capabilities, thereby expanding dynamic managerial capabilities theory to the digital economy.