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The purpose of this chapter was to describe how the School of Education at Duquesne initiated a school-wide, redesign of its doctoral program in educational leadership through its participation in the Carnegie Project on the Education Doctorate (CPED) – an initiative begun by Lee Shulman in 2006. The focus of CPED is to encourage colleges and schools of education that offer doctoral degrees in leadership, curriculum and instruction, or a similar area to rethink the program in ways that would enhance the learning opportunities and experiences of practitioners in the program. The intent of CPED is to generate more practitioner-leaders who are action researchers prepared to transform pre-kindergarten to secondary learning environments. In the chapter, the author discusses how Duquesne has redesigned its program and the concomitant opportunities and challenges for leadership. She also discusses how the redesigned programs have informed Duquesne's preparation of transformative research practitioners in educational leadership. Finally, the author operationally defines “traveling leadership theory” and what this theoretical concept means in terms of her leadership.

In the first section of the book, Maureen D. Neumann, Laura C. Jones, P. Taylor Webb, and Olga M. Welch examine the ways in which “new” notions of leadership have influenced leadership development programs. Neumann, Jones, and Webb in the chapter, “Developing Teachers Leaders to Transform Classrooms, Schools and Communities,” advocate for, and offer ways that teachers can become cognizant of their leadership and its effects, so that they can develop deliberate commitments towards social justice in schools which are sites of social, political, and economic influence. They propose a model for leadership that is an alternative to traditional allocations of power through positional hierarchies. According to Neumann, Jones, and Webb, “while school leaders may recognize their actions within a single frame of the model, the practice of leadership is the ability to move in and out of three different conceptualizations of leadership, managerial (transactional), professional development (transformational), and social responsibility (critical).” They propose that effective teacher leaders utilize all three aspects of the leadership domains as a way to adapt to, oftentimes, challenging and rapidly shifting political and economic climates within education. Neumann, Jones, and Webb conclude their chapter with a discussion of pedagogy of possibility and argue that pedagogical content knowledge is a marker of professional teaching competence, and teachers must engage students in the moral and ethical issues surrounding the use of knowledge in our democracy for any subject matter.

International experience (IE) has been acknowledged to be the most useful method for developing global leaders. However, not everyone benefits equally from IE. During the last two decades, our understanding of why this is the case and how global leaders learn from IE has rapidly increased. Several individual and organizational enablers facilitating global leader learning from IE have been identified in the literature, as have learning mechanisms that make such learning possible. However, the literature remains fragmented, and there is a great need to integrate the findings in the field. Therefore, the present paper systematically examines peer-reviewed studies on global leaders' learning from IE published between 1998 and 2019. The study contributes to the extant literature by identifying and integrating individual enablers, organizational enablers, and key learning mechanisms from global leaders' IE and by suggesting topics for future research.

This qualitative study explores the acquisition of global mindset in business executives who engaged in short-term business travel. Global mindset is operationalized as actively seeking to engage and reflect upon perspectives and orientations that both complement and contradict one’s own worldview. The narratives of 16 global supply chain leaders who work for a multinational company were content-analyzed. The results indicate that short-term business travel provides the context for participant reflection on their development as global leaders. They describe their development as a continuous evolution over time that is focused less on becoming a cultural expert and more on being culturally responsive in order to build relationships and achieve business results. The findings suggest that companies could take steps to leverage the developmental opportunity that short-term business travel represents.

This paper aims at explore the intervening role of servant leadership in tourism businesses' outcomes, in the context of travel agencies. Drawing on servant leadership theory, the authors develop a multimediation model exploring the relationships between servant leadership and person–job fit, work–life balance, work engagement, innovative work behavior and job crafting.

Using SmartPLS3, data collected from 942 travel agencies operating in Egypt, a questionnaire was used to obtain data on how travel agency employees envisage their organization’s adoption of servant leadership, person–job fit, job crafting, work–life balance, work engagement and innovative work behavior.

The authors show that servant leadership correlates positively with person–job fit, work–life balance, work engagement, innovative work behavior and job crafting, while job crafting correlates positively with work–life balance, work engagement and innovative work behaviors. The partial mediating roles of both job crafting and person–job fit in the link between servant leadership and work–life balance, and the partial mediating role of work engagement in the link between servant leadership and innovative work behaviors.

Up to date, research on the effects of servant leadership on person–job fit, job crafting, work–life balance, work engagement and innovative work behavior has been inadequate. In terms of contextual applicability, an empirical investigation of the relationship between these factors in travel agencies is not available. By empirically examining these relationships in the context of Egyptian travel agencies, the current study has bridged a gap in the tourism and hospitality literature, human resources management and organizational behavior literature.

本文旨在探讨仆人式领导在旅行社背景下对旅游企业成果的干预作用。借鉴仆人式领导理论, 我们开发了一个多重中介模型, 探索仆人式领导与人-工作契合度、工作-生活平衡、工作投入、创新工作行为和工作重塑之间的关系。

使用 SmartPLS3, 从在埃及运营的 942 家旅行社收集的数据, 使用问卷调查获取有关旅行社员工如何设想他们的组织采用仆人式领导、人-工作匹配、工作重塑、工作与生活平衡、工作参与和和 创新工作行为。

我们表明, 仆人式领导与人-工作契合度、工作-生活平衡、工作投入、创新工作行为和工作重塑呈正相关, 而工作重塑与工作-生活平衡、工作投入和创新工作行为呈正相关。工作重塑和个人-工作在仆人式领导与工作-生活平衡之间的联系中起部分中介作用, 工作投入在仆人式领导与创新工作行为之间的联系中起部分中介作用。

该研究进行了一些开创性的检查。迄今为止, 关于仆人式领导对人-工作契合度、工作重塑、工作-生活平衡、工作投入和创新工作行为的影响的研究还不够充分。就情境适用性而言, 尚无对旅行社中这些因素之间关系的实证研究。通过在埃及旅行社的背景下对这些关系进行实证检验, 当前的研究弥合了旅游和酒店文献、人力资源管理和组织行为文献中的空白。

El objetivo de este artículo es explorar el papel que desempeña el liderazgo de servicio en los resultados de las empresas turísticas, en el contexto de las agencias de viajes. Basándonos en la teoría del liderazgo de servicio, desarrollamos un modelo de mediación múltiple que explora las relaciones entre el liderazgo de servicio y la adecuación de la persona al trabajo, el equilibrio entre el trabajo y la vida personal, el compromiso laboral, el comportamiento laboral innovador y el diseño proactivo del puesto de trabajo.

Con SmartPLS3 se analizaron datos recopilados de 942 agencias de viajes que operan en Egipto mediante un cuestionario con el que se obtuvo información sobre cómo los empleados de agencias de viajes prevén que su organización adopte el liderazgo de servicio, el ajuste persona-trabajo, el diseño proactivo del puesto de trabajo, el equilibrio entre el trabajo y la vida personal, el compromiso laboral y el comportamiento laboral innovador.

Mostramos que el liderazgo de servicio se correlaciona positivamente con el ajuste persona-trabajo, el equilibrio entre el trabajo y la vida personal, el compromiso laboral, el comportamiento laboral innovador y el diseño proactivo del puesto de trabajo, mientras que el diseño del puesto de trabajo se correlaciona positivamente con el equilibrio entre la vida laboral y personal, el compromiso laboral y los comportamientos laborales innovadores. Mostramos también el papel mediador parcial del diseño proactivo del puesto de trabajo y del ajuste persona-trabajo, en el vínculo entre el liderazgo de servicio y el equilibrio entre el trabajo y la vida personal, asi como el papel mediador parcial del compromiso laboral en el vínculo entre el liderazgo de servicio y los comportamientos laborales innovadores.

Hasta la fecha, la investigación sobre los efectos del liderazgo de servicio en la adecuación de la persona al trabajo, el diseño proactivo del puesto de trabajo, el equilibrio entre el trabajo y la vida personal, el compromiso laboral y el comportamiento laboral innovador ha sido insuficiente. En términos de aplicabilidad contextual, no se disponía de una investigación empírica de la relación entre estos factores en las agencias de viajes. Al examinar empíricamente estas relaciones en el contexto de las agencias de viajes egipcias, el presente estudio cubre un vacío en la literatura sobre turismo y hostelería, gestión de recursos humanos y comportamiento organizacional.

The purpose of the present study is to examine the general and travel-specific job exhaustion of international business travelers (IBTs). The study employs a JD-R model to explain general and travel-specific job exhaustion (IBTExh) through international business travel as demand and leadership (LMX) as a resource buffering the demands of international business travel.

The study was conducted among Finnish service company employees who had taken at least one international business trip during the previous year. The data (N = 569), collected in 2015, were analyzed with path models.

The results suggest that a higher number of international business travel days is related to a higher level of job exhaustion, especially the exhaustion related to international business travel. Moreover, a high-quality LMX was found to be linked to lower levels of both types of exhaustion. Interestingly, for those IBTs' with a low-quality LMX, even a high number of long-haul international business travel days was not connected with IBTExh

The contribution of our study is threefold. First, this study contributes to JD-R theory and the ill-health process by focusing on a job-specific well-being indicator, IBTExh, in addition to general exhaustion. Second, specific job demands related to international business travel, particularly the duration of business travel spent in short-haul and long-haul destinations, contributes to the literature on global mobility. This study sheds light on the potential effects on IBTs of different types of business travel. Third, our study contributes to the leadership literature and the importance of acknowledging the context in which LMX occurs.

In the field of global leadership, much of the research has focused on uncovering competencies and methods for assessing competencies. The process of developing global leaders has been researched less frequently; however, it is widely accepted that this process involves learning on the part of the leader. Mezirow’s (1978, 1991) transformative learning is a special type of learning in the domain of adult education and a useful lens to better understand the disorienting triggers that are thought to induce global leadership development (GLD). In simple terms, a disorienting experience occurs when we discover that something we thought was certain is now uncertain. Conducting business in another country or merely navigating to a grocery store or restaurant there can be a disorienting experience. In these situations, people are exposed to new information that does not fit their current meaning structures or thought paradigms, and at this juncture, people have a choice: to transform their perspective or remain unchanged. When individuals transform their perspective, they are experiencing transformative learning. The first section of this chapter reviews the concept of disorienting experiences across disciplines and within the domain of learning and education. The second section explains three GLD process models with a special focus on the role played by disorienting trigger events in each one. The final section explains the Disorientation Index (Ensign, 2019), which articulates dimensions of trigger events. The chapter concludes with future research directions and practical implications.

Despite the need for effective global leaders on the part of business (McKinsey, 2012) and the growing body of empirical research related to the topic of global leadership (Osland, 2013a), very little is known about what global leaders actually do. How do they spend their time? In what kinds of activities are they involved? How do they communicate, coordinate, make decisions, and lead? How is their work similar to or different from that of domestic leaders? In this chapter, we respond to these questions by exploring the nature of global leaders’ work using an approach similar to Mintzberg (1973) in his classic book, The Nature of Managerial Work. We observed five global leaders from five different industries, each for 1 week, and compared our results with Mintzberg’s (1973). In addition, we conducted informal interviews and collected archival data. We content-analyzed the data using the conventions of grounded theory and identified 10 distinguishing characteristics of global leaders’ work. It is characterized by (1) multiple time zones and geographical distance; (2) long hours; (3) flexible schedules and fluid time; (4) dependence on technology; (5) time alone connected to others; (6) extensive travel; (7) functional expertise with global scope; (8) facilitation of information, advice, and action; (9) management of complexity; and (10) confrontation of risk. We conclude by discussing implications for future global leadership research.