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The leadership of people with lived experience of mental health problems is underdeveloped, when it comes to leadership in one's own recovery, at the service level, and at the systemic level. Unlike the mental health system, the user/survivor movement has a values base of empowerment and equality. But the movement has not yet created an explicit model of leadership based on these values. Conventional models of leadership have little to offer but critiques of it provide a good framework for users and survivors to build its own model of leadership upon. If user/survivor leadership is to thrive, new roles, practices and competencies need to be developed. At a deeper level, there needs to be philosophical, psychological and political shifts in service systems if user/survivor leadership is to ever take root. Furthermore, the leadership of empowerment and equality should pervade all the leadership in service systems and beyond.

This paper outlines the concept of service user leadership and both describes and reflects on an accredited training programme that enables mental health service users to take a leadership role.

The authors argue for a service user leadership approach and the training programme is reviewed by previous participants

Service users can take on a leadership role if they are given suitable and relevant training and development opportunities. Service user led training can be transformational.

Commissioners of mental health services should consider how to support service user leadership programmes, which can reach places and achieve outcomes that traditional mental health services are unable to attain.

The concept of service user leadership is relatively new and the training programme described in this paper is both original and highly valued by participants with many significant outcomes.

This study examines the effects of transformational and transactional leadership behaviors on cycle time, customer orientation, and relationship commitment in the purchasing process of a multinational services organization. The focus is on the activities and relationships between the international strategic business units (SBUs) and the corporate buying center leadership of the organization. Based on a sample of 346 SBUs and a series of 11 case studies, the results suggest that frequent and infrequent SBU users differ somewhat in the leadership behaviors preferred as determined by the effects on the three purchasing outcomes. The paper concludes with a discussion of the results and the implications for future research endeavors on global leadership in purchasing.

User resistance to change has been identified as a significant cause of information system (IS) implementation failure. Previous studies have proposed antecedents of user resistance to change. However, whether project leadership (e.g. authoritarian leadership) can lead to user resistance to change remains unclear. By drawing on project leadership, affective event theory and contingency theory of leadership, the authors address this void by empirically examining whether authoritarian leadership can lead to user resistance to change through the mediation of negative emotion and whether the magnitude of this mediation depends on the power distance level.

This study examines the authors’ research model that integrates authoritarian leadership, negative emotion, power distance and user resistance to change using data from a matched-pair survey of 278 users and their supervisors involved in IS project implementation in China.

Negative emotion plays a mediating role in the relationship of authoritarian leadership and user resistance to change. In addition, power distance moderates the relationship between authoritarian leadership and negative emotion and the indirect effect of authoritarian leadership on user resistance to change in IS project implementation through negative emotion.

The authors’ research provides a comprehensive understanding of the antecedents of user resistance to change in IS project implementation and ultimately contributes to the IS project implementation literature and practice.

The purpose of this paper is to explore user leadership in peer support practice by reviewing existing evidence and models of delivery, investigating the recently developed term of “authentic” peer support and reflecting on challenges and opportunities for the future.

The paper presents and discusses views and evidence on peer support policy and practice, found in the current literature, grass roots peer support experts’ presentations and contributions to conferences, a national peer support network, key policy documents and the work of Together for Mental Wellbeing.

Peer support benefits are widely documented as is its history, rooted in user leadership. More recently, peer support is acknowledged in a number of key mental health policy documents as seen to be key in the response to current quality and cost agendas. There has been a simultaneous increase of “formal” peer support as practiced by large service providers and a gradual shift away from its “user led” origins. Against the background of the current economic climate and implications for mental health services, there seems to be a need to pause and reflect on current peer support practice and rethink the way forward.

This paper's emphasis on the authenticity of peer support covers new ground in relation to an important topical debate.

The purpose of this paper is to describe the operation of a review into service user involvement within mental health services, which was led by service users using appreciative enquiry (AE).

The paper gives a descriptive account of the operation of the project and highlights the barriers to its success and how these were addressed. The project itself used AE methods to overcome some of the challenges to engaging service users around improvement activity. The approach was different to the conventional application of AE as people were engaged individually through interviews and their views generalised collectively by the service user team conducting the interviews.

The project findings are reported through considering the recommendations made as a result of the work but the wider aims of challenging power relationships and developing service user leadership are also discussed.

The paper suggests that replicating and developing the use of AE driven by service users is a positive tool in empowering recipients of mental health services.

The author suggests that this method could be a valuable tool in meeting the current UK Government policy of empowering local communities to take greater control of public service provision.

This project is an example of enabling leadership to arise from the grassroots of an organisation, turning the conventional concept of leadership on its head and challenges senior staff as to who might know best about how to improve services. It represents a novel approach to taking forward the empowerment agenda widely supported in Western democracies.

The author provides a mental health service user's perspective on leadership, arguing that users should be empowered by services to lead their own lives. In order to do so, leaders in services should have human and emotional skills because their decisions have human and emotional consequences. She argues that leadership and power sharing should happen throughout the organisation, rather than being concentrated at the top. Related and responsible rather than remote leadership may be more likely to lead to better mental health services. User experience is valuable for leadership.

This paper aims to establish that employees’ non-compliance with information security policy (ISP) could be addressed by nurturing ISP compliance culture through the promotion of factors such as supportive organizational culture, end-user involvement and compliance leadership to influence employees’ attitudes and behaviour intentions towards ISP in organizations. This paper also aims to develop a testable research model that might be useful for future researchers in predicting employees’ behavioural intentions.

In view of the study’s aim, a research model to show how three key constructs can influence the attitudes and behaviours of employees towards the establishment of security policy compliance culture (ISPCC) was developed and validated in an empirical field survey.

The study found that factors such as supportive organizational culture and end-user involvement significantly influenced employees’ attitudes towards compliance with ISP. However, leadership showed the weakest influence on attitudes towards compliance. The overall results showed that employees’ attitudes and behavioural intentions towards ISP compliance together influenced the establishment of ISPCC for ISP compliance in organizations.

Organizations should influence employees’ attitudes towards compliance with ISP by providing effective ISP leadership, encouraging end-user involvement during the draft and update of ISP and nurturing a culture that is conducive for ISP compliance.

The study provides some insights on how to effectively address the problem of non-compliance with ISP in organizations through the establishment of ISPCC, which has not been considered in any past research.

The challenge of developing leadership in a mass public service where previous notions of leadership have been narrow and limited only to senior positions is being taken up by the National Skills Academy for Social Care. This article describes the leadership development challenge in the English adult care sector, which is undergoing major policy and organisational change as a result of greater control of resources passing directly to people who need care support. The author sets out the initial guiding principles of the Skills Academy for Social Care and their approach to leadership development rooted in the values of the care sector and the reality of care and support work ‐ dispersed, low status, highly skilled and with a strong commitment to rights, entitlements and empowerment. In particular the Academy is adopting an emphasis on behaviours and personal attributes in its leadership approach that are informed by people who use care services who demand more responsive and personalised support. The article sets out a number of key principles on which the Academy will seek partnerships and collaboration to deliver greater engagement with leadership development across all who work in the sector.

Many manufacturers are exploring adopting smart technologies in their operations, also referred to as the shift towards “Industry 4.0”. Employees' contribution to high-tech initiatives is key to successful Industry 4.0 technology adoption, but few studies have examined the determinants of employee acceptance. This study, therefore, aims to explore how managers affect employees' acceptance of Industry 4.0 technology, and, in turn, Industry 4.0 technology adoption.

Rooted in the unified theory of acceptance and use of technology model and social exchange theory, this inductive research follows an in-depth comparative case study approach. The two studied Dutch manufacturing firms engaged in the adoption of Industry 4.0 technologies in their primary processes, including cyber-physical systems and augmented reality. A mix of qualitative methods was used, consisting of field visits and 14 semi-structured interviews with managers and frontline employees engaged in Industry 4.0 technology adoption.

The cross-case comparison introduces the manager's need to adopt a transformational leadership style for employees to accept Industry 4.0 technology adoption as an organisational-level factor that extends existing Industry 4.0 technology user acceptance theorising. Secondly, manager's and employee's recognition and serving of their own and others' emotions through emotional intelligence are proposed as an additional individual-level factor impacting employees' acceptance and use of Industry 4.0 technologies.

Synthesising these insights with those from the domain of Organisational Behaviour, propositions were derived from theorising the social aspects of effective Industry 4.0 technology adoption.