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Various authors have identified specific types of dark leadership. These types focus largely on the behaviors and impact of the dark leaders. In contrast, we introduce the notion of heretical leadership. The construct relies on the interpreted meanings of the wounded as opposed to actual leader actions. Heretical leadership violates the canon of educational organizations, which is to serve and uplift students. We share two stories of our own wounding in a dialogic fashion, drawing lessons from the intersection of the literature and our own stories. We identify and define scarring as stage distinct from wounding. Findings include suggestions for using story as a vehicle for healing and working to raise awareness of and embrace new perspectives, especially in regards to the nature of organizational systems.

This paper aims to identify the intra-organizational environment factors that affect entrepreneurial orientation (EO) and examine the mediating role of market orientation (MO) in the relationship between and organizational performance.

The study is conducted in a less-researched area, Egypt. Data were collected using a survey from 120 large-sized manufacturing firms working in seven industries: engineering and home appliances, communication and information technology (IT), food and beverage, chemicals, furniture and decoration, clothing and smoking. The research framework was examined using partial least square approach of structural equation modeling (PLS-SEM).

The findings indicate that the intra-organizational environment factors that affect entrepreneurial orientation practices are deep locus of planning, planning flexibility, planning horizon, integration and organizational support. Also, the results show that MO mediates the relationship between entrepreneurial orientation and performance.

The findings provide insights about how to manage the intra-organizational environment of the firm and how to configure strategic capabilities, i.e. entrepreneurial orientation and MO, to enhance the organization’s performance.

This paper provides a holistic approach that identifies the intra-organization environmental factors necessary to create an organizational culture that facilitates and encourages entrepreneurial orientation and MO, as well as examine the role of MO in the relationship between entrepreneurial orientation and the organizational performance.

This paper seeks to describe how to lead an effective team and inspire, rather than simply motivate, its members.

The paper explores what makes people act selflessly in a tragedy. It reveals that this kind of behavior results from people feeling that they have a cause. It also describes how having a cause at work, and being led by an inspirational leader, can lead to a truly inspired workforce.

The paper details the effects that devotion to a cause has, not only on individuals, but also on a team. It explains how team members come closer to each other, act regardless of rank, and find that adversity strengthens rather than weakens their bonds.

The paper reveals that once this kind of spirit is established in a team, team members will be less likely to defect to other employers.

The paper highlights the importance of making a business into a cause. The people the business serves must be a cause. Most important of all, employees must feel that, for their leader, they are a cause.

The paper reveals the differences between inspiration and motivation, being a leader and merely being a boss.

The purpose of this paper is to explore what it means to be a library leader in the future.

The paper begins with an exploration of the intelligences library leaders need to pursue their work and their lives. It then assesses the understanding of those intelligences and their relative values. Finally, the paper attempts to bring the threads together.

Building the bridge across the chasm from one form of library service to another will require many intelligences, perspectives and different skills if it is to happen.

The paper advocates a robust approach to the future, with managers re‐examining their own values, their ability to listen, keep an open mind, think heretical thoughts and think the unthinkable.

The purpose of this paper is to contrast the marketing strategies of the New England Australia wine‐producing region with those of the Languedoc‐Roussillon region in France. While the two regions occupy similar market positions, they nonetheless reveal diametrically opposed marketing strategies. Against the background of this comparative discussion, the paper proposes methods to enhance the development of the New England Australia wine region so that it becomes a more complete example of successful rural restructuring.

This paper uses a comparative, political economy approach to explore the marketing strategies of the New England Australia wine‐producing region, and the Languedoc‐Roussillon region in France. In particular, following the work of Garcea‐Parpet, the paper seeks to demonstrate that markets are most usefully viewed as social and political/legal constructs, as well as economic exchanges, and that focussing on the former elements is a fruitful way to proceed, both in terms of analysis and policy prescription for the industry.

Comparison with the Languedoc‐Roussillon region in France generates future potential opportunities for New England Australia. A number of issues are discussed with respect to the organisation of the industry and its representation, particularly focusing on leadership and the extent to which leadership was both a catalyst for change and a driver of continued success in the case of Languedoc‐Roussillon.

This paper represents the first exploration of the impact of regional status for the New England Australia wine region and the first comparative analysis of the region with Languedoc‐Roussillon.

How do heretical social movements build and negotiate their collective identities? This chapter tackles this question by examining the case of an emerging social movement, the left-wing Islamists in contemporary Turkey, that cuts across the durable divide between Turkey’s left and Islam. Drawing on four months of fieldwork in Turkey, I argue that, in addition to activating the typical “us versus them” dynamic of contentious politics, the left-wing Islamists also rely on blurring the social and symbolic boundaries that govern political divides in the course of building their collective identities. Their social boundary blurring includes facilitating otherwise unlikely face-to-face conversations and mutual ties between leftists and Islamists and spearheading alliances on common grounds including anti-imperialism and labor. Their symbolic boundary blurring includes performing a synthesis of Islamist and leftist repertoires of contention and reframing Islamic discourse with a strong emphasis on social justice and oppositional fervor. The case of Turkey’s left-wing Islamists illuminates the process of boundary blurring as a key dimension of collective identity and alliance formation across divides.

This essay reflects a profound sense of frustration with the concept of leadership and the enormous and every increasing body of research and pontification about it. Given the ongoing failure to define leadership as a coherent construct, it aims to argue that continuing along this omni‐directional path is not likely to produce anything truly useful for those who study, teach about or work in organizations; rather, abandoning the concept altogether and emphasizing a focus on improving decision making in organizations may prove more fruitful.

Looks at different concepts of leadership and the enormous and ever‐increasing body of research and pontification about it.

In the end, however, the author believes that we are mostly left with endless discussions and perspectives of a word that simply sounds better. We seem to remain intent on calling almost everything leadership – but, if everything is leadership, then logically nothing is leadership.

This review is a useful source of information for anyone interested in the concept of leadership.