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Purpose – We aim to elucidate the influence of leaders' emotion expressions on the social distance between leaders and followers in face-to-face and digital communication.

Design/methodology/approach – Literature review

Findings – Following functional theories on emotions, leaders' expressions of socially engaging emotions (e.g., guilt, happiness, gratitude, and compassion) lower social distance. Leaders' expressions of socially disengaging emotions (e.g., anger, contempt, disgust, and pride) increase social distance. In digital communication, we propose that the effect of socially engaging and disengaging emotions depends on the social presence that is provided by the different digital communication media.

Practical implication – Based on our theoretical model, we derive implications for (1) leaders' use of face-to-face communication, (2) the importance of digital communication with high social presence, (3) leaders' use of digital communication as a tool for emotion regulation, and (4) coping strategies when communicating via digital means with low social presence.

The purpose of this study is to explore the relationship between total quality leadership, social capital development and organizational innovativeness in the school environment. While there are research studies focused on the impact of leadership on implementing quality management practices, innovation and organizational performance, the mediating effect of social capital development has not been explored on the influence of the school leaders.

To achieve the purpose of this study, data collected from 158 principals, who participated in the Teaching and Learning International Survey 2018, were analyzed using structural equation modeling.

This study found that total quality learning-oriented school leaders are supportive of developing social capital in their schools, and such social capital development is very useful to improve organizational innovativeness. Interestingly, social capital development has been found to mediate the relationship between total quality learning-oriented school leadership and organizational innovativeness.

This study submits evidence for two major activities that school leaders perform: learning- and control-oriented activities, both being important for improving and measuring quality in the educational sector. This study clearly shows that control-oriented activities lean toward negatively on social capital while learning-oriented activities strongly and positively influence social capital development. From this study, practitioners can be aware and consciously promote social capital development in schools and that social capital development mediates the influence of total quality leadership and innovation in schools.

Schools can be visualized as guarded communities for creating a secure environment for students in support of learning. This research study shows that the combined cognitive capital, structural capital and relational capital mediate the impacts of total quality leadership on innovativeness in schools. Thus, school leaders should first establish a mechanism to develop social capital among their employees to bring up innovative initiatives.

By applying Parameshwar’s (2005) ego-transcendence model to two influential business leaders, the purpose of this paper is to examine how social innovation is promoted by business leaders through spiritual leadership.

The study used research tactics available within a phenomenological framework.

Based on the analysis of the two business leader case studies, several links between spiritual leadership and social innovation were identified. The central role of a higher purpose in enacting spiritual leadership as well as bringing about social innovation was most significant.

Use of secondary data, the inherent weaknesses in analysis based on a single individual’s interpretations and the analysis of only two business leaders were key limitations. A unique overlap was found between Dawson and Daniel’s (2010) social innovation model and Parameshwar’s (2005) ego-transcendence model.

As higher purpose was a key element in enacting spiritual leadership, leaders could look for the seeds of a higher purpose within the challenging circumstances of a situation. By shaping one’s behaviour to a higher purpose-related social cause than merely following rules and procedures or social conventions, leaders are more likely to develop their own personal decision-making style. By highlighting the importance of paying attention to the suffering of others rather one’s own suffering, the study also have implications for reducing the ego-based practices in day to day leadership in organisations.

Ego-transcendence model explains the link between social innovation and spiritual leadership in a non-organisational setting. The current study applies this link to the leadership context in business.

The purpose of this study is to better understand what components impact the creation of organizational leaders’ social capital. The study further seeks to illuminate the effects of participating in a leadership development seminar on the creation of social capital in global contexts.

The data was collected through questionnaires from 540 leaders across 69 countries of a global firm. The hypotheses that were developed from existing literature were tested using regression analysis. Quantitative scales were created by averaging the responses to the pertinent survey items. The reliability of these scales was assessed with Cronbach’s alpha. Factor analysis was performed to assess whether the items from each scale measure distinct constructs.

The results of this research showed effects of three components (interactive opportunities, individual-owned resources and motivational interactivity constraints) on social capital. Specifically, the research substantiated that these components differently impacted advice ties and social relations.

The study showed that firm leaders’ advice ties and social relations were differently impacted by identified components. With this in mind, organizations need to consider how they enhance and maintain the balance between advice ties and social relations among their leaders.

Empirical testing targeting organizational leaders in a global firm helped reveal findings in which variables impact their social capital. Based on the findings, this paper presents a framework that shows the identified components’ impacts on social capital ties and social relations.

This study aims to identify how the personal social capital of opinion leaders contributes to the market adoption of start-up innovations.

A design-oriented case study is undertaken with a start-up company focusing on the development and commercialization of innovations in the veterinary market. Based on a literature review, the authors examine the social capital in value creation and the role of opinion leaders and use qualitative methodology and semi-structured in-depth interviews to collect data.

The adoption of innovations could start with opinion leaders that will later share their experience with other members of the professional community. In turn, social capital allows for creating a collaboration between start-ups and leaders based on a number of specific parameters.

This paper contributes to marketing literature by providing new insights regarding collaboration between start-ups and opinion leaders. The collaboration between opinion leaders and start-ups could be implemented not only in the veterinary industry but also in other industries with minor adaptations. Authors demonstrate how the social capital of external stakeholders may be used as a resource of the company for business development. The main contribution of this study is to demonstrate that social capital could be used as a parameter for the adoption of innovations. The key parameters that allow creating cooperation between start-up and opinion leader have been identified.

The purpose of this paper is to describe a framework for conceptualizing the role of emotional and social skills in effective leadership and management and provides preliminary suggestions for research and for the development of leader emotional and social skills.

The paper generalizes a dyadic communications framework in order to describe the process of emotional and social exchanges between leaders and their followers.

The paper shows how emotional skills and complementary social skills are essential for effective leadership through a literature review and discussion of ongoing research and a research agenda.

Suggestions for the measurement and development of emotional and social skills for leaders and managers are offered.

The work provides a framework for emotional and social skills in order to illustrate their role in leadership and their relationship to emotional and social intelligences. It outlines a research agenda and advances thinking of the role of developable emotional and social skills for managers.

The aim of this research is to explore the behavioral model of Chinese organizational leaders acquiring resources for the development of their organizations under the influence of hierarchically oriented social governance.

The paper compares the differences between Western and Chinese contexts and conducts a grounded multi-case study to explore leadership behavioral model in the Chinese context.

First, the Chinese social governance structure is hierarchically oriented, whereas the Western social governance structure is market oriented. Second, this unique inconformity found in the Chinese organizational leaders as contorted leadership, which refers to the inconsistency between leaders’ cognition and their behavior when acquiring resources for the development of their organizations, is defined. Third, the conflict between leaders’ cognition and behaviors is caused by the social governance mechanism within which leaders are embedded.

The authors have just made a first step to understand contorted leadership in the Chinese context, further researches should pay more attention to exploring the origins, functions and impacts of leaders’ contorted behaviors.

First, leadership is linked with social governance by emphasizing on the core role of social governance in allocating the resources which organizational leaders scramble for. Second, a new kind of leadership –contorted leadership – in the Chinese context that emphasizes on the contradiction between leaders’ cognition and behavior, which deepens the understanding of leadership contextualization, is identified.

The purpose of this paper is to explore the impact of leaders’ attachment orientation and social self-efficacy on the enactment of abusive supervision.

Data were obtained from a sample of leader-subordinate dyads (n=114), and were collected using a Panel Service.

The results show that a Close/Depend attachment orientation was negatively associated with abusive supervision, while an Anxious attachment orientation was positively associated with abusive supervision. Social self-efficacy mediated these relationships.

The results generate a deeper understanding of the etiology of destructive leadership. Applying attachment theory to the study of abusive supervision also offers a new theoretical perspective on potential precursors of this behavior.

The findings suggest organizations might benefit from attempts to alter leaders’ destructive attachment orientations, and by extension, reduce their abusive behavior. It may also be possible to reduce the occurrence of abusive supervision by implementing leadership development initiatives aimed at enhancing leaders’ confidence in their social skills.

By identifying several potential precursors to abusive supervision, this study highlights possible points of intervention to combat a form of leadership that is linked with employee suffering. Thus, the findings can be used to help improve the working lives of those who are affected by this destructive workplace behavior.

Until now, research has not considered leaders’ attachment orientation as an antecedent to abusive supervision, nor has it explored the meditational role of social self-efficacy. The use of leader-follower dyads in this study also helps reduce issues related to social desirability biases and common method variance.

This issue is a selected bibliography covering the subject of leadership.