Despite its popularity, authentic leadership remains enigmatic, with both advantages and disadvantages. The connection between authenticity (an internal process) and leadership (an external influence process) is complex. We introduce a theory that connects these processes through self-regulation, suggesting that authenticity results from managing multiple identities regulated by factors such as active self-identity. Using ironic processes theory, we propose a model that encourages leaders to focus on their active self rather than suppressing misaligned aspects. We present authenticity as a dynamic process, adaptable across individual, relational, and collective levels, with self-identity shifting contextually. This perspective offers insights into developing leader authenticity, addresses the limitations of the authentic leadership approach, and provides a roadmap for future research.

Historically, the higher education curriculum in business degrees has contained little or no Aboriginal and Torres Strait Islander (herein ‘Indigenous’) content. With the increase in awareness at the societal level, Australian university business schools need to change and design the curriculum, so that students graduate with the capability to engage with Indigenous businesses, individuals, and communities while understanding contemporary policy and business including sustainability, Human Resources, supply chain, and governance. First, secondary data from Australian Department of Education, Skills, and Employment were collected on Indigenous and non-Indigenous higher education students is presented to establish the current levels of student’s access and completion rates in management, commerce and business areas. Secondly, focus groups were held to gain the views of educators who have taught Indigenous curriculum in Foundation business and commerce curriculum and share their perceptions of the impact of this on students and themselves. The secondary data presented show the imperative of providing strategies to support and opportunities to Indigenous students and that by embedding Indigenous knowledge students can build awareness and connection leading to short and long term improvements. Information gathered from the research can be used to support the largely positive impact teaching Indigenous curriculum thereby addressing government policies in closing the gap of education and employment.

Scholarly and practitioner interest in authentic leadership has grown at an accelerating rate over the last decade, resulting in a proliferation of publications across diverse social science disciplines. Accompanying this interest has been criticism of authentic leadership theory and the methods used to explore it. We conducted a systematic review of 303 scholarly articles published from 2010 to 2023 to critically assess the conceptual and empirical strengths and limitations of this literature and map the nomological network of the authentic leadership construct. Results indicate that much of the extant research does not follow best practices in terms of research design and analysis. Based on the findings obtained, an agenda for advancing authentic leadership theory and research that embraces a signaling theory perspective is proposed.

This study explores the relationships between group-affect tone, teams’ transactive memory systems (TMSs), and teams’ incremental creativity. Data were collected from 334 team members and 70 team leaders across 70 teams. Results indicate that positive group-affect tone enhances TMS, while negative group-affect tone impedes it. TMS positively impacts team incremental creativity. Additionally, both types of group-affect tone influence incremental creativity through TMS mediation. This research advances TMS theory and group-affect tone, substantiating the affect-cognition model and deepening the understanding of TMS’s role in incremental creativity.

The COVID-19 pandemic in 2020 significantly impacted Australia’s resources sector, particularly mining, oil, and gas industries, posing challenges for operational leaders. This study applied Adaptive Crisis Management Theory (ACMT) to understand how these leaders adapted during the crisis. Through interviews with 32 operational leaders, it was found that their roles evolved as crisis demands changed. Initially, they addressed immediate needs, then shifted focus to remote work facilitation and digital transformation, and finally emphasised recovery, trust, and resilience. These adaptations influenced leaders’ behaviours, highlighting the importance of flexibility in supporting employee wellbeing and organisational continuity during crises.

The neurodiversity movement takes a societal view of individual differences by suggesting that people should be respected and not necessarily medically treated based on personal attributes. This commentary article discusses how human differences in intellectual capacities should be considered as another form of diversity with the requirement for medical intervention needing to be considered in terms of overall social change. As a significant portion of the overall workforce could be considered as people with some form of neurological disability this article analyses how co-creation processes occur meaning neurodiverse individuals should be accepted in society regardless of their differences. This article contributes to societal discussions around managing diversity as in society the socio-demographic categories such as age and gender are well established, but newer categories such as neurodiversity are required.

This study tests the role of the full range leadership model’s leadership styles in employees’ job-stress-related presenteeism (JSRP). Further, the study tests a model that introduces mediating variables in the relationship between absent leaders and JSRP. Employees from four different types of organizations: police (N = 148), public service (N = 479, not-for-profit (N = 96), and construction (N = 214) completed the Multifactor Leadership Questionnaire on their direct supervisor, as well as a self-report measures of JSRP, psychological distress, and work–life balance. Correlations and hierarchical linear regression models showed that laissez-faire leadership had the strongest influence on JSRP for all four organizations. The parallel mediation model results showed that both employee psychological distress and work–life balance partially mediated the relationship between laissez-faire leadership style and employees’ JSRP. These results underscore the importance of looking at absent leaders and how they affect employees negatively.

Charisma, often seen as an innate trait, is now understood as leader signaling grounded in values, symbols, and emotions, suggesting it can be developed through interventions. However, the method for cultivating charisma remains unclear. This study examines nonverbal communication strategies, highlighting the potential of body language, facial expressions, and vocal modulation to enhance charisma. Additionally, we introduce a virtual reality training program focused on these cues and explore the role of audience presence in boosting the intervention’s effectiveness by fostering self-awareness and behavioral adjustments. Results of a controlled randomized experiment with virtual reality-trained participants and online charisma assessors demonstrated significant improvements in observer-rated charisma from pre- to post-training compared to the control group. Moreover, training in front of a virtual audience yielded the expected outcomes. This study sheds light on charisma theory, its potential virtual reality training application, and its implications for leadership development.

Firms are calling their employees back to the office because of concerns about employee productivity, collaboration, and trust. Thus, knowledge about the psychosocial aspects of virtual work environments is now more essential than ever. This study compared the relationships between mutual cognitive trust and employee performance in virtual and face-to-face leader–member dyads. Numerous studies have adopted a unidirectional approach to leader–member trust, exhibiting difficulties related to common method bias. The validity of previous research results comparing trust in face-to-face and virtual leader–member dyads can also be questioned because of other methodological drawbacks. We examined mutual trust and employee performance using different raters. We utilised the multigroup exploratory approach to simultaneously analyse face-to-face and virtual dyads formed by 180 leaders and 561 employees working at a multilatina company. Our results reveal the existence of differences between virtual and face-to-face leader–member dyads vis-à-vis mutual cognitive trust and employee performance relationship.

This study extends the upper echelons literature by shedding light on the role of top management team (TMT) dissimilarity, a specific conceptualization of team diversity. TMTs are typically composed of members from different functional areas who have unique information and values. The perception of the degree to which TMT members view themselves as dissimilar from other team members affects the TMT’s decision-making and, therefore, organizational outcomes. However, research does not address this perspective of TMT diversity. We examine how informational and value dissimilarity among TMT members is associated with incremental and radical innovation capability. We survey top managers from various industries and use partial least squares structural equation modeling analysis to explore the association between TMT dissimilarity and innovation capability empirically. The findings show that informational dissimilarity is positively associated with incremental innovation capability. Value dissimilarity is negatively associated with incremental innovation capability, whereas it is positively associated with radical innovation capability.

Authentic leadership studies are often criticised for the limited use of causally defined research designs. To advance scholarship is this area, this article presents a scoping review on the use of experimental designs to examine causality in authentic leadership. Eleven publications were identified, which presented 16 experiments that met the inclusion criteria. Generally, these experiments tested authentic leadership as an antecedent; were conducted online; used a one-factor design; involved large samples, typically of working adults or residents; involved a manipulation check; involved the use of written vignettes to manipulate levels of authentic leadership; included counterfactual conditions; culminated with outcomes pertaining to followers; and established the causal effects of authentic leadership on the outcome(s) of interest. These findings suggest the value of: written vignettes; multi-method approaches; and online experiments. They also highlight opportunities to advance authentic leadership research through the use of sequential experiments and immersive technologies.

This study investigates the influence of perceived organizational support (POS) on employees’ intentions to recommend their employer or leave the organization. Based on social exchange theory, it explores how POS affects employee well-being and shapes behaviors such as loyalty and advocacy. An online survey gathered data from 604 French employees across various sectors, analyzing variables like POS, positive and negative well-being, and intentions to leave or recommend the employer. Structural equation modeling was used to examine the relationships among these variables and to test the mediating role of well-being. Results show that POS positively influences employee well-being. High POS is associated with improved positive well-being, which decreases the intention to leave and increases the intention to recommend. Similarly, reduced negative well-being linked to high POS lowers the desire to leave and lessens negative effects on recommendation intentions. The study confirms the mediating role of well-being between POS and employee intentions. The study provides new insights into the impact of POS on employee intentions by highlighting the pathways of positive and negative well-being. For human resource practices, strengthening POS is essential to boost employee retention and encourage positive behaviors, thereby enhancing the organization’s reputation and attractiveness.

Leader–member exchange (LMX), a well-researched leadership theory that focuses on the dyadic relationships between leaders and subordinates, is associated with positive subordinates’ outcomes. However, the contexts outside the LMX dyadic relationship might influence those favorable outcomes. In this study, we investigate the cross-level moderating effect of leader’s feelings of violation, as a contextual boundary, on LMX outcomes. Based on social exchange theory, crossover model, and the psychological contract literature, we discuss how the relationship between a subordinate’s perceived LMX and favorable subordinate attitudes and behaviors, such as performance, task-focused citizenship behaviors, and organizational commitment, is reduced when the leader experiences feelings of violation toward the organization. Using a three-wave time-lagged multilevel design with a sample of 226 subordinates and 39 leaders, we find that leader’s feelings of violation mitigate the positive association of perceived LMX on citizenship behavior and commitment but have no effect on performance. Research and practical implications are discussed.

Previous literature generally acknowledged that leader inclusiveness has positive effects on employee voice. However, emerging research and practice commentary highlight the importance of considering the potential dark side of leader inclusiveness on employee voice. This study examines the dual-path mechanism by which leader inclusiveness influences employee voice through perceived autonomy and cognitive dependence and investigates the moderating role of performance-prove goal orientation within this dynamic. Based on data from 286 independent leader–subordinate dyads working in China, we find that leader inclusiveness can promote employee voice by increasing perceived autonomy, and hinder employee voice by increasing cognitive dependence. Furthermore, performance-prove goal orientation weakens the positive indirect effect of leader inclusiveness on voice via perceived autonomy and strengthens the negative indirect effect of leader inclusiveness on voice via cognitive dependence. These findings contribute to a better understanding of how leader inclusiveness affects employee voice behavior through dual pathways and its boundary conditions.

This study explores what kinds of moral potency profiles can be identified among three different samples: Top sports, Leaders, and Followers. Based on the social norm theory, we examine whether and how the experienced strength of ethical organizational culture is associated with the probability to be identified into different moral potency profiles. Based on ratings of 188 top sport representatives, 237 leaders and their 202 followers, a person-centered approach was used to identify three moral potency profiles: morally hesitant, moderate moral potency, and morally confident. A fourth profile was identified based on the followers’ evaluations of their leaders: morally void. Low evaluations of ethical culture increased the likelihood of being classified into the morally hesitant profile. As the followers were somewhat more critical in evaluating their leaders’ moral potency than the leaders themselves, our findings highlight the value of including other-rated indicators when examining moral actions within organizations.

Board of directors (BOD) bring valuable human and relational capital to firms but may act as self-interested agents by design. The purpose of this study is to investigate how the compensation of BOD members in high-technology sectors affects overall firm performance. We tested our specific hypotheses using panel regression methodology on data gathered from the CRSP, Compustat, BoardEx, and ExecuComp databases. Our final sample consisted of 9,127 firm years, and the companies in our sample were all high-tech publicly traded U.S. firms from 1992 to 2019. Our results showed that there is an association between BOD’s pay structure and firm performance (accounting-based return on assets and market-based Tobin’s Q). Our findings demonstrate originality and contribute to the literature since we empirically demonstrate that the level of variable BOD pay has a diminishing effect on return on assets and Tobin’s Q. This study advances our knowledge of executive compensation in the high technology sector.

Drawing on resource-based and agency theories, this study examines the effects of business concentration and ownership structure on business group performance. On the basis of panel data (2004–2018) from the top 100 Taiwanese business groups investing globally, this study finds an S-shaped relationship between business concentration and business group performance with the interaction of advantages and costs at different levels. Performance increases when there is little business concentration, decreases when there is a moderate amount and increases again when there is a high level of business concentration. In addition, this study hypothesizes that ownership structure has a different moderating effect on this relationship. The family business group has a positive moderating effect; however, outsider direct and manager ownership have no significant moderating role. These findings have important theoretical and managerial implications for business groups.

This study provides a holistic approach to the potential drivers of corporate environmental policy. Institutional and/or stakeholder theories are used to explain any influence on this type of policy in situations with different characteristics. Specifically, the analysis considers country-, industry-, and firm-level determinants of an international sample of listed companies. Exploratory factor analysis was first applied to the variables at the country level because their underlying interrelationships were unknown. Using ordered probit models clustered at the firm level, we found that some environmental characteristics of a country and some macro-level variables considered together affect corporate environmental policy, along with pressure from industry peers. Moreover, we observed that companies with better policies for stakeholders, greater board independence, and greater gender diversity tended to develop better environmental policies. This study offers insight into fostering environmental responsibility through policy incentives and effective corporate governance structures.