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The purpose of this study is to discuss the way future workplaces may operate and how careers will be developed under possible extreme scenarios.

We propose a thought-provoking conceptual discussion of the challenges for people’s careers under such scenarios.

We identified four such possible extreme scenarios and elaborated on the theoretical knowledge regarding the essence of each scenario. We discussed their impact on future workplaces in general and on careers in particular. These are (1) highly developed artificial intelligence and other cyber entities; (2) massive immigration due to wars, refugees and other forces; (3) widescale de-globalization; and (4) major global recession.

Employing the career ecosystem and sustainability theories, we identify possible outcomes and implications for theory as well as practice of managing careers under these extreme scenarios. This offers a novel perspective for individuals, organizations and policymakers at national and global levels.

This article provides a historical-comparative conceptual analysis of entrepreneurial leadership and transformational leadership, aiming to critically appraise how the latter has informed the former.

A narrative review methodology and three-stage framework is used to develop the analysis and structure the discussion. The framework consists of the following three stages – concept introduction and elaboration, concept evaluation and augmentation and concept consolidation and accommodation.

The key ‘narrative’ emerging from the review concerns how entrepreneurial leadership as a concept has evolved into a re-iteration of the transformational leadership approach, absorbing the conceptual merits, and more significantly, conceptual flaws of the latter. Notable critiques of transformational leadership theory, namely, a lack of conceptual clarity, over-reliance on quantitative methodologies and the ‘heroic bias,’ can similarly be raised against existing research on entrepreneurial leadership. To redress these issues, the conceptual, methodological and practical implications of the historical-comparative analysis are outlined, which includes avenues for further research – with and without key elements of transformational leadership theory.

The article is the first to discuss the historical evolution of entrepreneurial leadership as a concept in relation to transformational leadership theory, which has been influential in research on the former. In particular, the critical analysis illustrates how the conceptual evolution of entrepreneurial leadership has failed to acknowledge the significant limitations associated with transformational leadership theory, despite considerable application of it.

This research highlights the ongoing concern about organizational productivity and the lack of focus on designing an optimal model. The authors aim to create a comprehensive model for managing organizational productivity, considering its impact on profitability, customer satisfaction, and employee morale. They use qualitative research methods, including Systematic Literature Review and Interpretive Structural Modeling (ISM).

In this research using the qualitative research method of Systematic Literature Review, 57 variables affecting productivity were identified. These variables were placed in 16 layers by using the ISM method, which were classified analytically in four sections: INPUTS, OUTPUTS, OUTCOMES and IMPACTS. By determining the relationship between the sections, the research model was designed.

The potential model for organizational productivity management provides a comprehensive framework addressing critical factors like technology adoption, employee empowerment, organizational culture, and more. It identifies Linkage, Dependent, and independent variables. The lower layers consist of INPUTS such as Technological Tools, Organizational Values, and more. In the highest layer, impactful variables like Enhanced competitiveness, Improved decision-making, and Improved organizational culture are labeled as IMPACTS. Middle layer variables are categorized as OUTPUTS and OUTCOMES.

In this study, the concept of productivity management was redefined for the first time, and a multi-layered model for productivity management was creatively explicated using the structural equation modeling method.