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Contrasting the Madisonian model of democracy with Westminster style arrangements, this chapter examines how American political scientists and policymakers expressed second thoughts about the constitutional settlement of 1787 and looked towards the British political system for possible reforms to their own. In particular, it details the arguments offered by Thomas Finletter, James MacGregor Burns, and others, from the 1940s through to the early 1960s that the United States might adopt certain features of the Westminster model. The chapter analyzes their proposals and the – essentially negative – reception that they received. It concludes by addressing the failure of these proposals and the endurance of fragmented government within the United States.

The objective of the present study is to compare the Personal Leadership Resources (PLR) of primary school principals in Spain and Portugal, before and during the COVID-19 pandemic.

A quantitative methodology was used to analyze the data obtained from a questionnaire that measured the PLR of a sample of 308 principals from both countries (Portugal and Spain).

The results showed that the education leaders utilized their PLR with less intensity in a health emergency. Also, it was shown that the PLR related to the need to know effective practices, the efficiency in problem-solving, and the management of one’s emotions were crucial in moments of crisis. It is essential to identify the PLR utilized in moments of crisis to influence the training of education leaders to manage future emergencies efficiently.

This is the first study comparing the PLR developed by school principals in Catalonia (Spain) and Portugal before and during the pandemic.

The study aims to empirically examine the effect of board industry expertise on environmental, social and governance (ESG) strategy, and the mediating role of environmental innovation.

Using an unbalanced sample of 341 publicly traded Italian non-financial firms and data collected from multiple sources over the period 2017–2021, this study applies single-mediator models via ordinary least squares regressions.

Results indicate that directors’ industry expertise improves the corporate orientation toward sustainability strategy that is reflected in ESG objectives. This effect is partly mediated by a greater level of environmental innovation.

The article suggests regulators to promote eco-innovation-friendly investment initiatives due to their value in advancing corporate sustainability strategies.

The research fills a gap in the literature that has never explored the effect of board industry expertise on sustainability-related outcomes. Moreover, it advances the debate on the implications of board human capital by assessing its influence on ESG strategy and environmental innovation.

This study aims to examine the efficacy of municipal leaders’ leadership competencies in transforming local government in South Africa. Specifically, it focuses on identifying core competencies and obstacles that influence successful governance outcomes.

The research employed a mixed-methods approach. Qualitative focus group interviews were conducted with n = 50 municipal leaders, stakeholders and experts. Additionally, an online survey was administered to N = 121 municipal leaders. The sample was drawn from eight local municipalities across South Africa, including Emfuleni Municipality, Ehlanzeni Municipality, Mbombela Municipality, Bushbuckridge Municipality, Msunduzi Municipality, Okahlamba Municipality, the City of Johannesburg and Tshwane MunicipalityNelson Mandela, Matlosana, Emfuleni, Ehlanzeni, Mbombela, Bushbuckridge, Msunduzi, Okahlamba, Mbombela Local Municipalities, the City of Johannesburg. Data analysis encompassed thematic coding and statistical analysis.

The findings suggest that the practical application of core competencies by municipal leaders is crucial for navigating complex challenges, fostering innovation and improving organizational culture and employee morale within local government agencies.

Research limitations include sample bias, reliance on self-reported data, contextual specificity to South Africa, potential for subjective interpretation and lack of long-term impact assessment.

Understanding the key competencies required for effective municipal leadership can inform training and development programmes for current and aspiring leaders. Practical application of these competencies can enhance governance outcomes, foster innovation and improve employee morale.

Effective municipal leadership can contribute to social cohesion and service delivery, thus impacting the lives of citizens positively. By empowering employees and engaging stakeholders, municipal leaders can drive enduring outcomes and contribute to the overall well-being of communities.

This study fills a gap in existing research by examining the efficacy of leadership competencies within the context of South African municipal leadership. By identifying core competencies and obstacles, it provides valuable insights for improving governance and service delivery at the local government level.

Lived mental health experience (LMHE) is a term describing the direct impact of a mental health problem or being a mental health carer. This study aims to qualitatively explore how UK-based trainee clinical psychologists with LMHE navigate doctoral training.

Trainee clinical psychologists (TCPs; N = 12) who self-reported LMHE completed a semi-structured interview which was analysed using constructivist grounded theory (CGT).

The end model had six main categories: the pressured system; narratives about LMHE within the profession; developing trainee identity and sense of self; disclosing LMHE within the professional context; building safe, balanced and reciprocal relationships with other professionals; drawing upon LMHE within clinical practice. The end model is visually depicted as an hourglass to represent receiving and internalising external information which influences identity development and bidirectionally filters outwards to shape interactions and relationships.

Findings have implications for TCPs, course centres and using trusts.

To the best of the authors’ knowledge, this is the first CGT study to qualitatively explore how TCPs with LMHE navigate the holistic trajectory of doctoral clinical psychology training.

The purpose of this study was to explore the competencies required for digital leaders and understand how public tertiary and higher education institutions are conceiving the concept through their curriculum and instruction.

Five in-depth qualitative interviews that used grounded theory were employed, and a constant comparison approach to data analysis was used.

There was consensus among the majority of interviewees for the competencies required for digital leaders but differing opinions on the methods to provide instruction.

This study suggests that technical skills are less relevant than an open mindset, willingness to try and ability to employ new ways of thinking into a workforce culture. Data also revealed that the particular leadership style used should be based on the context of the organization and the boundaries that exist within the culture.

This study adds valuable insights into the concept of digital leadership and how public tertiary and higher education institutions are providing instruction on the topic.

Extant research supports the importance of dynamic managerial capabilities in capturing managers’ individual roles in organisations’ adjustments to change. This paper develops a multidimensional scale for measuring dynamic managerial capabilities consisting of sensing, seizing and reconfiguration capacities that mediate between managers’ affective states and their firms’ performance.

The scale is validated in a survey-based study among 204 managers in companies in the United States of America (USA). We applied a multiple regression model (a triple mediation) using each of DMCs’ three dimensions to test the effects of managers’ affective states on their firms’ performance.

The multidimensional construct of DMCs adds about 15 % of variance explained to a firm’s performance, as perceived by its managers. So managers’ affective states do have an impact on DMCs and, later, on their firms’ performance.

We show the impact of negative and positive affect on DMCs. We also show that DMCs’ three dimensions should be treated in a formative manner that advances discussion on DMCs and their role in a firm’s performance.

Understanding managers’ affective states helps incorporate “hot cognition” into firms’ strategising processes. Although both positive and negative emotions can be helpful, depending on the situation, positive affect is generally more valuable than negative affect as it relates to a firm’s performance.

Our work proposes measuring DMCs based on Teece’s (2007) disaggregation of DMCs into sensing, seizing and reconfiguration capacities. We approach each of these dimensions separately and show that managers’ affective states influence each dimension differently.

The purpose of this paper is to investigate the influence of transformational leadership and transactional leadership styles on the retention of public librarians in Gauteng Province in South Africa.

This quantitative study used a survey research design to target a population of 394 librarians in municipal libraries in Gauteng Province, South Africa. A proportional stratified sampling was used to target a total of 191 respondents. A total of 120 respondents completed and returned the survey, resulting in a response rate of 62.2%. Data were analysed using the Statistical Package for the Social Sciences (SPSS) version 28.

The findings reveal that transformational and transactional leadership styles have a positive impact on librarian retention. In addition, transformational leadership style is observed to have more impact on employee retention compared to transactional leadership practice.

The results could be used as the basis for avoiding significant spending on ineffective leadership programmes and unprofitable directions to retain librarians in light of the multitude of leadership models.

To date, there is limited research on the impact of transformational and transactional leadership styles on the retention of public librarians in the context of public libraries in South Africa.

Social innovation (SI) is seen as a cornerstone for addressing the major social and environmental challenges of today’s world.Given that multinational enterprises (MNEs) play a crucial role in contributing to a more sustainable world, this leads us to wonder about the potential of these innovation initiatives in the context of these firms. This systematic literature review aims to explore SI within these firms and suggest future research avenues, as well as highlight the implications of the subject.

Based on the analysis of 46 articles, this paper employs the PRISMA method to conduct a systematic literature review on SI within MNEs.

Drawing from the analysis of the results, this paper observes that SI within MNEs is generally mobilized within the framework of other responsible conceptualizations such as Corporate Social Responsibility (CSR); however, it remains a crucial lever for value creation in MNEs. Additionally, this review asserts that social innovation within MNEs acts as a catalyst for sustainability, social change, institutional effectiveness and knowledge sharing within these firms. Moreover, it illustrates the conditions for the success of this innovation in MNEs, including addressing the instrumental needs of target users, committing to the long term, the ability to shape the environment, maintaining a strong position among stakeholders and adapting new technologies.

This review offers a nuanced exploration of how SI manifests within MNEs, examining its diverse conceptualizations, functions and the conditions necessary for success. Building on this analysis, it highlights key theoretical, practical and policy implications, along with a series of research questions designed to establish a solid foundation for future research.

The current study seeks first to examine the prediction of school functioning in crises during the COVID-19 pandemic by school principals’ self-efficacy; second, to explore the differences in all dimensions of self-efficacy and school functioning during crises in Arab and Jewish schools in Israel and third, to determine which of school principals’ self-efficacy dimensions best predicted school functioning during the COVID-19 crisis.

Data were aggregated at the school level for structural equation modeling (SEM) analysis using AMOS analysis of 103 middle schools across Israel, 53 from Jewish and 50 from Arab society. Participants included 103 school principals (who answered the school principals’ self-efficacy questionnaire) and 1,031 teachers who answered the school functioning during crises questionnaire (477 Jewish teachers and 554 Arab teachers).

The findings showed that the principals’ self-efficacy positively predicted school functioning during the crisis. Among the five self-efficacy dimensions (general management efficacy, leadership efficacy, human relations efficacy, efficacy in managing external relations and pedagogical management efficacy), significant differences were found only in “external relations efficacy,” which was higher for “Arab” school principals; the only dimension that predicted school functioning during crises in both societies was “human relations efficacy.”

The current results emphasize the importance of principals’ self-efficacy in general and specifically caring leadership practices “human relations efficacy” in their relations with the school staff, the students and the parents for effective school coping and functioning during crises in two societies in Israel: Arab and Jewish. Further, no previous studies have explored this correlation.