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The study discusses the professionalization of academic leadership in Israel by analyzing and comparing two different training programs: the Hebrew University of Jerusalem’s (HUJI) program and the CHE-Rothschild program. The HUJI program began in 2016 to train the professoriate to take charge of leadership positions alongside a separate program for administrative staff, while the CHE-Rothschild program was launched in 2019 to train academic leaders, both professors and administrators from universities and colleges nationwide. The analysis reveals two “ideal types” of collegiality: While Model A (exemplified by the HUJI program) bifurcates between the professoriate and administrative staff, Model B (exemplified by the CHE-Rothschild program) binds administrative and academic staff members through course composition, pedagogy, and content. The study suggests a pattern of redefinition of collegiality in academia: we find that while academic hierarchies are maintained (between academic faculty and administrative staff and between universities and colleges), collegiality in academia is being redefined as extending beyond the boundaries of the professoriate and emphasizing a partnership approach to collegial ties.

Our study presents insights from an exploratory qualitative case study conducted in three primary and lower secondary schools in Denmark, a country renowned for its collaborative and egalitarian culture, to unravel the complexities of shared instructional leadership.

Interviews with principals, middle leaders, and teachers and document analysis were used to identify themes according to shared and instructional leadership perspectives.

The study yielded three major findings. First, Danish principals structure schools to prioritize student learning outcomes and distribute responsibility to middle leaders and teachers. Second, reflection among teachers and leaders better prepares them for future demands and obligations. Third, collaboration underpins principals’ vision of reflection and professional development.

The research team’s reflection on the data collected can be used to build future strategies to address unpredictable student learning progression and poor-performing teachers.

Together, these findings contribute to the broader understanding of shared instructional leadership and demonstrate how principals face external pressure for accountability and how egalitarian culture influences principals’ practices.

In a society of abundance, complexity, uncertainty and secularisation, consumers seek extreme market offerings. They thereby avoid the grey middle ground and rather seek white or black, or rather utopia or dystopia, in their experiences. This consumer behaviour is coined the Polarity Paradox. The purpose of this paper is to investigate the effect of the Polarity Paradox on travel and tourism and specifically highlight how darker and dystopian type of tourism experiences can add value to the overall tourist experience.

The paper is based on literature and trend report reviews to support the direction of the Polarity Paradox trend and the opportunities it presents to the hospitality and tourism industry.

Travellers do not seek only beauty and happiness when travelling. Examples of the thrilling or dystopian side of the Polarity Paradox clearly illustrate travellers’ emerging needs to look for the extreme. In fact, new travel and hospitality experiences are all about originality and understanding that whether the experience triggers positive or negative emotions matter less in a market where consumers want to be “shaken up”, surprised, taught something or seek a deeper meaning. The difference with the past is that these same thrill seeking tourists, also seek “white” and chilling experiences and that demands a new approach to market segmentation.

Until now, the Polarity Paradox has been described as a general consumer trend. In this paper, the authors are the first to analyse its possible impact on hospitality and tourism and in detail describe that black, dystopian and thrilling experiences can be positive when they trigger emotions and reactions meaningful to the traveller. The authors further show that “playing it safe” will not be the future to build successful hospitality and tourism experiences. The examples explore how the hospitality and tourism industry can add elements of “dystopia” and by doing that actually add value to the overall travel experience.