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Trust and culture are common themes in leadership literature and research. The purpose of this paper is it to describe an emergent model of trust-culture leadership from the comments of local government managers in the USA. The environment of local government requires a level of trust between government and citizens. Comments from local government managers suggest trust is also a component of leading public organizations. The elements of the model culled from practical insights serve to both verify and elucidate much of what is found in leadership theory in a local government context.

This research is based on qualitative interviews of practicing local government managers coupled with an analysis of essays on leadership also written by local government managers.

The research indicates eight elements of a model divided into three categories (descriptions of leadership in practice, tools and behaviors, and approaches to followers) that help to both describe and perhaps prescribe the work of trust-culture leadership in a local government context.

While some of what is summarized below is found in leadership literature already, the fact that these elements of leadership are intuitive to local government managers and internalized in their practice is significant. Linking both trust and culture in leadership literature is limited, and linking them both to the practical insights of public managers is even more unique. The findings verify that public leaders at the local level actually engage in leadership of a particular sort, that of trust-culture leadership. It highlights the priority of trust in local government administration. The elements of the model serve to offer public managers specific things to focus on to promote trust-culture leadership and suggest to public leadership scholars specific avenues for further investigation.

The purpose of this paper is to show that time‐based competition (TBC) strategies aligned to logistics and to multicultural awareness can help organisations respond appropriately and more quickly to the different needs and expectations of customers located around the globe. In a globalised market, where organisations are located in many different countries, establishing competitive advantages that result in sustainable leadership has become a goal to be reached.

TBC was studied in furniture companies in Finland, Sweden, Denmark and Brazil by conducting case studies. The research presented here is part of a larger study that focuses on TBC strategies and multiculturalism in the furniture industry.

Data were collected from various furniture companies located in countries targeted in this study in order to gauge the extent to which TBC in a multicultural and logistic‐oriented approach has been taken on board, and how important it seems to be perceived in national contexts.

The paper presents some comparison on logistics management practices between the countries and suggests managerial implication for development and discusses about connection between cultural aspects and time based management.

Companies are increasingly bringing personnel together into teams from different countries, physically and/or electronically, to develop products for multiple or worldwide markets. Called global new product teams (GNPTs), these groups face significant challenges, including cultural diversity. Differing cultural values can lead to conflict, misunderstanding, and inefficient work styles on the one hand, and strong idea generation and creative problem solving on the other. A study was conducted to identify team compositions that would optimize the effects of national culture so that product development outcomes are favorable. This began by developing a theoretical framework describing the impact of national culture on product development tasks. The framework was then translated into several mathematical models using analytical derivations and comparative statics. The models identify the levels and variances of culture values that maximize product development success by simultaneously considering four relevant dimensions of GNPT performance. Next, the utility of these models was tested by means of numerical simulations for a range of team scenarios. Concludes by drawing implications of the findings for managers and researchers.

This instrumental case study (Stake, 1995) explores the benefits experienced by mentor teachers who mentored resident teachers in a year-long residency program.

The study was grounded by the Benefits of Being a Mentor conceptual framework, as defined by Ragins and Scandura (1999). The participating mentor teachers engaged in semi-structured interviews and a focus group. The data were analyzed through inductive and deductive data analysis techniques.

Using inductive and deductive data analysis techniques, three themes emerged on the benefits of being a mentor teacher: (1) extra support in the classroom, (2) professional learning and growth opportunities, and (3) investing in the future of education. The teachers’ perceived benefits were related to the connectedness of their personal and professional growth, the growth of the resident teachers and their students’ learning.

Mentor teachers play a vital role in teacher residency programs, as they are the primary influence on their resident teachers’ pedagogical praxis. In a residency program, mentor teachers support resident teachers’ sustained teaching experience by hosting them for one full academic year in their classrooms; therefore, exploring the benefits they receive from serving in this role is essential.

In this chapter, we will be exploring the role of leadership within small businesses. Leadership is an essential element in the management of any organisation and is even more crucial when it comes to small businesses. In particular, both the structure and the specific stage of development of small businesses determines the need for an evolving style of leadership. Unlike their counterparts at larger organisations, small business leaders usually have a higher level of hands-on involvement across multiple areas of responsibility, including strategic decision-making and financial management, as well as team leadership and motivation.

Some key leadership skills, such as having a clear vision, communicating successfully across all business levels, leading by example and keeping the team engaged, are shared by all enterprises, regardless of size and nature. It is critical for small business leaders to understand that each stage of an organisation’s lifecycle brings with it different opportunities and challenges that should be dealt with by adopting different leadership techniques. A ‘one-size-fits-all’ approach will not work, and could even become detrimental in the long term.

During an organisation’s early days, a leader’s main role is to inspire the individuals they work with by sharing their vision and purpose without the need for formal management processes. In this chapter, we will be exploring the above issues in relation to the role of leadership within small businesses in greater depth.

The purpose of this paper is to outline a conceptual model for the investigation of cultural animosity and its effects on purchasing intentions in the Middle East.

The proposed methodology consists of three well‐known Western (preferably American) franchises being evaluated based on survey research of local Middle Eastern consumers. Data are collected and compared for the three franchises with emphasis implied within the survey on the invasion of Iraq (2003). Respondents are compared based on their individual levels of animosity and how that animosity translates into purchasing intentions.

The paper proposes a direct link between brand perceptions/brand equity and Middle Eastern consumers' purchasing intentions with a moderating influence of cultural animosity and individualism/risk propensity.

In response to an increasingly hostile geopolitical environment, it is important for marketers to assess political animosities in consumer‐brand perceptions and purchase intentions. Deeper investigation of this phenomenon may provide helpful tips for managers to assess the impact of animosity on brand image abroad.

The conceptual framework integrates extant literature on brand perceptions into an emerging market context (i.e. the Middle East). The Middle Eastern consumer market has received surprisingly limited attention by marketing researchers as a whole, and branding researchers in particular. This paper attempts to bridge the gap for future research in the area.

Policies intended to encourage gender equity in the film industry are ramifying and take many forms. This paper uses social network analysis to assess the effectiveness of one popular equity policy, shadowing, a form of mentoring. In shadowing programs, women and gender minorities (WGM) are connected to more experienced members of the industry through attachment to their productions.

We constructed real collaboration networks based on film releases from 2005 to 2020 in three countries and simulated the effects that hypothetical shadowing interventions would have on the distribution of social capital in these networks. We implement different versions of the intervention, including different eligibility criteria for shadows and shadowees as well as isolating the additive effects on participants’ project portfolios.

We find that shadowing is effective in enabling WGM to access the strongest network positions, which are currently disproportionately occupied by men. However, we show that the primary reason that shadowing is effective in doing this is because it provides a second project affiliation to WGM in an industry where it is difficult to get past one’s first project.

Our study contributes to the literature on how mentoring policies affect people’s professional networks as well as scholarship on mentoring as a gender equity policy. We contribute novel evidence to debates about the efficacy of shadowing programs for WGM in the film industry. We suggest that shadowing can be effective as a tool for not only helping individual WGM advance their careers but also for structurally reconfiguring the distribution of power in project-based collaboration networks.