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This paper examines the relationship between the reference group, influences of parents, teachers and peers, and the vocational aspirations of secondary school students, taking account of differences in sex, social class, mental ability and home environment. It uses a sample of 704 student, of ages 16 and 17 years, drawn from four metropolitan senior high schools in Western Australia. Regression analysis indicates that approximately two‐thirds of the variance in boys' vocational aspirations, and half the variance in girls' vocational aspirations, is accounted for by a model which uses as predictors social class, mental ability, home environment, teacher and parent expectations and peer aspirations. Further analysis, using step‐wise techniques, shows that the influences of parents and teachers—in that order—are most important, as intervening variables, between the contextual variables of social class, mental ability and home environment, and the dependent variable of aspirations.

This chapter proposes a conceptualization of joyful leadership as a unique leadership style and identifies a future research agenda to further explore the concept. While the concept of joyful leadership appears repeatedly in the nonacademic literature, including in blogs, vlogs, and podcasts, there is limited reference to joyful leadership in the academic literature highlighting a lack of academic rigor around the concept. Joyful leadership is proposed as a unique leadership style with specific patterns of behavior demonstrated by the leader. This research draws on understandings of emotion, positive affect, and leadership in the academic literature to develop a conceptualization of joyful leadership.

The proposed conceptualization is based on an extensive literature review drawing from both the leadership field and the study of emotions including various theoretical perspectives from these diverse fields.

Based on discrete emotion theory a conceptualization of joyful leadership as a unique leadership style is presented, identifying key patterns of behavior associated with joyful leadership including discrete autonomic patterns, actions, nonverbal signals, and identified feelings.

This research outlines a conceptual model to provide an understanding of the concept of joyful leadership as a unique leadership style. It draws on the current study of emotion, positive affect, and leadership and more specifically examines the concept of joyful leadership aligned to discrete emotion theory. This particular theory of emotion, when examined in relation to leadership, provides a basis for the concept of joyful leadership as a leadership style and the basis for its proposed characteristics and outcomes.

A new form of learning space has emerged across the world, marking a shift from Do-It-Yourself to Do-It-Together. This space, generically known as a makerspace, is located in accessible and affordable venues, both within communities and serving communities. It offers a resource that allows people to discover their latent capabilities through exploration, experimentation and iteration, alongside the knowledge openly shared by those around them. The underlying rationale is found in the work of John Dewey, notably Democracy and Education (D&E, 1916). This chapter examines this newer form of space to gain insight into what it implies for learning and education. It commences with a reflection of salient aspects of Dewey’s D&E (1916) and how this informs understanding on what is desirable in a learning space. This is followed by a reflection upon research on makerspaces to establish how they can be conceptualized. A case study provides rich insights into characteristics, ethos and practices, while acknowledging that each space is unique and not representative of them all. Nevertheless, it foregrounds the essence of what defines a makerspace. The chapter closes with discussion of the implications and what may be concluded.

Whatever has transpired between the publication of Dewey’s D&E (1916) and the present, his vision of the empowered individual clearly manifests in the makerspace. It allows individuals to break free from the limitations of the formal educational system and, as part of a social learning community, discover their potential in new, natural, non-linear and often unexpected ways. Further, and perhaps only just beginning to be understood, is its wider potential to ignite alternative approaches on how to contribute to society and catalysing new directions for the future of work. With increasing research insights alongside broadened awareness of the possibilities, individuals can gain the capability to design and build for their future – that is only limited by their capacity to imagine it.

Unlike other purchases of information technology that have failed to deliver measurable improvements in corporate performance, enterprise‐wide information systems in the manufacturing industry have immediate and positive impact on the bottom line. The transition from strategic alignment as the basis for IT investment, to redesigned business processes as the critical elements of organizational strategic planning to which IT investments must be targeted, to the integration of these processes into enterprise‐wide systems, to e‐commerce is examined. With supply chain collaboration, information systems have exited corporate boundaries.

We evaluate the use of metaphors in academic literature on women in academia. Utilizing the work of Husu (2001) and the concept of intersectionality, we explore the ways in which notions of structure and/or agency are reflected in metaphors and the consequences of this.

The research comprised an analysis of 113 articles on women in academia and a subanalysis of 17 articles on women in Political Science published in academic journals between 2004 and 2013.

In the case of metaphors about academic institutions, the most popular metaphors are the glass ceiling, the leaky pipeline, and the old boys’ network, and, in the case of metaphors about women academics, strangers/outsiders and mothers/housekeepers.

Usage of metaphors in the literature analyzed suggests that the literature often now works with a more nuanced conception of the structure/agency problematic than at the time Husu was writing: instead of focusing on either structures or agents in isolation, the literature has begun to look more critically at the interplay between them, although this may not be replicated at a disciplinary level.

We highlight the potential benefits of interdependent metaphors which are able to reflect more fully the structurally situated nature of (female) agency. These metaphors, while recognizing the (multiple and intersecting) structural constraints that women may face both within and outwith the academy, are able to capture more fully the different forms female power and agency can take. Consequently, they contribute both to the politicization of problems that female academics may face and to the stimulation of collective responses for a fairer and better academy.

This issue is a selected bibliography covering the subject of leadership.

The Q method is an inherently mixed-method approach suitable for tackling issues regarding theory, conceptualization and operationalization in the social sciences. Nevertheless, the application of this method in organizational behavior (OB) studies is still limited. This paper aims to delineate to what extent, regarding what topics, and in what ways the Q method has been applied in OB studies. Moreover, it aims to systematically explore the strengths and weaknesses of this method for the OB field.

We present a systematic literature review of 47 studies employing the Q method in OB research.

There is an upward trend in the application of Q in OB research. The studies in our sample address the following OB topics: Human resource management (HRM) (14), leadership (10), group decision-making (6), collaboration (4), culture (9) and organizational change and development (4). We describe how Q is used in a wide variety of ways.

This study shows how performance-oriented organizations can benefit from the Q method as a managerial diagnostic and intervention tool in organizational change and development and in human resources management.

To the best of the authors’ knowledge, this is the first systematic literature review on the Q method that spans the field of organizational behavior across topics and research levels, including the individual, team and organizational levels.