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The chapter tries to highlight the critical importance of values to leadership, and argues that the research design of the ‘social scientific’ mainstream is incommensurable with the language of the scientific discipline that studies values: moral philosophy. The chapter shows that (a) through goals and actions, ethics is a central aspect of leadership and (b) that ethics cannot be reinterpreted as being ‘value-neutral’. Therefore, ‘effective’ leadership must always be connected to a specific value set. After arguing that leadership cannot be meaningfully looked at without reference to virtue ethics, two case studies are used to demonstrate the relationship between the two. By looking at two prominent terrorist leaders, the chapter shows how values are at the heart of their visions and actions. There are at least two practical implications: the study of leadership, and leadership education, must be reconnected with moral philosophy. The chapter connects three hitherto unconnected topics: leadership, (virtue) ethics and terrorism, presenting new insights into especially leadership.

The Food and Drugs Act, 1938—or 1 and 2 Geo. VI. chap. 56—contains an important new provision. This provision is designed to prevent the practice of attaching to the containers of foods or drugs labels bearing misleading or exaggerated statements relating to the contents of the package whereby the purchaser is misled into believing that the food or drug he purchases has merits peculiarly its own, but which in fact it does not possess. In other words, this practice is an attempt on the part of the manufacturer or salesman to deceive the buyer as to the nature, substance and quality of the goods he buys.—It is a matter of additional satisfaction to note that the same section of the Act is also directed against the practice of causing to be inserted in newspapers or similar publications, advertisements making similar false or exaggerated claims for such inferior products. The malpractice referred to is particularly evident when certain proprietary foods and patent medicines are concerned.

Al-Qaeda is conventionally portrayed as a monolithic, hierarchical organization whose activities – coordinated by the network's leader Osama bin Laden – are the source of international terrorism today. Al-Qaeda is considered a radical tendency within the broader Islamist Salafi movement, legitimizing its terrorist operations as a global Islamist jihad against Western civilization. Al-Qaeda's terrorist activity today is considered, “blowback” from long finished CIA and western covert operations in Afghanistan.

The conventional wisdom is demonstrably false. After the Cold War, Western connections with al-Qaeda proliferated around the world, challenging mainstream conceptions of al-Qaeda's identity. Western covert operations and military – intelligence connections in strategic regions show that “al-Qaeda” is a network whose raison d’etre and modus operandi are inextricably embedded in a disturbing conglomerate of international Western diplomatic, financial, military and intelligence policies today. US, British, and Western power routinely manipulates al-Qaeda through a complex network of state-regional and human nodes. Such manipulation extended directly to the 9-11 hijackers, and thus to the events of 9-11 itself.11This paper advances an original argument based partially on research in Ahmed (2005), supplemented here with significant new data and analysis. Also see Ahmed (2002).

The application of the Kanban system in a practical environment is reported. The objective was to determine the optimal number of Kanbans for each component part. The effect of the time interval between replenishment of parts on the amount of work‐in‐process inventory was also investigated. Prior to the implementation of the Kanban system, a computer simulation in GPSS was carried out. The results of the simulation run for different attributes are reported. An analysis of results is presented and the basic philosophy of just‐in‐time production, as well as the Kanban system, is discussed.

Drawing on conservation of resources (COR) theory, this study examined the effect of developmental human resource (HR) practices on employee workplace procrastination and investigated the mediation effect of boredom at work and the moderation effects of exploitative leadership and self-leadership.

Data were collected from 443 employees across companies in China. Hypotheses were tested using hierarchical regression analysis and indirect effect testing via bootstrapping in SPSS and Mplus.

This study found that developmental HR practices were negatively related to employee workplace procrastination and that boredom at work mediated the relationship between developmental HR practices and employee workplace procrastination. Moreover, exploitative leadership strengthened the negative relationship between developmental HR practices and boredom at work, whereas self-leadership weakened the positive relationship between boredom at work and employee workplace procrastination. The indirect relationship between developmental HR practices and employee workplace procrastination through boredom at work was moderated by exploitative leadership and self-leadership.

This study extended the literature on the antecedents of employee workplace procrastination. Moreover, by investigating the mediation effect of boredom at work, this study extended the underlying mechanism by which developmental HR practices affect subsequent employee outcomes. Finally, by testing the moderation effect of exploitative leadership and self-leadership, respectively, this study offered insights into the boundary conditions resultant from developmental HR practices.

This study aims to examine how supervisor bottom-line mentality (BLM) influences subordinate unethical pro-organizational behavior (UPB), considering the mediating role of subordinate moral disengagement and the moderating role of their power-distance orientation.

The theoretical model was tested using two-wave data collected from employees of five firms in southern China.

Subordinate moral disengagement was found to mediate the positive relationship between supervisor BLM and subordinate UPB. Furthermore, for subordinates with high power-distance orientation, the positive relationship between supervisor BLM and subordinate moral disengagement and the indirect positive relationship between supervisor BLM and subordinate UPB were both strengthened.

First, organizations should train their employees to pursue goals ethically based on established standards and policies for acceptable behavior and to punish UPB. Second, organizations should strengthen employees' ethics and reduce their likelihood of moral disengagement. Finally, organizations should create an environment that allows subordinates to question their supervisors’ BLM.

First, the results demonstrate that supervisor BLM is an antecedent of subordinate UPB. Second, the study sheds important new light on how employees respond to supervisor BLM through cognitive processes. Third, it examines the moderating role of subordinate power-distance orientation between supervisor BLM, moral disengagement and UPB.

This study aims to investigate the effect of supervisor bottom-line mentality (SBLM) on subordinate work well-being using self-determination theory. Furthermore, it examines the mediating role of subordinate harmonious work passion (HWP) and obsessive work passion (OWP), as well as the moderating role of subordinate family motivation on the indirect effect of SBLM on subordinate work well-being.

The authors conducted two studies, an experiment and a field study, to test the hypotheses. In Study 1, the authors conducted an experimental study using a sample of 127 undergraduate students to examine how family motivation moderates the relationship between SBLM and subordinate work passion. Concurrently, in Study 2, the authors conducted a time-lagged field study involving 261 corporate employees in China to validate the findings derived from Study 1, as well as test the entire conceptual model.

The authors find in Study 1 that family motivation moderates the effects of SBLM on subordinate HWP and OWP. Nevertheless, Study 2 uncovers a negative association between SBLM and subordinate work well-being, with HWP and OWP mediating this relationship. Besides, family motivation moderates the mediating effect of HWP on the relationship between SBLM and subordinate work well-being.

The main contribution of this study is that the negative effect of SBLM impacts subordinate work well-being, thereby building an accurate and fine-grained knowledge base of the detrimental effects of bottom-line mentality (BLM). Additionally, this study expands the frontiers of knowledge in this area by investigating the mediating mechanisms and boundary conditions of SBLM on subordinate work well-being, effectively addressing a theoretical gap in BLM research.