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Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Anyone who has been an employee for many years, and has worked for several different companies during that time, will know that it's extremely difficult to make sweeping statements about bosses. In a few cases they might have got there through ambition as much as talent, although a judicious combination of the two is more likely, and they are not always people with whom you would want to spend an evening in a bar. But once in situ, leaders' approaches to their role differ too much to make generalizations possible. This all provides fertile ground for experts examining leadership development.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Provides strategic insights and practical thinking that can have a broader social impact.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

The purpose of this article is to discuss the role of transparent leadership in a small family owned hotel, the Wingate Inn, Garden City, New York. The goal is to demonstrate that one can create a more productive, open work place and ultimately more satisfied, loyal guests. The article is written to provide the reader with an every day approach to management from the small business perspective. It is intended to remind the reader that straightforward dealings and common sense can usually provide the best solutions in a constantly changing and challenge filled environment.

The article describes the common sense approach that the author as general manager employs in the development of a transparent workplace. A short series of fundamental management philosophies that find their root in transparency are used to describe his approach to transparent leadership and the resulting benefits. It is further explained through the retelling of an actual situation that developed within the hotel's housekeeping management team, and how he was able to avoid a potentially explosive and costly situation through a direct and open application of these core management disciplines.

The author contends that the promotion of transparent management principles to his associates will result in their exercise of these same principles in their day‐to‐day management of the hotel, their relation with hotel guests, and one another.

The article offers insights into the application of transparency to management of a hotel and achieving excellent results.

The paper aims to considering quality that comes from quality employees taking discretionary efforts, having right perception towards quality, getting satisfied from their contribution. Exploring the relationship of engagement, perception and satisfaction, and mapping the levels and identifying managerial implications for improving the levels.

William Kahn’s employee engagement dimensions, Parasuraman and Zeithaml’s quality dimensions and Harter et al.’s satisfaction dimensions applied and variables framed in health-care context, tested and applied. Survey data collected from randomly selected medical and non-medical employees from south Indian state Tamil Nadu health-care organizations, using structured questionnaire.

Age, experience and roles of the respondents in work have a significant association with the levels. It explores a significant positive relationship of perception, engagement and satisfaction. The study explores an average 28% of employees have high level of engagement, perception (18%) and satisfaction (22%), and the rest fall under moderate and low levels. The roles of the respondents significantly predict the levels.

The study focuses on engagement, perception and satisfaction of employees, not of patients. It registered the responses of trained physicians, nurses and administrative staff. It illustrates human resource strategic importance to improve the levels concerning quality measures.

The presence and practice of individual and organizational humility has the power to enable organizational growth and change. Humility drives behaviors associated with learning and the ability to embrace the value of existing mental models while valuing the insights offered by new perspectives and approaches. This paradox-savvy practice, observed in humble individuals and organizations, allows them to appropriately value what is working about the existing system while simultaneously embracing the need for change. Our research finds humble behaviors emerging within psychologically safe environments that foster an attitude of inquiry, kinship, extraordinary collaboration, and professional excellence. Humble behaviors, at every organizational level, appear to enhance both individual and group capabilities that drive long term strategic advantage. Five capabilities were identified in our research: diverse networks, shared values, flexibility and adaptability, judgment and decision-making, and organizational learning. We bring these concepts to life by synthesizing established and emerging research, as well as diving deeply into an empirical case study that leverages humble practices in order to effectively drive organizational change. We argue that humility can impact organizing at all levels (individuals, leaders, followers, teams, executives, and organizations) and in so doing create the conditions in which sustainable organizational change can flourish.

The purpose of this paper is to explore the benefits of incorporating the tenants of followership into leadership curriculums as a means of increasing employee engagement in the organization’s mission.

Five years ago, the author reported on the impact instruction in followership had in helping a government agency achieve a significant change in workplace culture. This paper provides an update on the agency’s followership instruction, insights on how development of followership skills can enhance organizational agility, collaboration and engagement and strategies for incorporating followership into a leadership development curriculum.

The literature suggests that followers can partner with the leader to advance organizational objectives and enhance outcomes through proactive participation. Evidence from three followership programs suggests that indoctrination in followership principles leads to better understanding of the impact follower contributions play in achieving mission-related goals.

Much of today’s leadership instruction leverages industrial-age concepts on treatment of followers in the workplace. This type of instruction limits leader/manager thinking on how to best leverage the knowledge-age talents resident in the workforce. This paper suggests that followership instruction increases the potential for followers to make meaningful contributions that enhance organizational agility and competitiveness while simultaneously improving leader strategies for engaging followers.

Instruction in the principles of followership is gaining momentum in academia and in the public and private sectors. Yet, the number of resources for teaching the subject is limited. This paper provides insights into the impact of teaching followership, suggestions on structuring a followership curriculum and recommends resources for creating meaningful instruction.

In this paper, the future trends and challenges of financial risk management are considered. First, the historical developments and current status of financial risk management are assessed. Then, key features of the financial industry in the digital economy are discussed. It is argued that the technology innovations, particularly in computing and telecommunication, will continue to have an important influence on the future development of financial risk management. Based the past and present of financial risk management as well as the general trends in the financial industry, some future trends and challenges of financial risk management in the digital economy are discussed. Finally, some implications for financial institutions, corporations and emerging economies are given.

The purpose of this paper is to provide an examination of emotional experiences, particularly how they are situated in the readers’ advisory (RA) literature and the literatures from a variety of outside disciplines in order to create taxonomies of affect from this context.

The approach of this study is twofold. First, this work reviews the literature on affect in Library and Information Science (LIS) and ancillary disciplines in order to understand the definition of affect. Second, using extant taxonomies and resources noted from the literature review, taxonomies are created for three aspects of affect: emotions, tones, and associations.

This paper contextualises and defines affect for the LIS discipline. Further, a result of the work is the creation of three taxonomies through an RA lens by which affective experiences can be classified. The resulting three taxonomies focus on emotion, tone, and associations.

The taxonomies of emotion, tone, and associations can be applied to the practical work of bibliographic description, helping to expand access and organisation through an affective lens. These taxonomies of affect could be used by readers’ advisors to help readers describe their desired reading experiences. As the taxonomies have been constructed from an RA perspective, and can be applied to the RA literature, they could expand the understanding of RA theory, especially that of appeal.

This study furthers the exploration of affect in LIS and provides tangible taxonomies of affect for the LIS discipline in an RA context, which have not been previously produced.