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This paper is a descriptive case study which seeks to outline how leadership development is being utilised across Queensland Health (Queensland Department of Health, Australia) to achieve improvements in workplace culture and ultimately improvements in clinical care and patient outcomes.

Queensland Health has been implementing a comprehensive organisation‐wide suite of leadership development programs since 2006. This includes a range of specific leadership development programs conducted over a period of time for clinical and non‐clinical staff. It also includes specialist leadership development workshops of shorter duration, online leadership modules, web‐based support, executive coaching and 360‐degree feedback. The programs are based upon experiential learning which engages participants in critical thinking and self‐reflection based upon in‐context experiences relevant to themselves. Ongoing leadership program development has been evidence‐based and identified through 360‐degree feedback outcomes, staff opinion survey outcomes and program evaluation outcomes.

The 360‐degree feedback survey results of participants have improved. This demonstrates that the leadership development programs have impacted positively on participants' workplace behaviour. The culture and climate survey results have improved which demonstrates positive cultural change has taken place. The programs have been evaluated very highly by participants.

This is one of the most comprehensive and innovative leadership development initiatives ever undertaken within the Australian health sector, with over 10,000 participants to date.

When I was young, new students addressed me as “Miss Wheeler”; when I became middle‐aged, “Mrs. Wheeler,” while all around me they called men of all ages “Dr.” and “Professor.” When I was middle‐aged, I involved myself in a civil rights action; the administrator in charge of my department was referred to as “that nice young man,” and I sometimes as “the old bat” — there was a year's difference in our ages. By way of introduction to the topic of aging and females, here are four concepts to consider:

The adoption of the design thinking approach (DTA) within organizations is crucial for generating creative and innovative solutions to complex business and societal problems. However, the integration of DTA into organizational practices is progressing slowly and needs immediate attention. Numerous interrelated and interdependent barriers hinder the integration of DTA into organizational practices. This study aims to identify and categorize barriers to DTA adoption within organizations into cause and effect (C–E) groups.

Barriers to the implementation of DTA were identified through a comprehensive literature review and semi-structured interviews with eight professionals to gather insights into real world barriers. The study follows the resource-based view (RBV) theory to identify the barriers. Following this, the decision making trial and evaluation laboratory (DEMATEL) method was applied to categorize the barriers into C–E groups.

The study identifies 18 barriers to DTA adoption within organizations in the Indian context. The results revealed that the most prominent barrier to the DTA implementation within organizations is the misfit with existing processes and structures, followed by weak organizational culture and difficulties in implementing the idea. Our findings suggest that managers should champion the adoption process. This will help in motivating employees and fostering a culture of design thinking in the organization. Organizations need an open mindset and should give employees more opportunities to experiment. There is an immediate need for measures that enable better collaboration between business organizations and educational institutions, including universities, to promote DTA.

The findings of the study will help the organizations and decision-makers in expediting the adoption of DTA within their organizations. The results categorize the barriers into C–E groups, allowing organizations to take appropriate measures to address the cause group barriers and minimize the impact of the effect group barriers.

This study is the first of its kind to utilize the RBV theory in identifying and classifying barriers to DTA adoption within Indian organizations. However, the findings are also applicable to other countries with similar business environments.

President Bill Clinton has had many opponents and enemies, most of whom come from the political right wing. Clinton supporters contend that these opponents, throughout the Clinton presidency, systematically have sought to undermine this president with the goal of bringing down his presidency and running him out of office; and that they have sought non‐electoral means to remove him from office, including Travelgate, the death of Deputy White House Counsel Vincent Foster, the Filegate controversy, and the Monica Lewinsky matter. This bibliography identifies these and other means by presenting citations about these individuals and organizations that have opposed Clinton. The bibliography is divided into five sections: General; “The conspiracy stream of conspiracy commerce”, a White House‐produced “report” presenting its view of a right‐wing conspiracy against the Clinton presidency; Funding; Conservative organizations; and Publishing/media. Many of the annotations note the links among these key players.

To explore human resource (HR) practitioner perspectives of the effectiveness, challenges, and aspirations of the performance management (PM) system to inform future directions for PM design and success.

Interviews with 53 HR practitioners from a cross-section of organisations operating in the United Kingdom, Canada and New Zealand.

Practitioner's discussed the criticality of effective conversations across all elements of the PM system. Using an interpretive approach, and through a lens of social exchange theory (SET), we used their voice to develop a conversations-based PM model. This model centres on effective performance conversations through the design and implementation of the PM system. It includes four enablers and five environmental elements. The enablers (aligned goals, frequent feedback, skills development, and formality) depend on skilled interactions and conversations, and the organisational environmental elements (design, development function, buy-in, culture, and linkage to other systems) are enhanced when effective conversations take place.

Practitioners can use the conversations model to help shape the way they design and implement PM systems, that place emphasis on upskilling participants to engage in both formal and informal honest conversations to build competency in the enablers and assess organisational readiness in terms of the environmental elements.

By listening to the under-utilised voice of the HR practitioner, and through a lens of SET, we developed a PM model which emphasises reciprocity and relationship building as key tenets of the PM system. While past research recognises the importance of effective conversations for PM implementation, it has largely silent been about the role of conversations in system design. Our model centres these conversations, presenting enablers and environmental elements to facilitate their core position within effective PM.

We present a critical literature review debating Brazilian research on social and environmental accounting (SEA). The aim of this study is to understand the role of politics in the construction of hegemonies in SEA research in Brazil. In particular, we examine the role of hegemony in relation to the co-option of SEA literature and sustainability in the Brazilian context by the logic of development for economic growth in emerging economies. The methodological approach adopts a post-structural perspective that reflects Laclau and Mouffe’s discourse theory. The study employs a hermeneutical, rhetorical approach to understand and classify 352 Brazilian research articles on SEA. We employ Brown and Fraser’s (2006) categorizations of SEA literature to help in our analysis: the business case, the stakeholder–accountability approach, and the critical case. We argue that the business case is prominent in Brazilian studies. Second-stage analysis suggests that the major themes under discussion include measurement, consulting, and descriptive approach. We argue that these themes illustrate the degree of influence of the hegemonic politics relevant to emerging economics, as these themes predominantly concern economic growth and a capitalist context. This paper discusses trends and practices in the Brazilian literature on SEA and argues that the focus means that SEA avoids critical debates of the role of capitalist logics in an emerging economy concerning sustainability. We urge the Brazilian academy to understand the implications of its reifying agenda and engage, counter-hegemonically, in a social and political agenda beyond the hegemonic support of a particular set of capitalist interests.

This paper aims to evaluate the links between health importance, mindfulness aspects and positive mental health outcomes in consumers. It uses both symmetric and asymmetric methods to study these complex relationships.

A structured questionnaire was distributed to obtain data from consumers, and 721 completed the questionnaire considering our research objectives. Structural Equation Modelling (SEM) was used to analyse the links between the constructs, whereas Fuzzy Set Qualitative Comparative Analysis (fsQCA) was used to find sets of conditions associated with beneficial mental health outcomes.

The study found substantial positive correlations between health importance and all aspects of mindfulness, including attention to one’s body, environment and emotions. Furthermore, attention to one’s body is identified as a strong predictor of positive mental health, highlighting the relevance of bodily awareness in promoting well-being. However, causal asymmetry is evident, implying that diverse combinations of causes result in higher or lower levels of positive mental health.

While the study sheds light on the relationship between health importance, mindfulness and healthy mental health, it is not without limits. The survey-based methodology of the research may create biases, and the sample is predominantly made up of customers, limiting the generalisability of the results. Future study could investigate these correlations in more diverse groups, using longitudinal designs to gain a better grasp of causality.

The findings have practical implications for programmes designed to promote positive mental health. Individuals’ well-being and resilience can be improved by emphasising the value of health and fostering mindfulness activities. Targeted therapies can use these findings to create successful strategies for improving mental health outcomes.

This study fills a gap in the literature by adopting a holistic approach to examine the interplay between health importance, mindfulness and positive mental health. Unlike prior research focusing on isolated mindfulness aspects or singular methods, it uniquely integrates symmetric and asymmetric analyses. This approach reveals novel pathways and causal configurations contributing to well-being. Highlighting mindfulness’s mediating role and multidimensional nature, the study offers actionable insights that bridge theory and practice, advancing mental health promotion and guiding more comprehensive interventions.

This paper aims to examine the personal and organisational factors that affected public sector managers' participation in leadership training programmes and their ability to transfer learning to their workplace.

In‐depth interviews were conducted with five Canadian and five Northern Irish managers who participated in one‐day leadership training programmes.

The uncertain environment throughout the public sector was the greatest inhibitor to training participation and transfer. However, other training characteristics and training design features were also noted (e.g. motivation, trainer influence).

Public sector organisations must take concrete steps to address current environmental challenges to fully benefit from leadership training programmes. The paper highlights pre‐, during, and post‐training strategies that can be implemented.

The findings illustrate that leaders in both public sector jurisdictions face similar issues and these have been exacerbated by the current turbulent climate. The authors suggest that to maximise return on training investment the public sector must create an environment supportive of training participation and transfer and suggest recommendations to help organisations in the future. These findings were facilitated by the use of qualitative training evaluation methods, not traditionally used in training transfer research.