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Major downsizing efforts are now taking place in multinational business firms in virtually every corner of the world, despite the economic recovery that seems to be occurring in many countries. Those multinational firms that have been turned around most effectively through downsizing activities have based their decision making on a foundation of creative excellence and strategic leadership. The keys to organizational excellence in the downsized workplace centres on four variables – care of customers, constant innovation, committed people, and management leadership. A research study conducted by the authors has focused on leadership strategies followed by managers directing successful downsizing efforts in multinational firms. These strategies are: attention through vision, meaning through communication; trust through positioning; and confidence through respect. Each of these downsizing leadership strategies is discussed with some depth of analysis.

The purpose of this paper is to examine the key contemporary paradigms of management and leadership based upon an evolving linguistic analysis that is rich in the development of these concepts. Following this examination, the justification of the perspective of managerial leadership is put forth as a legitimate combination of these two concepts for usage in the modern global context.

From a European perspective, the paradigms of management and leadership are based upon a rich linguistic heritage that bridges the boundaries of several basic languages. These linguistic bases are examined; and following that, an extensive analysis of the relationship between the functions of management and leadership is presented, and a unique justification of the contemporary perspective of managerial leadership is developed.

In essence, the changes that have typically occurred regarding the paradigms of management and leadership have evolved from linguistic bases that have treated the two conceptual frameworks to be quite similar, and in some contexts virtually interchangeable, to paradigms of understanding that now treat them as being quite distinctive in scope and meaning. This treatise presents an exploration into the conceptual changes that have occurred in the linguistic cross‐cultural meanings of management and leadership, and shows that the distinction between the responsibilities of these two organizational roles, although not universally recognized, does exist in reality.

The basic value of this analysis rests with the examination of the distinct contemporary paradigms of management and leadership, and the case made for managerial leadership as a necessary ingredient for organizational success.

Explores some of the advantages and disadvantages of teamwork, suggesting that in present day companies teamwork is a must for the co‐ordination of departments. Examines four team leadership styles ‐ dictatorial, compromise, integrative teamwork and synergistic teamwork. Outlines the advantages and disadvantages of each. Concludes that synergistic teamwork, wherein the team creates something new and greater than the addition of individual team members’ resources, offers the best percentage outcome.

This study aims to examine the ramifications of corporate environmental, social and governance (ESG) investing in zombie firms and considers how external funding support may moderate this relationship given the sustainable nature of ESG performance, which often incurs costs.

Panel regression analyses used data from China’s A-share listed companies from 2011 to 2019, resulting in a data set comprising 6,054 observations.

Despite firms’ additional financial burdens, corporate ESG investing emerges as a catalyst in resurrecting zombie firms by attracting investor attention. Further analysis underscores the significance of funding support from entities such as the government and banks in alleviating ESG cost pressures and enhancing the efficacy of corporate ESG investing. Notably, the positive impact of corporate ESG investing is most pronounced in non-heavily polluting and non-state-owned firms. The results of classification tests reveal that social (S) and governance (G) investing yield greater efficacy in revitalizing zombie firms compared to environmental (E) investing.

This research enriches the discourse on corporate ESG investing and offers insights for governing zombie firms and shaping government policies.

By extending the domain of ESG research to encompass zombie firms, this paper sheds light on the multifaceted role of corporate ESG investing. Furthermore, this study comprehensively evaluates the influence of external funding support on the positive outcomes of ESG investing, thereby contributing to the resolution of the longstanding debate on the relationship between ESG performance and corporate financial performance, particularly with regard to ESG costs and benefits.