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The paper explores the potential of Mythodrama as a leadership learning intervention. It suggests that the new leadership capabilities required for future organizational success, can be built with this methodology.

Henry V – Shakespeare's greatest inspirational leader – is used as case study to explain the Mythodrama methodology and some of the lessons that can be learnt about leadership from Henry's story.

Mythodrama is a powerful intervention for learning and rehearsing leadership behaviors. Great leaders have a repertoire of styles and demonstrate judgment about which style is relevant to the context. Authentic leadership requires self‐knowledge, belief and commitment, there is the potential to explore these personal traits through the mythodrama methodology.

Effective leaders are increasingly recognized as one of the most valuable assets of the organization. Hence, truly transforming learning methodologies – those that can touch people personally and deeply – promise to add future value to organizations that employ them.

Introduces and explores the potential of a leadership learning intervention. Explains how the methodology works and describes some of the skills and behaviors leaders can rehearse.

Given the dramatic changes taking place in society, the economy, and technology, 21st-century organizations need to engage in new, more spontaneous, and more innovative ways of managing. I investigate why an increasing number of companies are including artists and artistic processes in their approaches to strategic and day-to-day management and leadership.

This paper aims to review the latest management developments across the globe and pinpoint 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.

The paper finds that being the best company means having the best leaders at the helm. Effective leadership development should therefore be high on any organizational agenda. But that might not be enough. Today's global business environment makes wide ranging demands on leaders to the extent that only training of the highest quality will ensure they measure up to the task. Standing out from the crowd often involves doing things differently. With regard to leadership development, that can involve looking beyond the usual context in order to succeed. Many organizations realize this and some are recognizing the potential of drama to make a valuable contribution to training programs. According to Harvard University professor George P. Baker, “drama is a great revealer of life”. One translation of this in business terms is that it helps highlight the skills and qualities needed to turn ordinary people into great leaders.

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

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.

What was the older daughter's name on Father Knows Best? Who hit the ball that Willy Mays miraculously caught in the 1954 World Series? Who was Goldwater's running mate in 1964? These questions are less than earth‐shattering; in fact they are labeled as ‘trivia.’ But that does not mean that they are unimportant. Ask any librarian who has ever spent a half‐hour cross‐checking lists to find the one performer who won the Oscar, Emmy, Tony, and Grammy.

To celebrate the life and achievements of Felix Geyer by addressing issues of mutual interest, in a light‐hearted and informative fashion.

Adopts a polemical style that encapsulates the conclusions that will appeal to many types and affiliations of reader.

That, on the one hand, Felix Geyer is a cool dude who once smoked cigars and wore a raincoat. That, on the other hand, by walking around with “implants” in his body, and by celebrating/publicising this fact to the mass media, Kevin Warwick raised issues that remind us of the cult of the dandy.

Style, agenda, and range of concerns are unorthodox.

This paper considers the utilisation of theatre as a means of exploring management and organising. It focuses upon Shakespeare’s Henry V and explores the alternative readings, performances and interpretations of this central character. In particular, it considers issues of power, leadership, identity, dissemblance and dissimulation.

The first Research in Labor Economics (RLE) volume was published in 1977. Its founding editor, Ronald Ehrenberg, saw the need for high quality substantive research papers in the labor/human resource area. Each volume was to contain “original contributions comparable (or exceeding) those found in leading journals.” The articles were of three genres: (1) results from ongoing or completed important research endeavors, (2) critical survey articles, and (3) symposia on policy related topics (RLE, Vol. 1, p. vii). In 1995, Solomon Polachek took over as series editor. Beginning in 2007 RLE affiliated with the Institute for the Study of Labor (IZA), an international network of about 1,100 labor economists spanning more than 40 countries. Konstantinos Tatsiramos became the IZA coeditor in 2008 after taking over from Olivier Bargain. Finally in 2011 RLE established an editorial board consisting of Orley C. Ashenfelter, Francine D. Blau, Richard Blundell, David Card, Ronald G. Ehrenberg, Richard B. Freeman, Daniel S. Hamermesh, James J. Heckman, Alan B. Krueger, Edward P. Lazear, Christopher A. Pissarides, and Klaus F. Zimmermann. Two are Nobel Laureates and all are top labor economists.