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This paper seeks to explain why measuring the bottom line benefits of leadership development has become increasingly important in an unstable economy, and to highlight ways in which HR professionals can demonstrate the financial impact of leadership development programs alongside other relevant measurements, in line with organisational strategy.

This best practice guide is based on the author's experience, gained over 20 years, of designing, delivering and evaluating wide‐scale leadership development programs for major organisations. It highlights widely used evaluation models and also draws on case study material from a leading specialist insurance company, Hiscox, to highlight the importance of selecting appropriate financial measurements alongside other quantitative and qualitative evaluation methods.

The Hiscox case study element of this paper demonstrates the importance of selecting appropriate measures and viewing bottom line benefits as a critical element of overall leadership development evaluation.

The paper offers practical advice for HR professionals on how to measure effectively the bottom line benefits of leadership development.

The paper draws on recent research to demonstrate why both leadership development and the financial benefits it brings are increasingly important, and offers practical advice to HR professionals that can help raise their profile and ensure ongoing investment in leadership development within their organisations.

AstraZeneca needed to refresh its internal customer relations processes from its outdated paper‐based communication model. Using a centralized delivery model, the company increased its efficiency, improved internal customer service and ultimately, cut costs.

The purpose of this paper is to explain the “whole leadership” approach to engaging the heads, hearts and guts of employees.

The paper draws on research and case study material to demonstrate the importance of engaging employees to achieve organizational goals.

The paper provides useful guidelines for a whole leadership approach and suggestions for how HR professionals can implement learning opportunities to introduce whole leadership skills and behaviors in their organizations.

The paper demonstrates the value of a whole leadership approach in engaging, motivating and inspiring employees, particularly during periods of economic uncertainty, increasing globalization and complexity in organizational life.

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.

Whether it is a need to survive economic crises or an essential part of a global expansion, organizations require effective leaders. How these people's existing or yet‐to‐be‐developed skills are identified and nurtured is a challenge which provokes differing responses.

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.

We discuss the contributions of Jack Katz to the field of criminology with a particular focus on his 1988 book, Seductions of Crime. This book emerged out of a time in American history when criminal justice policy was shaped in part by moral panic over the 1980s’ American crime wave. We argue that SOC’s pragmatic approach to phenomenology owes much to this historical context. The vision outlined in the book represents an ideal foundation on which to build a future criminology in tune with the direction of innovation in the field. In making this case, we review the core contributions of the work from our perspective. We then explore the complicated “politics” of Katz’s argument – defying easy labels of left and right, and discuss the significance of a growing divide between the opinions of lay persons and expert accounts of crime. The modes of inquiry that Katz reawakened with his analysis have many as of yet untapped riches to offer, not only to criminological theory but also to criminal justice reform. In particular, we argue that urgent contemporary trends toward “public criminology,” “convict criminology” both could find, in SOC, an ideal epistemological starting place.

There is growing interest in how hubris bias shapes managerial and entrepreneurial judgments and decisions and, in turn, firm strategy and performance. Based on a 44-years dataset of articles reaching the beginning of 2023, the authors offer a synthesis of hubris research published within business journals.

The authors implement a mixed-method approach offering a content representation of 600 peer-reviewed articles extracted from Scopus. The authors conduct a bibliometric investigation – employing Excel, VOSViewer and Biblioshiny software – and perform a qualitative review.

The analysis unveils four thematic clusters: hubris bias in financial policies (Cluster 1), hubris bias in restructuring deals (Cluster 2), hubris bias in entrepreneurial contexts (Cluster 3) and hubris bias in strategic decision-making (Cluster 4). Moreover, the authors infer that hubris research in business predominantly developed from three disciplinary perspectives – finance, entrepreneurship and strategic management – and progressed with limited interdisciplinary dialogue.

The authors call practitioners' attention to the impact of the hubris bias in forming financial, entrepreneurial and strategic choices. Managers get conscious of the risks of hubristic choices; hence, they implement organizational practices that move forward with unbiased (or less biased) judgments and decisions.

The authors offer an up-to-date and comprehensive view of hubris research in business. Furthermore, the authors provide an integrative framework and a research agenda.

The purpose of this paper is to demonstrate how key strategic decisions are made in practice at a successful FTSE 100 company.

The paper is based on semi‐structured interview with the Chief Executive of BP, Dr Tony Hayward. Dr Hayward has introduced his “Forward Agenda” with the aim of turning BP into a more efficient and simpler organisation to achieve operational efficiency.

The paper sheds light on ingredients of successful transformation, key elements of growth, strategy implementation, and the link between corporate responsibility and strategy.

The paper presents views of a successful chief executive of a FTSE 100 company. It provides an insight on how strategy is made and executed.

The paper bridges the gap between theory and practice. It provides a practical view and demonstrates how a leading chief executive thinks about key strategic issues.

Despite widespread interest in “behavioral strategy,” it is not clear what this term, or its associated academic subfield, is all about. Unless a critical mass of scholars can agree on the meaning of behavioral strategy, and professionally identify with it, this embryonic community may face a marginal existence. We describe three alternative conceptions for the academic subfield of behavioral strategy, along with assessments of the pros and cons of each. The “small tent” version amounts to a direct transposition of the logic of behavioral economics to the field of strategic management, specifically in the style of behavioral decision research. The “midsize tent” view is that behavioral strategy is a commitment to understanding the psychology of strategists. And the “large tent’ view includes consideration of any and all psychological, sociological, and political factors that influence strategic outcomes. We conclude that the midsize tent represents the best path forward, not too narrow and not too broad, allowing rich scope but with coherence. The large tent conception of behavioral strategy, however, is not out of the question and warrants serious consideration.