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In this chapter Suzanne Ross draws on her experience previously as a talent manager and now as a leadership consultant, Executive Coach and Senior Lecturer in Executive Education, and applies her research on leadership derailment to talent management. As organizations continue to invest in leadership development, research suggests up to 50 per cent of leaders derail or fail in their role. The derailment literature is, to-date, disconnected from TM although central to the definition of leadership derailment is that derailed leaders were previously successful and had potential. The chapter explores the concept of derailment, how it is defined, its scale and scope and some of the causes of derailment including a lack of organizational support during leadership transitions. The notion of the ‘accidental manager’ is used to provide an example of where literature on TM and derailment converge as a key derailer characteristic is having an overly functional orientation. This maps to the accidental manager concept and to the challenges that TM practitioners face in developing career pathways for expert/specialists beyond managerial roles. Suzanne argues that talent identification should take more account of derailment characteristics and suggests there may be gender differences in how these are perceived and in the consequences that arise when they are present. The chapter contributes to a greater understanding of how the concept of derailment can be integrated within talent management research and practice.

The purpose of this paper is to understand the limitations of popular approaches to defining talent, where definitions are focused on determining specific attributes that differentiate someone as talent. It is suggested that rather than focus solely on definitions of talent, considering talent and success as distinct and separate enables a more holistic approach to engaging talent and enabling its potential.

The paper presents a definition of talent which remains a core premise by which organizations seek to define their talent and considers the inherent flaws in this premise. It draws on literature, early doctoral research and practitioner experience in international talent management to debate the merits for talent management practitioners of focusing on talent differentiation based on complex and ambiguous definitions of talent.

As definitions of talent are complex, ambiguous and incomplete, there can never be a “one size fits all”. Understanding this ambiguity enables organizations to identify possible flaws in their approach to defining talent. Considering the distinct and separate notions of talent and success empowers organizations to ask more relevant questions around how employees are encouraged to leverage the talents they do have into success.

Most talent management processes are driven by the need to define and identify characteristics which indicate greater ability when compared to others. This is still the focus of much talent management literature. This paper encourages organizations to instead focus on how individuals can use the talents they have to be successful personally and in a way that is aligned to the organization.

The purpose of this paper is to propose the value of more widely incorporating derailment factors into talent management practices in order to effectively develop and engage talent.

The paper considers various approaches to understanding derailment in the context of leadership talent. It draws on a combination of literature, early doctoral research and practitioner experience in talent management and leadership development, to present a viewpoint on the merits for talent management practitioners of using an understanding of derailment to broaden talent development practices.

It is suggested that by understanding the nature of derailment and incorporating this understanding into talent management practices, a more balanced and robust approach to talent development is achieved. Only focussing on core talents without identifying potential derailment tendencies and creating strategies at either the individual or organisational level to mitigate these, can leave leaders vulnerable to derailment as they advance their leadership careers.

Prevalent within organisational talent management practices is a single minded focus on definitions of talent, without considering aspects of derailment as a matter of course. This paper encourages talent management practitioners to proactively consider aspects of derailment in order to generate a multi‐dimensional approach to understanding talent, therefore more effectively prioritising talent development needs and engagement strategies.

The purpose of this paper is to provide an overview of what the author believes to be his major contributions to the field of Educational Administration.

The approach taken is a personal review and reflection based on research. For purposes of structuring the article three themes have been selected – complexity, development, and being close to and providing an empirical base for policy and practice. In addition, three areas are discussed that the author regrets having not taken further – the relationship between a school and its system from the school's perspective, the role of quality evidence, particularly the provision of valid and reliable surveys for use by practitioners, and public attitudes to education, including re‐examining the purposes of schools and their enactment.

The studies reviewed stress the importance of the interrelationship between the individual, organisational and contextual in effective teaching of educational administration, organisational development in schools, leadership for organisational learning and student outcomes, and successful school principalship. These studies promote a “tinkering towards Utopia”. “Tinkering” in the sense of improvement from the inside out rather than from outside schools and from the top down, and being about small scale and developmental rather than wholesale and/or continuous change. “Utopian” in the sense of focusing on complexity and heterogeneity rather than simplicity and homogeneity in both purposes and processes. “Utopia” is about learning for all, especially through facilitating schools as communities of professional learners. However, there continues to be a need for researchers in the field to provide a stronger empirical base for policy and practice, including providing quality, culturally specific evidence.

While clarity is provided on the links between leadership and student outcomes in schools and areas for further research are identified, the article is limited by its heavy reliance on the author's Australian research findings.

The article has value in that the links are clarified between leadership and a breadth of student outcomes. It broadens what counts for good schooling and school leadership and provides clear evidence for improvements in policy and practice.

The vulnerability of customers to malware attacks through weak supplier links has prompted a need for collaboration as a strategic alternative in improving supply chain cybersecurity (SCC). Current studies overlook the fact that the effectiveness of cybersecurity strategies is dependent on the form of interfirm relationship mechanisms within which supply chain digital assets are embedded. This paper analyses the association between interfirm collaborative cybersecurity management capabilities (ICCMC) and cybersecurity parameters across a supply chain and proposes an agenda for future research.

A systematic literature review (SLR) is conducted, employing text mining software to analyse content extracted from 137 scholarly articles on SCC from January 2013 to January 2022.

The co-occurrence analysis strongly confirms the potential of ICCMC to reinforce SCC. Furthermore, we establish that relational factors could have multiple roles: as antecedents for ICCMC, and as factors that directly affect SCC parameters. The analysis reveals knowledge gaps in SCC theory grounding, including a fragmented and sparse representation of SCC parameters and the potential presence of an omitted variable – SCC – that could improve subsequent testing of causal relationships for theory development.

The paper’s contribution is at the intersection of interfirm collaboration and mandating cybersecurity requirements across a supply chain. Our paper contributes to closing a social-technical gap by introducing social aspects such as the Relational View and the importance of developing ICCMC to reinforce SCC. We offer a method for testing co-occurrences in SLRs, a comprehensive definition of SCC, and a framework with propositions for future research on increasing the effectiveness of collaborative cybersecurity management. We position collaboration as a necessary condition for the transition from cybersecurity of a firm to cybersecurity across a supply chain, and its ecosystem.

Various law and film scholars have noted that the judge occupies the place of a marginal figure in ‘legal cinema’ and in related scholarship. In this chapter I want to engage with the debate about the representation of the judge in film by way of an examination of a South African documentary, ‘Two Moms: A family portrait’ (2004). In the first instance this ‘family portrait’ appears to be neither an obvious candidate for inclusion in the canon of ‘legal cinema’ nor a film with a plotline dominated by a judge. But from this rather unpromising start this chapter explores how a film about an ordinary family made up of extraordinary people is an extraordinary film about law in general and about the figure of the judge in particular.

Women have been at the vanguard of transhistorical resistance against oppressive structures on the African continent. Targets of women’s struggles for social justice include colonial governments, neo-colonial states, transnational corporations and entrenched traditional institutions. These struggles have had a catalytic effect on dynamics of social change in multifarious contexts in Africa. This chapter deploys a select number of case studies to argue that the challenges posed to entrenched structures of oppression have historically put women in the crosshairs of power. Women have also sometimes pursued feminist goals using state machinery. ‘State feminism’, which is widespread on the continent, the chapter argues, enables and disenables women’s emancipation. The chapter reflects on women’s resistance movements in Africa and analyses seven major themes. These are obduracy of patriarchy, social divisions, prevalence of maternalist framing, elite women’s engagement, deferment of women’s issues and tactical divide. The contradictions immanent in women’s social positionality and challenges are explored.