Sakina Dixon, Jera Elizondo Niewoehner-Green, Stacy Smulowitz, Deborah N. Smith, Amy Rutstein-Riley and Trenae M. Thomas
This scoping review aims to examine peer-reviewed literature related to girls’ (age 0–18) and young women’s (age 19–30) leader identity development.
Abstract
Purpose
This scoping review aims to examine peer-reviewed literature related to girls’ (age 0–18) and young women’s (age 19–30) leader identity development.
Design/methodology/approach
This study uses a scoping review. A research librarian was consulted at the start of the project. Two sets of search terms (one for each age group) were identified and then used to find publications via our selected databases. The search results were uploaded to Covidence and evaluated using the determined inclusion and exclusion criteria. The final sample of articles for the review was analyzed using exploratory coding methods.
Findings
From the analysis, four domains were identified that influence girls’ and young women’s leader identity development: relationships, personal characteristics, meaningful engagement and social identities.
Originality/value
To the best of the authors’ knowledge, this is the first study to solely explore girls’ and young women’s leader identity development. The factors and domains identified provide useful guidance for future research and practice. The findings reveal considerations about leader identity that can inform the creation of effective leadership development initiatives for girls early in their lifespan. These interventions could provide girls with a strong leadership foundation that could drastically alter their leadership trajectories in adulthood. Previous research has conveyed the advantages of having more women participate in leadership. Thus, this potential not only benefits girls and women but organizations and society at large.
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Cary Snow, Valencia Gabay, Tamarah Danielle Brownlee and Trenae Thomas
Leaders need diverse talent to leverage organizational success; however, leaders must also develop inclusive working environments that meet the diverse needs of their employees…
Abstract
Leaders need diverse talent to leverage organizational success; however, leaders must also develop inclusive working environments that meet the diverse needs of their employees. This chapter seeks to support organizational leaders in using storytelling to foster a culture of inclusivity and drive inclusive leadership practices throughout their organizations. Dimensions of the inclusive leadership compass (ILC) model (embrace, empower, enable, and embed) are used to highlight organizational areas that are rich with opportunities to facilitate mindset shifts at the individual, team, and system levels. This chapter explores strategies and highlights methods leaders can use to effectively implement the powerful learning and communication technique of storytelling in each of the critical areas of the inclusive leadership model. Starting with self-knowledge, leaders can devise ways to embrace difference and expand their understanding of inclusivity to inspire others to do the same. The authors propose a phenomenological approach to advancing efforts toward an inclusive organization in a way that honors the lived experience of others. This chapter includes methods for developing psychologically safe environments and other storytelling criteria that amplify the power of storytelling in a healthy approach that will be received and reverberate throughout the organization and enhance the benefits of inclusive leadership practices.
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Michelle Davey, Gerard McElwee and Robert Smith
Building on previous work from Frith, McElwee, Smith, Somerville and Fairlie this chapter further explores entrepreneurship as practiced by an entrepreneur (who is also a drug…
Abstract
Purpose
Building on previous work from Frith, McElwee, Smith, Somerville and Fairlie this chapter further explores entrepreneurship as practiced by an entrepreneur (who is also a drug dealer) in a rural, UK, northern, small-town context and how he does ‘strategy’.
Methodology/approach
This research was conducted in a broadly grounded approach using a conversational research methodology (Feldman, 1999). A series of conversations were conducted with a career drug dealer, guided by a very basic agenda-setting question of ‘how do you earn money?’ Emergent themes were explored through further conversation before being compared with literature and triangulated with third party conversations.
Research limitations/implications
Implications for research design, ethics and the conduct of such research are identified and discussed. As a research project this work is protean and as a case study the generalisations that can be made from this piece are necessarily limited. Access to and ethical approval for research directly with illegal entrepreneurs is fraught with difficulty in the risk-averse environment of academia. This limits the data available directly from illegal entrepreneurs. The credibility of data collected from third parties is limited by their peripheral interest in and awareness of entrepreneurship discourse, entrepreneurial life themes and the entrepreneurial dimension to crime, as well as by the structural bias implicit in the fact that many of these third parties deal only with what might be termed the unsuccessful entrepreneurs (i.e., those that got caught!) Findings represent a tentative indication of potential themes for further research.
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Amitabh Anand, Varsha Pratibha Shantakumar, Birgit Muskat, Sanjay Kumar Singh, Jean-Pierre Dumazert and Youssra Riahi
This study aims to explore and synthesize the role of knowledge management (KM) in tourism organizations (including micro, small, medium and large enterprises and destination…
Abstract
Purpose
This study aims to explore and synthesize the role of knowledge management (KM) in tourism organizations (including micro, small, medium and large enterprises and destination management organizations).
Design/methodology/approach
This study adopts systematic review methods to synthesize the role of KM in tourism from 90 journal articles.
Findings
This study identifies the prominent theories adopted to explore the relation and impact of KM in the tourism sector, the geographic distribution of the literature and thorough qualitative synthesis. This study identifies the critical research themes investigated and the outcome of KM applications. Finally, through reviews, this study identifies critical gaps in the literature and offer promising avenues to advance the KM in tourism research.
Originality/value
This is one of the few papers that comprehensively review the role of KM in the tourism industry and offer implications.
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Anchal Luthra, Vikas Arya, Shivani Dixit, Hiran Roy and Pasquale Sasso
Considering the important role of knowledge management in the global growth of world economies, the importance of knowledge management in the tourism industry can hardly be…
Abstract
Purpose
Considering the important role of knowledge management in the global growth of world economies, the importance of knowledge management in the tourism industry can hardly be overestimated. Knowledge management, empowering leadership and innovation can open new research prospects for online travel and tourism, thereby increasing organizational capacity. In this context, this study aims to investigate the relationship between knowledge management practices and transformational leadership, along with the mediating role in this relationship of leadership communication. Knowledge management practices are discussed through the lens of managers’/organizational perspectives working in the online travel and tourism industry.
Design/methodology/approach
Using a descriptive research method, the data were collected from a total of 174 managers/senior executives working in the online travel and tourism sectors. The proposed conceptual framework was evaluated using structural equation modeling through AMOS 21 and Process Macro (SPSS-Plugin).
Findings
The results revealed a significant increase in the adoption of knowledge management practices in the online travel and tourism sector under transformative leadership. The results also highlighted that effective communication is a vital contributor and significant complementary mediator in the relationship between transformative leadership and knowledge management practices.
Practical implications
The results of this study suggest that transformational leaders, who are equipped with the “high touch” nature of leadership and the “high tech” aspect of the contemporary workplace, are the best fit to manage online travel and tourism organizations. To have an adequate knowledge management system, knowledge managers should adopt a transformative leadership style and receive comprehensive training in developing leadership abilities such as effective communication competencies.
Originality/value
To the best of the authors’ knowledge, this study is the first to demonstrate that, in emerging online travel and tourism sectors, organizational knowledge can be managed through effective leadership communication.