A new form of human–machine collaborative capabilities has been called to complement traditional capabilities to ensure higher but more responsible performance. We reviewed the extant literature on leadership in the artificial intelligence context to identify the leaders’ essential artificial intelligence-driven capabilities and synthesize the systematic review findings into an integrated conceptual framework to highlight how artificial intelligence-driven organizations could lead more responsibly. We conducted the systematic review and thematic analysis based on 37 papers identified from Emerald Insight, EBSCOhost Business Source Complete, and ScienceDirect databases. We found organizational leaders require technical, adaptive, and transformational capabilities to lead in an artificial intelligence-driven disruptive organizational environment. Our findings contribute to dynamic managerial capability and responsible leadership for performance theories by showing how these three uncovered capabilities enable organizational leaders to deploy dynamic managerial capabilities – sensing, seizing and reconfiguring more responsibly.

The sharing economy has expanded rapidly, reshaping consumption, labor, and service delivery across sectors. While much research highlights its benefits, critical perspectives on its limitations remain fragmented. This study addresses that gap through a systematic literature review, identifying and categorizing the main drawbacks of the sharing economy across five dimensions: social, legal, technological, economic, and environmental. By synthesizing these critiques into a cohesive framework, the study offers a more comprehensive understanding of the structural challenges associated with sharing economy platforms. It draws on interdisciplinary perspectives to highlight issues such as platform power asymmetries, regulatory gaps, and labor precarity – concerns that have intensified in the wake of the COVID-19 pandemic. The paper contributes to theory by integrating insights across academic domains and to practice by offering targeted recommendations for policymakers and managers. These include differentiated regulation and improved governance strategies to support fairer, more sustainable platform models.

Turnover intention constitutes a challenge for organizations. Meaningful work and employee engagement can reduce turnover intention, but their relationship is complex. This study aims to understand how meaningful work, work and organizational engagement, and turnover intention interact with each other. Using a structural equation model with data from 562 employees, meaningful work was examined as the independent variable, turnover intention as the dependent variable, and work and organizational engagement as serial mediators. Results show that work engagement partially mediates the relationship between meaningful work and organizational engagement, and organizational engagement partially mediates the link between work engagement and turnover intention. Additionally, a serial mediation effect of work and organizational engagement on the relationship between meaningful work and turnover intention was confirmed. Therefore, we encourage organizations to provide meaningfulness to their employees’ jobs and engage them within their job and organization not only to promote retention, but also to develop an engaged, healthy and sustainable workforce that supports both organizational sustainability and general societal well-being.

Management practices are constantly changing amid intense competitive global pressure. This can put a strain on managers in terms of adapting to new challenges that arise from rapid transformations. While there is an emphasis on timely transformations in order to increase efficiency and productivity gains, there can also be a relaxation when managers have reached their pinnacle and achieved their goals. The goal of this editorial is to focus on hot management trends which is an important topic given the ever shifting business environment. Well-known academics were asked to write about what they see as the main management trends affecting society at the current time period. They each have diverse views based on their area of expertise and thought processes. For the Journal of Management & Organization, it is critical that we look into management trends in order to inform practice but also to enrichen theory. It is exciting times with many things happening regarding management that makes it exciting to read about what may occur in the future.

This study investigates the impact of communication delays and recruitment selection stages on candidates’ perceptions of fairness and recruitment selection outcomes and explores the moderating role of employability. Employing a mixed-method approach across two independent studies involving 264 and 259 mid-level position candidates, two variables – communication timeliness and recruitment stages – are manipulated, while employability is investigated as a moderating variable. Our results indicate that timely communication of rejection, especially during the initial selection stages, significantly enhances candidates’ satisfaction, fairness perceptions, intentions to reapply, and intentions to recommend the organisation to others. Employability moderates the relationship between perceived fairness and recruitment outcomes, strongly influencing the likelihood of peer referrals and reapplication intentions. These findings underscore the importance of strategic communication management in recruitment selection processes to enhance employer branding and the job candidate experience.

The evaluation of services has become a common strategy in service management, and there is a wide variety of tools available. The objective was to evaluate user satisfaction at a sports center using the Net Promoter Score (NPS) and Importance-Performance Analysis (IPA) techniques, comparing the information provided by each. To this end, this study involved 1,433 users of a sports center, analyzing the responses to the NPS® tool and subsequently to the IPA tool developed ad hoc with 11 attributes. The NPS® tool revealed 29.58% detractors, 30.36% passives, and 40.06% promoters, highlighting a negative impact on the overall score. The IPA tool offered detailed insights into attributes varying across the three NPS groups, identifying four critical attributes requiring strategic attention, enabling segmented marketing strategies. This research demonstrates the complementary value of combining NPS and IPA tools for strategic service management, providing actionable insights to enhance customer satisfaction and competitive positioning.

Research on workplace bullying often considers those in managerial positions as perpetrators or resources in the process. There is a lack of studies focusing on them as targets, with most existing research centred on upward bullying. The aim of this study was to investigate all forms of bullying, comparing first-line managers with those higher up in the hierarchy and with workers, and examining how perceived social support and laissez-faire leadership affect exposure. Using a probability sample of the Swedish workforce, the results showed that managers are generally as exposed to bullying as workers. For first-line managers, exposure depended on the perception of laissez-faire leadership from their immediate superior. Social support was beneficial for all but did not have a differential effect. Organizational efforts to mitigate bullying must ensure that anti-bullying measures explicitly include all hierarchical levels, with extra focus on first-line managers.

Extant theory proposes that stakeholders reward organizations that behave ethically and punish those that don’t. Taken at face value, this dynamic implies that organizations prioritizing ethical concerns should have competitive advantages augmenting performance. Unfortunately, hoped-for advantages often fail to materialize. Examining this difficult reality, we explore how pluralistic ethical standards manifest in ways that are not obvious because they are often locally and temporally attached to stakeholder groups. Further, we adopt a resource-based view of organizations and draw on literature related to dynamic capabilities and stakeholder theories to argue that ethics-related organization-level behavior can only lead to sustainable competitive advantages when there is continued competence across present and future-oriented systems. As a whole, our work provides a useful theoretical framework for addressing the pragmatic difficulties associated with enacting universal ethical principles in unique situations.

Our field has reached a critical juncture. Authentic leadership, which once promised to illuminate how leaders inspire and influence through genuine actions, has become mired in conceptual ambiguity and ideological bias. Much of the research is based on evaluations of behaviour conflated with antecedents and outcomes, presuming an oversimplified, positive view of authenticity. To advance, we must refocus on what authentic leaders actually do – their discrete behaviours – as signals of leadership. In this editorial, we redefine authentic leadership through signalling theory to address unresolved critiques and provide a platform for meaningful progress. We then summarise and synthesise the articles in this special issue, which systematically review the literature, present dynamic models of authenticity, introduce ‘bounded authenticity’ in leadership roles, advocate for rigorous experimental methods, and offer empirical support. Collectively, these papers advance authentic leadership theory with greater theoretical precision and a conceptual nuance that reflects the modern organisational leadership landscape.

Leadership emergence is fraught with pervasive gender stereotypes, and women remain underrepresented in senior leadership roles, particularly in healthcare organisations. We apply ecological systems theory to explain how environmental factors enable or inhibit women’s leadership emergence in healthcare settings. We interviewed 17 senior female leaders in the Australian healthcare sector to explore how gender-related perceptions affected their leadership journeys. Five themes emerged that challenge existing narratives: men supported women’s advancement; women impeded other women’s progress; vulnerability was a leadership strength; ambitious women were ostracised; and women were ‘given’ leadership opportunities rather than actively pursuing them. By situating these findings within the ecological systems theory framework, we highlight the interplay of individual and contextual influences across ecosystem levels. Our study offers a novel perspective on gender stereotypes in leadership emergence, advancing ecological systems theory by extending it into a new field. We provide recommendations at individual, organisational, community, and societal levels to empower women leaders.

The focus of job satisfaction literature remains on the subordinate even though supervisors are responsible for evaluating employee performance, determining employee pay, raises, promotions, growth opportunities, etc., all of which impact employees’ subsequent performance that contributes (or not) to organizational success. Using a psychological contracts lens, we develop and test theoretical arguments predicting supervisors’ response to contributions is not uniformly positive depending on the type and amount of contribution involved. Across two studies, we ask supervisors to evaluate subordinates’ delivered contributions relative to promised contributions. Our results challenge the assumption that supervisors always desire larger amounts of work from their subordinates; excess contributions were associated with lower supervisors’ satisfaction with subordinates for some types of contributions. The results imply that subordinates’ contributions of work to supervisors may influence supervisors’ satisfaction with subordinates perhaps affecting their performance reviews and career opportunities.

Employee voice and silence research shows workers’ ability to express dissatisfaction is impeded by a range of factors. This paper focuses on two: the power asymmetry inherent in the employment relationship, and work context. It examines early career academics (ECAs) – mainly doctoral students, associate lecturers, and assistant professors – many of whom are immersed in atypical, employment or employment-like relationships that are frequently experienced as disempowering. A scoping review provides a frame for understanding ECA voice and silence. It finds there is little on ECAs in the employee voice and silence literature. However, broader concepts of voice and silence are discussed in higher education research on doctoral students and other types of ECAs. Complex work arrangements, difficult supervisory relationships, and hierarchical norms stifle ECA voice. Supervision conceptualised as co-created ‘critical friendship’ facilitates voice. Studies that expand knowledge of ECA voice and silence are recommended, especially as concerns about ECA wellbeing grow.

This research explores the theory of authentic leadership and the critiques on the theory by analyzing the portrayals of Queen Elizabeth II, Princess Diana, and Margaret Thatcher in season 4 of the Netflix’s series The Crown. Utilizing directed qualitative content analysis, we seek to understand how authenticity in leadership is manifested, its limitations, and the role of gender within this framework. The investigation highlights the challenges leaders face between expected role fulfillment and genuine self-expression. It explores the benefits and drawbacks of authenticity, the attribution of authenticity when the leaders deviate from the formal roles, the nature of the role as influencing the expression of authenticity (e.g., degrees of freedom associated with each role) and the complex interaction between gender and authenticity. In response to these findings, the concept of ‘leader bounded authenticity’ is proposed, suggesting a balance between adhering to the formal role and the display of authentic leadership.

Music entrepreneurs are by nature intrinsically involved in the music industry due to lifestyle and business reasons. This study investigates the use of lifestyle entrepreneurship behaviours by taking a gender perspective about how music entrepreneurs develop commercial activities. This includes focusing on how international relationships relate to meaningful music entrepreneurial experience based on the use of social capital. Drawing on interview data from 12 female music entrepreneurs the findings highlight lifestyle identification responses to entrepreneurship as central constituents. Moreover, the study shows how female music entrepreneurs tap into their lifestyle connections based on their gender and social interests. The article contributes to the development of the music, gender, lifestyle, and digital entrepreneurship work by identifying a more interdisciplinary perspective. The practical implications for the music industry evolve around helping more female entrepreneurs break into the sector by harnessing their creative potential.

Leader exemplification involves implicit and explicit claims of high moral values made by a leader. We employed a 2 × 3 experimental design with samples of 265 students in Study 1 and 142 working adults in Study 2 to examine the effects of leader exemplification (exemplification versus no exemplification) and ethical conduct (self-serving, self-sacrificial, and self-other focus) on perceived leader authenticity, trust in leader, and organizational advocacy. In Study 1, we found that exemplification produced elevated levels of perceived authenticity, trust, and advocacy in the form of employment and investment recommendations. We also showed that leader ethical conduct moderated this effect, as ratings were highest following a leader’s self-sacrificial conduct, lowest for self-serving conduct, and moderate for conduct reflecting self-other concerns. In Study 2, we replicated these findings for perceived authenticity and trust, but not organizational advocacy, which yielded mixed results. The leadership implications and future research directions are discussed.

This study examines the antecedent role of organizational culture and the mediating role of digital transformation when promoting big data analytics capabilities. Employing the Competing Values Framework, we scrutinize the influence of various cultural typologies, including digital culture on the successful deployment of digital transformation and the enhancement of big data analytics capabilities. Our analysis utilizes Partial Least Squares Structural Equation Modeling on a dataset of 183 firms to evaluate our hypotheses. The findings reveal that adhocratic, digital and hierarchical cultures significantly foster big data analytics capabilities mediated by digital transformation, which is a dynamic process that needs supportive digital and innovative values. In contrast, market and clan cultures exhibit weaker linkages. By providing empirical evidence and practical implications, this study highlights how organizations with a strong adhocratic and digital cultures outperform those with traditional cultures in their digital transformation and big data analytics capabilities efforts.

Despite its popularity, authentic leadership remains enigmatic, with both advantages and disadvantages. The connection between authenticity (an internal process) and leadership (an external influence process) is complex. We introduce a theory that connects these processes through self-regulation, suggesting that authenticity results from managing multiple identities regulated by factors such as active self-identity. Using ironic processes theory, we propose a model that encourages leaders to focus on their active self rather than suppressing misaligned aspects. We present authenticity as a dynamic process, adaptable across individual, relational, and collective levels, with self-identity shifting contextually. This perspective offers insights into developing leader authenticity, addresses the limitations of the authentic leadership approach, and provides a roadmap for future research.

Scholarly and practitioner interest in authentic leadership has grown at an accelerating rate over the last decade, resulting in a proliferation of publications across diverse social science disciplines. Accompanying this interest has been criticism of authentic leadership theory and the methods used to explore it. We conducted a systematic review of 303 scholarly articles published from 2010 to 2023 to critically assess the conceptual and empirical strengths and limitations of this literature and map the nomological network of the authentic leadership construct. Results indicate that much of the extant research does not follow best practices in terms of research design and analysis. Based on the findings obtained, an agenda for advancing authentic leadership theory and research that embraces a signaling theory perspective is proposed.

Historically, the higher education curriculum in business degrees has contained little or no Aboriginal and Torres Strait Islander (herein ‘Indigenous’) content. With the increase in awareness at the societal level, Australian university business schools need to change and design the curriculum, so that students graduate with the capability to engage with Indigenous businesses, individuals, and communities while understanding contemporary policy and business including sustainability, Human Resources, supply chain, and governance. First, secondary data from Australian Department of Education, Skills, and Employment were collected on Indigenous and non-Indigenous higher education students is presented to establish the current levels of student’s access and completion rates in management, commerce and business areas. Secondly, focus groups were held to gain the views of educators who have taught Indigenous curriculum in Foundation business and commerce curriculum and share their perceptions of the impact of this on students and themselves. The secondary data presented show the imperative of providing strategies to support and opportunities to Indigenous students and that by embedding Indigenous knowledge students can build awareness and connection leading to short and long term improvements. Information gathered from the research can be used to support the largely positive impact teaching Indigenous curriculum thereby addressing government policies in closing the gap of education and employment.