Innovation is the cornerstone of our times, posing a significant task for enterprises, cities, and nations seeking to draw in innovative talents. To do this, they must foster an environment that encourages globally minded and culturally sensitive leadership.

A sampling study conducted in Taiwan suggests that it may not be so simple. 

While leadership is a nuanced concept, it is also largely a matter of identification – does the collective (those being led) believe that their leader identifies with them? Does their leader represent them?

The late former chairman and CEO of General Electric Jack Welch was heralded by many as the greatest leader of his era.

Company leaders operating in today’s hyper-connected business world are more aware than ever of the importance of thinking and acting ethically, while diligently setting standards for their employees to follow. Scandals or the discovery of underhand business tactics can sink external reputations, and unethical behaviour can slowly cripple an organisation from within by stifling morale and hamstringing operational effectiveness. Then there are the tangible costs to consider: recent estimates suggest that corporate fraud in US firms results in losses of $180 billion each year, while employee theft generates annual losses of $40 billion. But what happens when employees act unethically to the company’s benefit? How far will organisational leaders go to enforce their ethically based corporate social responsibility (CSR) efforts, for example, when they could turn a blind eye and deliver benefits to both the company and their own position within it?

Whatever your chosen profession, we operate today in a dynamic and rapidly evolving business landscape.

Transformational leadership (TFL) is crucial for boosting overall levels of creativity and innovation displayed by individual employees for any given company.

With the ascendancy of economic power in the Greater China region, Asia is arguably one of the most important areas in the world. When considered in combination with the rapid advancement of leadership studies in this region, there is a clear impetus to discover a greater number of theoretical models that explain leadership phenomena in Asian settings.

A recent study we conducted has found that subsidiary CEOs’ entrepreneurial leadership plays a pivotal role in affecting multinational enterprises’ (MNEs) overseas subsidiary performance.

Although COVID-19 has placed the life sciences and healthcare (LSH) industry under great stress, it has also served as a valuable reminder that a healthy life is one of the primary goals of society. At the same time, however, the pandemic has also placed leadership (and the skills required to lead) in the sector back in the spotlight.

A recent study conducted by CEIBS, Shanghai University of Finance and Economics and the University of Sydney has revealed a positive relationship between authentic leadership and work-family balance (WFB). In looking to examine the effects of authentic leadership on the WFB of followers, we surveyed over 200 employees in a Chinese company. Our findings indicate that authentic leadership effectively enhances followers’ WFB.

The global COVID-19 pandemic has shown how vulnerable our economic system is to these kinds of shockwaves and highlighted the undeniable link between biodiversity and climate crises.

Given the growing adoption of a customer-oriented strategy among service organisations, customer orientation can constitute an important individual difference variable that shapes reactions to empowering leadership. So, how can empowering leadership motivate individuals with different levels of customer orientation?