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The purpose of this viewpoint is to introduce Westerners to Chinese leadership, leader behaviors, and expectations. The main features of Chinese paternalistic leadership (PL) are explored before outlining practical advice on what to expect when working with Chinese paternalistic leaders and their organizations.

This viewpoint is developed from both a review of the literature on paternalistic leadership and 45 in-depth interviews with Chinese leaders and their subordinates. This systematic data collection is coupled with lived experience, as the author lived, worked, and studied in China for three years.

The paper makes salient the three main behaviors of Chinese PL, as identified in the literature: benevolence, authoritarianism, and morality. This paper reports on how those unfamiliar with Chinese PL can negotiate and potentially thrive under this type of leadership.

The main contribution of this paper is the advice offered for those unfamiliar with PL; this advice is based on the academic literature and primary research. The advice, such as saving face and the importance of loyalty, makes the academic literature more accessible and lends practical application by highlighting how the research on PL is relevant to subordinates and colleagues.

The purpose of this study is to examine the multifaceted implications of AI on leadership dynamics and organizational practices. By synthesizing insights from behavioral theory, AI analytics, and ethical considerations, the study aims to equip leaders with the requisite knowledge, skills, and mindset to foster adaptive leadership, anticipate change, and cultivate innovation amidst AI-driven disruptions.

This article employs a qualitative research approach, integrating literature review and conceptual analysis to explore the intersection of leadership development and Artificial Intelligence (AI). Drawing insights from scholarly articles, theoretical frameworks and practice, the study elucidates the evolving landscape of leadership in the context of AI adoption. Practical action points are derived to guide organizational leaders and educators in navigating AI-induced transformations effectively.

The integration of AI into leadership dynamics necessitates a paradigm shift in leadership paradigms, emphasizing the fusion of technical proficiency with emotional intelligence. Behavioral theory coupled with AI analytics offers valuable insights into effective leadership behaviors, facilitating the design of tailored leadership development programs. Proactive leadership strategies, ethical considerations, and talent management emerge as pivotal factors in navigating AI-induced transformations and fostering organizational resilience.

This article contributes to the literature by synthesizing diverse perspectives on AI leadership and offering practical action points for organizational leaders and educators. By highlighting the integration of behavioral theory, AI analytics, and ethical considerations, the study underscores the importance of interdisciplinary approaches in leadership research and education. The insights derived from this study inform organizational practices, curriculum development in higher education, and future research agendas, fostering ethical AI adoption and cultivating adaptive leadership cultures in the age of Artificial Intelligence.

The purpose of this viewpoint is to discuss and provide solutions for the current staffing crisis facing tourism-related industries. Considering that staff shortages are prominent in most industries this article suggests organizational changes that are needed to address these problems

This viewpoint unpacks the reason behind the shortage in staff and suggests potential solutions, based on organizational development

The strategies offered here as potential solutions for human resources center on changing the image of the roles that are suffering shortages. This includes developing organizational practices to provide changes in the areas of recruitment, reward, and work-life balance. These strategies are contextualized with the transformation of other jobs due to the global pandemic and the feminized nature of the tourism-related industries.

This viewpoint is particularly topical as it speaks to the current well-publicized crises in the staffing of airports and wider shortages of hospitality staff in developed nations. It is well positioned to spark discussion and future research on areas such as dignity at work in tourism-related industries, gendered work, and post-pandemic employment practices in services.

The purpose of this article is to help employees trained in Western business practice who move to different countries for work and encounter leaders who display paternalistic leadership as their main leadership style. by providing an explanation of paternalistic leadership and practical advice.

The article is based on a literature review on paternalistic leadership and in qualitative data collected for research on paternalistic leadership practices.

The article explains the main characteristic of paternalistic leadership and provides the reader with practical advice .

This paper provides the reader with a non-western perspective on leadership and advice for employees on what to expect and what to do when working with a paternalistic leader

The current viewpoint addressed the old debate on whether leaders are born or made and argues that both perspectives are relevant and that leaders are a combination of both.

Based on personal experience working and researching leadership development this viewpoint argues for the need to understand that both leaders are born but they need to be developed.

The article provides arguments for the synergy that exist between the view that leaders are made and the view that argues that leaders are born.

From an originality perspective the article attempts to build a bridge between the ideas that leaders are born or made by focusing on the synergies of both camps.

The purpose of this study is to contribute to the knowledge on the opportunities and risks in the use of artificial intelligence (AI) in recruitment and selection by exploring the perspectives of recruitment professionals in a multicultural multinational organisation.

A qualitative approach was used in this exploratory study. Face-to-face, semi-structured in-depth interviews were conducted with ten professional recruiters who worked for a multinational corporation.

The findings revealed that AI facilitates the effective performance of routine tasks through automation. However, the adoption of AI technology in recruitment and selection is also fraught with risks that engender fear and distrust among recruiters. The effective adoption of AI can improve recruitment strategies. However, cynicism exists because of the fears of job losses to automation, even though the participants thought that their jobs would continue to exist because recruiters should always be humans.

This paper provides a unique exploration of the opportunities and risks in the adoption of AI for the recruitment and selection function in human resource management. The benefits are the delegation of routine tasks to AI and the confirmation of the crucial role of professional recruiters.

Presents organizations with issues to consider regarding inclusion and its importance as well as a well-established index that companies can join in order to make sure that equality is not a mere policy but that it counts in reality in every organization.

Describes the power that an organization can derive from deliberately nurturing and integrating heterogeneous groups of people so that they fit together.

Explains that the best way for an organization to succeed is to combine employee knowledge, skills, judgment and attitudes, alongside fair treatment.

Provides details of an index that aims to measure the efforts of organizations to tackle discrimination and create an inclusive workplace for lesbian, gay and bisexual employees.

Reveals that the method of the index should allow organizations already successfully implementing diversity strategies acknowledgement while, at the same time, providing inspiration to those beginning to tackle diversity.

Demonstrates that diversifying the workforce must be accompanied by inclusivity and equality in order to triumph.