Forthcoming and Online First Articles

International Journal of Complexity in Leadership and Management

International Journal of Complexity in Leadership and Management (IJCLM)

Forthcoming articles have been peer-reviewed and accepted for publication but are pending final changes, are not yet published and may not appear here in their final order of publication until they are assigned to issues. Therefore, the content conforms to our standards but the presentation (e.g. typesetting and proof-reading) is not necessarily up to the Inderscience standard. Additionally, titles, authors, abstracts and keywords may change before publication. Articles will not be published until the final proofs are validated by their authors.

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International Journal of Complexity in Leadership and Management (2 papers in press)

Regular Issues

  • Developing a leadership 4.0 coaching concept to address the growing labour shortage in the tourism industry   Order a copy of this article
    by Markus Jüster, Claudia Strassburger 
    Abstract: This paper develops a theoretical framework for a leadership 4.0 coaching concept as a response to the economic and social transformations caused by digital disruption, with a focus on the tourism industry and its current labour shortage. It argues that addressing these challenges occurs primarily on a psychological level, through individualised communication and commitment. Consequently, leadership in the tourism industry must adopt an idiosyncratic style, where managers not only focus on the needs of their employees but also reflect on their own leadership roles and behaviours. Thus, the proposed leadership 4.0 coaching concept is built on three key pillars: 1) attachment and relationship; 2) space for reflection; and 3) attitude, charisma and followership. These pillars create a framework helping leaders foster employee-centered behaviours that enhance engagement, well-being, and personal growth. Leadership 4.0 coaching offers a pathway to tackle the labour shortage by promoting flexible, reflective, empathetic, and ethical management styles.
    Keywords: leadership coaching; tourism industry; labour shortage; digital disruption; hospitality; employee-centric leadership; idiosyncratic deals; new work.
    DOI: 10.1504/IJCLM.2025.10071408
     
  • Navigating change in turbulent times: the role of narcissistic leadership and humility   Order a copy of this article
    by Ghasem Eslami, Alireza Khorakian, Yasaman Norouzinik, Leila Kharazmi, Mohammad Gholami 
    Abstract: In an era of constant change, particularly during crises, effective leadership is vital for organisational sustainability. This study examines the impact of narcissistic leadership on employees affective commitment to change during the COVID-19 pandemic, focusing on the mediating role of readiness for change and the moderating effect of leader humility. Data were collected from 312 employees and managers in government organisations across eastern Iran. Findings reveal that narcissistic leadership negatively affects both readiness for change and affective commitment. Readiness for change partially mediates this relationship. Additionally, leader humility moderates the impact of narcissistic leadership, offer ing a nuanced understanding of how paradoxical leader traits influence employee attitudes. The study contributes to leadership and change management literature by shedding light on the complex interplay between narcissism and humility in shaping employee readiness and commitment to organisational change during crisis periods.
    Keywords: narcissistic leadership; humility; readiness for change; affective commitment to change; COVID-19.
    DOI: 10.1504/IJCLM.2025.10071709
     

 

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