<abstract xmlns="http://www.w3.org/1999/xhtml">

<sec><h3>Background</h3>
<p>A mounting body of research literature is highlighting the prevalence of serious malpractice by persons in leadership positions. Arguably, too many of those appointed to a leadership position believe that they have the right to act in any way that they choose. They believe that the title of ‘leader’ affords them the licence to act with little regard for others. But just because a person has been appointed to a leadership position, this does not automatically make them a leader. Nor does it imply that everything they do is leadership. Thus, the impetus for this article is the acknowledgement that it's time to clearly distinguish what truly constitutes leadership from that which is its antithesis – leadership malpractice. Not to do so only allows serious leadership malpractice to become normalised as acceptable leadership activity.</p>
</sec>
<sec><h3>Research Aim</h3>
<p>Therefore, the aim of this article is to first use research literature to describe the growing concern about the prevalence of malpractice by persons in leadership positions and then to illustrate how such malpractice can be naturally eradicated when leadership is seen, fundamentally, as a relational phenomenon. The purpose of this article is thus to provide a new theoretical perspective of leadership, one that will help to distinguish between that which is and is not leadership.</p>
</sec>
<sec><h3>Findings</h3>
<p>A close inspection of the extremely damaging and injurious outcomes produced by leadership malpractice shows that these mirror those caused by persons with extremely harmful psychosocial disorders. Despite any short-term gains, the research shows that leadership malpractice can ultimately cause serious and enduring poisonous effects on the individuals, families, organizations, communities, and even entire societies they lead. Furthermore, rules, regulations and policies have proven powerless. Seemingly, one cannot mandate true leadership; its manifestation must be inherent within our leadership theory.</p>
</sec>
<sec><h3>Practical implications</h3>
<p>In response, this article first explores the foundational values, principles and norms underpinning true leadership practice and then presents a new way to understand leadership from a transrelational perspective which naturally eradicates malpractice by those in leadership positions.</p>
</sec>
<sec><h3>Social implications</h3>
<p>Given that worldwide research has demonstrated how leadership malpractice causes seriously toxic personal, organisational and social outcomes, this article seeks to provide a theoretical rather than a technical or practical way of redressing this untenable situation. By inference, when leadership is practiced properly, when it is based upon apporpriate foundational values and principles, then malpractice is ended and workplaces become safe, gratifying and productive.</p>
</sec>
<sec><h3>Originality</h3>
<p>This article makes a significant contribution to the expanding area of research that is exploring the benefits to be gained by theorising leadership as a relational phenomenon.</p>
</sec>
</abstract>

Leadership malpractice: exposing the reality underpinning unleaderly behaviour

<abstract xmlns="http://www.w3.org/1999/xhtml">

<sec><h3>Purpose</h3><p>The proliferation of knowledge in management sciences is accelerating rapidly. The condition of reliability and originality of research underlies all research activities. Therefore, literature review as a research method is more important than ever. However, searching the enormous and still growing number of published studies can be a difficult undertaking, especially for new concepts for which there is no well-established theory and related conceptualisation or operationalisation. Such newness in turn may limit the conduct of any literature review. The aim of the article is to identify, assess, and classify dilemmas that researchers may face during the planning stage of a systematic literature review.</p></sec>
<sec><h3>Findings</h3><p>Based on the literature review and the author's own experience, a list of ten dilemmas was formulated using the example of a systematic literature review in the context of crowdsourcing in science.</p></sec>
<sec><h3>Practical implications</h3><p>Due to the consolidation of publications in the field of systematic literature review methodology, this article focuses on the dilemmas and challenges that may be faced by researchers conducting systematic literature reviews, especially in the context of new and poorly identified issues. We present dilemmas but also ways to solve them. Our article is aimed at researchers, scientists, and PhD students who may need to conduct a systematic literature review.</p></sec>
</abstract>

The dilemmas of systematic literature review: the context of crowdsourcing in science

<abstract xmlns="http://www.w3.org/1999/xhtml">

<sec><h3>Purpose</h3>
<p>The field of management has been witnessing a change from the ‘business for business’ approach to the ‘business for all’ approach for quite some time now. Even though every firm still seek their own interess while doing business, they are now to do so by caring or at least pretending to care about the needs of other individuals, firms, and society in general. This paper addresses the issue of how sustainable policies have overtaken business within the past three decades and how they have also become relevant in the field of quality management.</p>
</sec>
<sec><h3>Design/methodology/approach</h3>
<p>Accordingly, the article presents a brief history of how sustainability has found its way into an iron-clad system of competitive endeavour and highlights the requirements of the fashion in which it can be implemented in quality management.</p>
</sec>
<sec><h3>Findings</h3>
<p>Our theoretical analysis reveals that the way to do this is to address sustainability as a means of meeting some of the most cherished TQM values, namely, customer/stakeholder satisfaction, employee motivation, adaptation to the environment and volatility, and reducing costs/increasing value.</p>
</sec>
<sec><h3>Originality/value</h3>
<p>The current article contributes to literature that is focused on addressing sustainability, sustainable management and SDGs in quality management. By showing how essential sustainability is in TQM, the current study helps bridge two key elements in management literature.</p>
</sec>
</abstract>

Sustainability over competition: the rise of sustainability in quality management

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Volume 57 (2021): Issue 1 (March 2021)

International Journal of Contemporary Management

 The International Journal of Contemporary Management (IJCM) aims to contribute to the development of research, new insights and the challenges to current thinking around the field of contemporary management. IJCM publishes empirical research, conceptual and thought pieces from both researchers and practitioners that focus on the subject of contemporary management across national boundaries and diverse cultures. The aim of IJCM is to provide up-to-date information on new developments and trends within contemporary management, and to enable a community of researchers and practitioners to exchange their diversity and inclusion ideas, develop and contribute to current research agendas and to progress the development of both the theoretically and practical notions of contemporary management within various emerging, and non-maintained contexts. This is an open, multidisciplinary forum welcoming articles that cross discipline boundaries and/or address contemporary management.　  IJCM invites conceptual papers alongside empirical research irrespective of whether a qualitative or quantitative approach is used. However, it is key to the ethos of the journal that all manuscripts include some organizational aspect to "management". 　  Subject areas include, but are not limited to:　   management: managers, leadership, and managing　  values, attitudes, emotions, the culture of the contemporary manager　  the environment of contemporary management　  ethics of contemporary management　  managing in the global environment　  decision making, planning, strategy, learning, creativity, entrepreneurship　  organizational control, change, motivation performance 　  managing critical organizational processes　  promoting effective communication　  advanced information technology within contemporary management.   Publication of a paper is free for authors. The journal has been published continuously since 2002. Archival issues available here: www.ejournals.eu/ijcm.   Archiving  Sciendo archives the contents of this journal in Portico - digital long-term preservation service of scholarly books, journals and collections.  Plagiarism Policy  The editorial board is participating in a growing community of Similarity Check System's users in order to ensure that the content published is original and trustworthy. Similarity Check is a medium that allows for comprehensive manuscripts screening, aimed to eliminate plagiarism and provide a high standard and quality peer-review process. 

International Journal of Contemporary Management

Volume 58 (2022): Issue 1 (March 2022)

Research Article

Leadership malpractice: exposing the reality underpinning unleaderly behaviour

The dilemmas of systematic literature review: the context of crowdsourcing in science

Sustainability over competition: the rise of sustainability in quality management

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