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Empirical research suggests focusing on one's identity as a leader may enhance ongoing leadership development. As a complement to traditional theory-and skills-based approaches to leader development, we offer an identity-based, multi-domain approach to leadership development through a series of integrated in-class exercises. Specifically, these exercises focus on developing four components of leader identity: meaning, strength, levels (personal, relational, and collective), and integration of domain-specific sub-identities, culminating in the creation of a leader identity narrative. After a brief review of the literature on leader identity, we describe the exercises in detail along with potential prompts for personal reflection and group discussion. We also present qualitative evidence of the intended outcomes of the exercises, including the desired effect of developing students' leader identities.

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In early 2020, the COVID-19 virus caused a global pandemic, threatening the lives and livelihoods of millions across the globe. As of this writing, 40 million Americans had filed first-time unemployment claims U.S. Department of Labor (2020, March 26). Employment and Training Administration. https://www.dol.gov/newsroom/releases/eta . The United States, with its historical reliance upon employers to cover many basic benefits, must overcome unique challenges in its recovery from this global crisis. In this article, we briefly describe the initial federal response; we then present the history of US benefits along with recent yet prepandemic benefit trends, and we conclude by presenting a potential path forward that may allow for both employers and workers to recover in a postpandemic society.

For all the experiences researchers have with the publication process, questions continue to arise about how to best navigate the revise and resubmit gauntlet. This dialog captures insight from six years of Academy of Management professional development workshops, an action editor’s perspective on the process, and a qualitative exploration of revision derailers—topics focused on understanding and improving the predictability of the revise and resubmit process. In doing so, this dialog serves as a resource for new and accomplished scholars, reviewers, and editors to refocus the revision process on creating and disseminating knowledge throughout business-related fields. The three articles in this dialog first summarize the planning and execution of six professional development workshops (PDWs), the process from the perspective of an action editor, and a content analysis of rejections after an R&R, in order to highlight best practices authors can take to increase success throughout this process

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