No reproduction, copy or transmission may be made without written permission from the individual authors. Review ProcessPapers submitted to this conference have been double-blind peer reviewed before final acceptance to the conference. Initially, abstracts were reviewed for relevance and accessibility and successful authors were invited to submit full papers. Many thanks to the reviewers who helped ensure the quality of all the submissions. Ethics and Publication Malpractice PolicyACPIL adheres to a strict ethics and publication malpractice policy for all publicationsdetails of which can be found here: http://www.academic-conferences.org/policies/ethics-policy-for-publishing-in-theconference-proceedings-of-academic-conferences-and-publishing-international-limited/ Conference ProceedingsThe Conference Proceedings is a book published with an ISBN and ISSN. The proceedings have been submitted to a number of accreditation, citation and indexing bodies including Thomson ISI Web of Science and Elsevier Scopus.Author affiliation details in these proceedings have been reproduced as supplied by the authors themselves.

Purpose The purpose of this paper is to develop a clear answer to the question “how is leadership developed?” This research utilized the knowledge of leadership development experts and their collective expertise to identify the critical elements required for a high-quality leadership development program. Design/methodology/approach The Lockean Inquiring System approach to the Delphi technique was used to solicit the views of experts in leadership and leadership development from around the world. Experts for Round 1 of the Delphi were drawn from a random sampling of 100 people, comprising leadership researchers, coaches, and organizational leaders, not personally known to the lead researcher of this project, but in his LinkedIn network. A response rate of 13 percent (n=13) yielded a rich range of qualitative data. Responses from the first round of the Delphi were analyzed using open coding and categorized into four themes, representing four sets of competencies required of leaders. Findings The four themes were labeled as contextual, human capital, social capital, and structural capital, all of which were seen by participants as being central to the development of collective leadership. Based on these themes, this paper identifies a useful list of key leadership development tactics from which those wishing to develop a leadership program can work. Research limitations/implications As the first round of a Delphi study, the authors are limited to presenting only the key elementary empirical judgments. Subsequent study with an expanded sample size and a refined set of questions rooted in the current data will contribute further to the development of factual propositions related to leadership development for the twenty-first century. The Delphi survey is a “snapshot” approach and presents a holographic-type image of the complex whole. The authors plan to triangulate the data by significantly expanding the pool of Delphi experts and conducting the Round 1 survey a second time with a larger international group of respondents that fit the criteria of expert. Practical implications This paper presents four dimensions of an effective leadership development strategy. Originality/value Core elements of the best methods for leadership development have been identified by leadership development experts, which serve as a basis for developing leadership as a collective, and for further research.

Most qualitative studies in business‑related research have adopted an inductive approach, in that they explore specific cases and then extract themes, or statements that are more general, from this data. This approach has its shortcomings, including not developing a more systematic body of knowledge of behavioural and social processes that take place in organisations. In contrast, in deductive qualitative research, the theoretical propositions derived from a review of the literature serve as its departure point, informing how the data is collected. Later on in the analysis of data, the researcher uses the propositions to determine if the literature explains the case that was being investigated. Unfortunately, given the relative neglect of deductive qualitative research approaches, there is little guidance and few examples offered that illustrate the application of these techniques. This poses a challenge for researchers, who often need a greater level of structure when it comes to designing and conducting their research. Therefore, the aim of this paper is to illustrate the design of a research protocol that integrates two deductive approaches that are suitable for explanatory case study research, namely deductive thematic analysis and pattern matching. This paper develops a seven‑step process that researchers can follow, for carrying out this type of deductive qualitative research. Using extracts from a research study investigating the leading of organisational change, the steps in this process are illustrated.

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Purpose -The purpose of this paper is to explore the role of organisational, relational and individual experiences in the creation and development of intellectual capital. Design/methodology/approach -This is a conceptual paper, exploring the relationship between theories accounting for organisationally relevant experience and intellectual capital. A threedimensional model of human, structural and relational capital is used as a conceptual framework of intellectual capital, representing three levels of organisational behaviour. An understanding of the role of experience in developing human capital is provided by referring to experiential learning theory; the development of relational capital is explored from a social capital perspective; and structural capital from the vantage point of structural inertia theory and theories of organisational culture. Findings -These theories suggest that experiences can be beneficial to intellectual capital development, but also potentially harmful if not managed effectively. Implications for organisations are considered and recommendations made for the use of experience so that it contributes effectively to the creation of the stock of intellectual capital. The paper concludes with recommendations for further research. Originality/value -Against a background of a dearth of conceptual development in this area, these theories provide some understanding of the role of organisational, relational and individual experiences in the creation of intellectual capital.

Purpose From the perspective of role identity theory, the purpose of this paper is to explain how an artistic creative entrepreneur has set up and operates a business that incorporates a component of social responsibility into the business model. Design/methodology/approach An explanatory case study approach was followed in analysing the case of Alenka Repic, the founder and creative director of the company Kaaita, which operates from Slovenia. Data were collected through documentation and interviews and content analysis was used to analyse the data. Findings Kaaita has adopted an innovative and socially responsible business model as an artistic creative enterprise. The case study firstly introduces Kaaita and its innovative business model. Thereafter, it describes and discusses the defining roles of Alenka Repic as an entrepreneur and how these roles have shaped what Kaaita does and how it operates. Research limitations/implications This explanatory case study has presented the unique case of an artistic creative social entrepreneur, and the innovative business model that has been adopted. However, because only one case has been presented here, it is recommended that additional case studies be conducted. It is also recommended that additional research be conducted in the area of sustainable business model innovation. Practical implications The case illustrates how a more deliberate consideration of their role identity could assist entrepreneurs in aligning their personal values and beliefs with how they create, operate and develop their enterprise. It also serves as a reminder to both scholars and aspiring entrepreneurs that the essence of entrepreneurship is to have the passion and courage to be innovative and disruptive and that educators should focus on cultivating skills that are related to identifying and exploiting opportunities for innovative disruption. Originality/value The study draws on role identity theory to gain insight into the roles that are exercised in developing an innovative business model that combines diverse types of entrepreneurship.

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