Leveraging leadership capability is a critical challenge for contemporary organizations. Yet leadership development (LD) remains problematic because the existing multibillion-dollar leadership industry fails to deliver results. This paper contends that the underlying reason for this precarious state of affairs is that current approaches to LD are out of sync with our changing world. To address this problem, this paper offers a new model of “leadership-as-practice development” for consulting psychologists and organizational development (OD) practitioners. The paper provides a rationale for the need for the model based on extant literature, and consulting anecdotal evidence. The paper’s position statement is presented by outlining definitions, assumptions, and perspective. An overview of the evolution of leadership models is discussed with an emphasis on, and critique of, the competency movement and the use of competency-based models as the main approach to LD. Moreover, and taking a practice orientation, the theoretical foundations of the model, which identifies and integrates three components and 42 elements, is described and discussed. Various case examples are presented. Finally, the paper recognizes the limitations of the model and offers recommendations on how to address these.

Purpose – The purpose of the paper is to present a model of leadership fulfiling the need of our times: The leadership psychological contract (LPC). In the current socio-economic environment of uncertainty and unprecedented change, both business environments and the community at large are marked by leadership crises. This instability makes an understanding of the relational aspects impacting the relationship between leaders and their constituencies both important and urgent. Now, more than ever before, extraordinary leadership is required. The psychological contract (PC) is recognised as one of the most emergent areas in organisational research. Its contribution to the leadership domain, however, is as yet undiscovered. Design/methodology/approach – This paper addresses this deficiency by integrating contemporary leadership and PC literature. This paper also addresses criticisms raised in the leadership literature in the past 25 years relating to the scarce leadership research conducted at the unit/team level, despite the rhetoric that the main aim of leadership is in the collaborative domain, as well as the impact of leaders on emotional constructs and motivational or ‘extra-role’ behaviours. Findings – The LPC is a predictive model that comprises three dependent variables (fulfillment of expectations, trust and fairness) – which constitute the health of the contract or the leader’s integrity/credibility, and four dependent variables (affective commitment, satisfaction, discretionary effort and innovation), which constitute the ‘consequences of the contract’ or the leader’s impact. The LPC model complements previous models of transformational leadership and leader–member exchange theory and addresses various criticisms and recommendations made in literature. Originality/value – Frameworks such as authentic leadership, ethical leadership, moral leadership, spirituality and leadership each emphasise positive leader – follower relations. Taking into account the LPC and incorporating it into theory and practice should allow researchers to predict leadership effectiveness more completely and effectually than existing positive leadership approaches. The LPC model aims to enhance and refresh the value of effective and ethical leadership approaches that are emerging in response to the current socioeconomic landscape and leadership crises.

This article offers a transdiagnostic framework for the prevention and treatment of mental health by reducing early psychopathology. The framework supports the contention that the time has come to retire dominant categorical classification systems of mental disorders (e.g. DSM and ICD), and the current prevailing biomedical model of mental illness by moving to a psychosocial model of psychopathology. This entails reclaiming and integrating the long-standing legacy of psychology with recent advances in neuroscience and related disciplines. To this end, this conceptual paper synthesizes and integrates the extant literature and empirical findings, takes a scientist-practitioner stance, and draws on recent developments in transdiagnostic approaches to mental health, psychotherapy integration and advances in modern attachment theory. The advantages of this approach are that: 1) Clarifies the existing confusion surrounding the myriad of different interventions available; 2) Enables consistent funding guidelines from healthcare and community education systems; 3) Is more likely to have a greater positive impact for most people; 4) Reduces general psychopathology risks in childhood; 5) Avoids the challenge that prevention is less successful in later life; 6) Better addresses the stigma associated with mental illness; and 7) Maximizes the efficiency of interventions.

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