South African post-apartheid context: Self-reflection of student leaders' role identity in a multicultural context

Since South Africa's first democratic election in 1994, the student leadership profile has changed dramatically at historically white universities (HWUs). Given the postapartheid South African context where this study was conducted, and how participants navigate multiple role identities within a multicultural setting, the article elucidates student leaders' self-reflection on their role identity and draws on identity theory from the discipline of social psychology as its theoretical framework, while referencing the roles model from leadership studies.

Relations between entrepreneur’s social identity and strategic entrepreneurship: Sustainable leadership as mediator

Although there are studies verifying that strategic entrepreneurship is positively related to the risk resistance and performance of enterprises, it is unclear how enterprises can implement effective strategic entrepreneurial activities in dynamic situations. This research aims to explore why and how the entrepreneur’s social identity influences and drives firm’s strategic entrepreneurial activities. In this study, it applied case study method to interview a technology-based family firms that have effectively conducted strategic entrepreneurial activities to meet challenges, and uses grounded theory for data analysis. The research finds that (1) the social identity of entrepreneurs actively promotes the strategic entrepreneurial activities of enterprises; (2) sustainable leadership mediates the relationship between social identity and strategic entrepreneurship; (3) at different stages of enterprise development, entrepreneurs dynamically adjust their social identity types to enhance sustainable leadership; (4) through the focus and extension of technological advantages, sustainable leadership ensures that enterprises can promote the implementation of strategic entrepreneurial behavior by disintegrating and integrating the value chain. This study explores the strategic entrepreneurship path of family firms and also provides new insights for future research on the strategic entrepreneurship and sustainable growth of such firms.

Sustainable Leadership, Environmental Turbulence, Resilience, and Employees' Wellbeing in SMEs

Drawing on the conservation of resources theory and contingency theories of leadership, this study aims to investigate how sustainable leadership (SL) influences employees' wellbeing (WB) through employee resilience (ER) and to examine the moderating effect of environmental turbulence (ET) on the “sustainable leadership-employees' wellbeing” relationship. Data were collected from 593 employees and 373 supervisors adopting two-wave design among small and medium-sized enterprises (SMEs) in China. The authors used structural equation modeling to empirically test the hypothesized model in this study. The research shows that SL is significantly related to the employees' WB in SMEs. Regarding mediating effect, SL also indirectly influences employees' WB through ER. Moreover, the impact of SL on employees' WB becomes more prominent in the presence of lower ET. To the best of the authors' knowledge, no prior study is available about the integrated relationship of SL, ER, ET, and employee WB.