Leading Aesthetically' highlights the processes by which leaders can inspire and motivate using sense perceptions that go beyond rational, objective, communication. In this article, we contribute to the theoretical development of aesthetic leadership by drawing on phenomenologist Roman Ingarden's notions of presencing and concretization; backward reflexivity; attention to both form and content; and myth-making. We illustrate the particular relevance of these theoretical concepts to leadership in conditions of uncertainty and crisis by discussing the case of Hurricane Katrina's impacts on New Orleans in 2005. The article concludes that aesthetically-aware leaders are able to deploy a range of intellectual and emotional skills that can complement more conventional rationalinstrumental decision-making approaches in ways that can have considerable benefits in times of uncertainty, and most especially in crisis situations.

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Supply chain scholars, industry leaders, and policy makers have begun to recognize the importance of managing sustainability in global extended supply chains. However, scant attention has been paid to investigating the implementation of sustainable supply management practices from the perspective of multitier suppliers located in challenging institutional contexts. Drawing on institutional theory, this qualitative study examines how institutional pressures, mechanisms, and challenges influence the sustainability implementation of a developing country’s multitier apparel suppliers. The study not only captures the viewpoints of 46 owner–managers across 33 multitier suppliers, but also provides complementary evidence from a wide range of institutional actors. The findings show that first‐tier and second‐tier suppliers experience more collective coercive pressures than mimetic and normative pressures toward sustainability implementation. However, only coercive pressure from second‐tier suppliers influences third‐tier suppliers’ sustainability implementation. The identified key collective coercive pressures were stemming from the selection and assessment requirements of direct buyers, followed by third‐party auditors, governments, and newly emerged collective buyers’ consortia. Finally, building on empirical findings, this study presents a framework and research propositions for understanding the diffusion of sustainability to multitier suppliers.

This paper takes Mary Parker Follett's ideas of power-with and explores them within a contemporary context. Three illustrative case studies from a technology company, innovative manufacturer, and nuclear submarine are offered as ways of exploring the phenomenon. We find that in spite of being hailed for their revolutionary management styles, power-with is still challenging to operationalize especially given the tendency and culturally prevalent expectations to revert to hierarchical, leader-centric forms of guiding organizations. We propose a way forward based on power-with practices which organizations may adopt.

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