The development of leaders and leadership is a formative research area and a considerable industry in practice. Existing reviews are often restricted in scope or by subjective inclusion of topics or documents which limits integrative implications for the leader/ship development (LD) field. We address theoretical and methodological limitations by mapping the LD field with a comprehensive, objective, and integrative review. To do so we employed three bibliometric approaches, historiography, document co-citation, bibliographic coupling, and included 2,390 primary and 78,178 secondary documents. We show patterns in the evolution of the LD field, followed by four central observations about the current state and trends in LD. To shift the science and practice of LD we develop tangible suggestions for future research within the three research directions: (1) Pursuing research within the current framing of LD, (2) Striving for frame-breaking LD research, and (3) How We Can Get There -Transforming LD Research.

The use of multi-level theories and methodologies in leadership has gained momentum in recent years. However, the leadership field still suffers from a fragmented and unclear evolution and practice of multi-level approaches. The questions of how and to what extent multi-level research has evolved in both leadership phenomena and leadership outcomes, and which informal research networks drove this evolution, remain vastly unexplored. In this study, the extent of literature published between 1980 and 2013 is analyzed using a document co-citation analysis and invisible colleges' framework. This allows us to map the evolution of the multi-level intellectual structure of the leadership field. Specifically, we identify a number of distinct colleges-their conceptualization of leadership and outcomesand trace their evolution paths over thirty years. We find a considerable fragmentation of the field, with the usage of multi-level leadership conceptualization mostly embraced by more peripheral clusters. Finally we discuss implications for further research with regard to a set of distinct trajectories for the future evolution of multi-level approaches in the leadership domain.

Drawing on the overarching framework of social capital theory this study develops and empirically examines networking behaviour and employability within the higher education context. Design/methodology/approach: In a sample of 376 full-time business students we measured perceived employability, networking behaviour, access to resources and job-search learning goal orientation. Findings: Networking is related to increased internal and external perceived employability by boosting access to resources. Our results also demonstrate that networking is positively related to access to resources for low and high job-search learning goal orientation, the relationship being stronger for those with higher levels. Research implications: We contribute to social capital, networking and graduate employability literatures with an indirect model of networking outcomes in the higher education context. This shows access to resources as a mediator and job-search learning goal orientation as an intensifying characteristic. Practical implications: Our findings suggest activities for individuals concerned with enhancing their employability and those involved in supporting career guidance. Originality/value: Obvious beneficiaries are students, for whom employment is a key concern, and universities who face increasing pressure to enhance graduate employability whilst resources to do so are diminishing. To this end, we highlight activities that may develop networking behaviours and job-search learning goal orientation.

Big data and analytics (BDA) are gaining momentum, particularly in the practitioner world. Research linking BDA to improved organizational performance seems scarce and widely dispersed though, with the majority focused on specific domains and/or macro‐level relationships. In order to synthesize past research and advance knowledge of the potential organizational value of BDA, the authors obtained a data set of 327 primary studies and 1252 secondary cited papers. This paper reviews this body of research, using three bibliometric methods. First, it elucidates its intellectual foundations via co‐citation analysis. Second, it visualizes the historical evolution of BDA and performance research and its substreams through algorithmic historiography. Third, it provides insights into the field's potential evolution via bibliographic coupling. The results reveal that the academic attention for the BDA–performance link has been increasing rapidly. The study uncovered ten research clusters that form the field's foundation. While research seems to have evolved following two main, isolated streams, the past decade has witnessed more cross‐disciplinary collaborations. Moreover, the study identified several research topics undergoing focused development, including financial and customer risk management, text mining and evolutionary algorithms. The review concludes with a discussion of the implications for different functional management domains and the gaps for both research and practice.

Emphasizing the role of the organizational context and adopting a multilevel approach we propose that the interplay between HR system configurations and relational climates has a cross-level effect on employee proactive behavior. Using a sample of 211 employees in 25 companies we show that the laissez-faire contextfeaturing a combination of a weak compliance HR configuration and a strong market-pricing relational climateis better suited for fostering employee proactive behavior than the nurturing context, which is characterized by a strong HR commitment configuration and a strong communal-sharing relational climate. We also found that combining strong commitment HR configuration with weak communal-sharing climate is associated with more employee proactivity. We discuss what our findings suggest about the interaction between HR system configurations and organizational climate dimensions and about their role in influencing individual-level outcomes.