This chapter analyzes discursive leadership in first-time leadership and introduces a scale that was developed to measure discursive leadership abilities based on seven distinct dimensions: overall effectiveness, tools used, guidance, modulating, empowerment, non-verbal cues, and climate and bonding. The scale was developed and pilot-tested at a private business school in Puebla, Mexico, based on followers' perceptions. Theory on discursive leadership was analyzed as a form of organizational communication and as a process between leaders and followers. An overview of the state of research in the field of business and management, specifically basic constructs, fundamental notions, and elements are presented, as well as new lines of research in the area.

A theoretical study was conducted based on three different leadership styles: autocratic, transactional, and servant. The most relevant characteristics of each leadership style were summarized. A cross-culture study was proposed considering three countries from diverse clusters according to the Global Leadership and Organizational Behavior Effectiveness Project (GLOBE). Each culture was analyzed separately, and relevant statistics were presented as elements for comparison. Different models and tools to evaluate cultural differences were used to create a multiple perspectives overview. Information from the three leadership styles was used to further determine whether those styles fit the cultural descriptions in order to establish the most frequent and suitable leadership styles in the selected countries and to understand how leadership styles can vary from region to region.

The only constant in life and organizations is change. Change can come in a variety of forms, affecting the way people perform and feel at work, and can sometimes result in grief. This chapter defines grieving organizations and other pathologies that affect organizational health, identifying particular traits that are visible in the way in which work is performed. Different comparisons are made in order to pinpoint key elements and events that can affect the wellbeing of employees. An example from academia is presented: A private Business School in Puebla has faced numerous changes that affect the emotional wellbeing of its members. Changes in leadership, organizational procedures and policies, layouts, early retirement, and even the death of a colleague have substantially affected staff performance. Establishing the right courses of action is essential to develop leadership and promote an organizational climate that is supportive of its employees.