Christian Harrison

There is a paucity of empirically rigorous research that examines the role of time in
authentic leadership development. This study, therefore, explores this multifaceted
process through the lens of authentic leaders within a developing economy. It uncovers
five factors; belief system, urge to create change, future-focused, role modelling, and
experiences that stimulate leadership development across the subconscious, conscious
and anchoring phase. The study contributes to the theory and practice of authentic
leadership within a developing economy context. The results facilitate a better
understanding of the complex interplay of time and the five factors that underpin
authentic leadership development, particularly in Africa.

The biggest challenge faced by digital start-ups is balancing internal new product development processes with rapid technological advancement. Therefore, organizations require a strategic approach to managing their employees' learning and experimentation processes in the workplace. Specifically, the active learning approach is known to enhance individuals' experimental learning in the workplace. Accordingly, our research aims to investigate the critical dimensions of active learning using a qualitative case study. We collected data through semi-structured interviews, obtaining insights from 17 managers across three digital start-ups in Indonesia. We obtained a thematic analysis to identify key dimensions within the employee's active learning. Furthermore, we conducted theoretical triangula-tion to ensure the validity of the data. Our findings indicate that active learning is essential for improving individuals' skill development, thereby aiding in the new product development process. Additionally , our analysis identifies four critical dimensions within the active learning mechanism.

Circular Economy (CE) is an emerging research phenomenon that has garnered significant
attention in policy and research spheres in recent times. The evidence suggests that the adoption
of CE involves a myriad of internal and external factors, including firm resources, organisational
culture, leadership skills, environmental challenges, and government policies. Among these
factors, leadership emerges as a crucial element in CE adoption and sustainable development.
However, the existing literature lacks in-depth discussion on the specific role of leadership in CE
adoption. To address this gap, this paper explores the intricate relationship between entrepreneurial
leadership and CE adoption and proposes a conceptual model. Through a thorough examination of
current research, we identify distinct competencies inherent in entrepreneurial leaders, such as
risk-taking, innovativeness, and proactiveness, which play pivotal roles in fostering CE practices.
The proposed conceptual model delineates how entrepreneurial leaders can effectively navigate
the complexities of CE adoption. This model not only contributes to the theoretical discourse
surrounding the intersection of entrepreneurial leadership and CE but also offers practical insights
for organisations seeking to embrace sustainable practices and actively contribute to the circular
economy paradigm.