Journal

Guest editors - 

IntroductionLeadership is increasingly recognized as a critical form of organizational capital, shaping value definition and value creation (Buchko, 2007; Batool et al., 2023), organizational culture, innova-tion (Kesting et al., 2016, Ndalamba et al., 2018), and firm performance (Nandasinghe, 2020, Yukl, 2008; Madanchian, 2017) including complexity management (Lichtenstein et al., 2006; Enang et al., 2025) and resilience (Liu et al., 2022). Leadership also plays an essential role in developing and maintaining the business networks of an organization, building its representation in public (Has-san et al., 2018), and increasing market capitalization (Nguyen and Nielsen, 2010; Halford and Hsu, 2020).All this shows the value of good leadership, but it also makes clear that assessing this value is a very challenging task. Leadership is part of the intangible assets of an organization, but it is diffi-cult to break it down into specific measurable items. Leaders themselves might be counted as hu-man capital as well as their individual leadership styles (Goleman, 2000; Groysberg et al., 2006). However, the