Editorial

• Author: Vishwanath Baba
• DOI: http://doi.org/10.1002/cjas.1300
• Published date: 01 December 2014
• Date: 01 December 2014

Editorial

Each CJAS publication addresses issues that concern

business scholarship. In an earlier editorial, I talked about

the value theory of business that guides what we publish.

Value creation, value assignment, value exchange, value op-

timization, value allocation, and value enhancement are all

functions that enable business to create wealth. The more

these functions come together, the more wealth they create.

And it is leadership and management that bring these func-

tions together to enhance this value and wealth.

Leadership is a topic that continues to elicit interest de-

spite the enormous volume of research and theory that sur-

rounds it. It is a phenomenon that is easier to experience

than to explore. All of us have felt the impact of leadership

on our professional and personal lives, and some of us have

had the privilege of being the leaders that have instituted

such impact. Yet, when we attempt to def‌ine and study lead-

ership, it becomes elusive, requiring yet more study, more

investigation, and more probity. We have used various

lenses—traits, behaviours, charisma, transactions, transfor-

mations, contingencies, contexts—the list is still growing.

We know that different contexts call for different forms of

leadership. We also know that cultures condition leadership.

What is not well known is whether the long arm of culture

extends effectively. In this special issue on leadership effec-

tiveness and motivation in Africa and the African Diaspora,

we examine the question of whether cultural legacies of

leadership transport themselves successfully to other cultural

contexts. Do they endure despite their lack of f‌it in the new

context? Guest edited by Terri R. Lituchy and Betty Jane

Punnett, this issue seeks to address these questions and

promises to provoke more research on this tenuous and sig-

nif‌icant topic.

As 2014 and volume 31 of CJAS come to a close, I

thought it f‌itting to provide a retrospect of our year. We have

received over 200 submissions and have published 20 pa-

pers. We continue to attract submissions from all areas of

business, from all regions of Canada and in addition, have

published papers from Belgium, Brazil, the Caribbean,

China, Kenya, Qatar, South Korea, Taiwan, Tunisia and

the United States. Our acceptance rate remains competitive

and objective at approximately 9%. Our impact is steady

and our inf‌luence is rising. In this business, many hands

make light work! Melissa and I would like to thank all our

authors, associate editors, guest editors, action editors, board

members, ad hoc reviewers, translators and our production

and marketing people at Wiley who made this volume possi-

ble. Please see the reviewer acknowledgement page recog-

nizing some of these individuals. To our readers I say the

more you read, the better we publish and to our authors,

the more you write, the better we publish! Please keep read-

ing and writing!

Until next time,

Vishwanath Baba,

Editor-in-Chief

Canadian Journal of Administrative Sciences

Revue canadienne des sciences de l’administration

31: 219 (2014)

Published online in Wiley Online Library (wileyonlinelibrary.com) DOI: 10.1002/CJAS.1300

Can J Adm Sci

31(4), 219 (2014)Copyright © 2014 ASAC. Published by John Wiley & Sons, Ltd. 219