Leaders managing organizations face many challenges. Increased complexity of business makes their job even more demanding as they pursue a relentless journey in taking the organization forward. In this quest, some fall apart, while some succeed despite hurdles and obstacles. A classic example in recent times is the reign of Sir Martin Sorrell who resigned after serving for 33 long years at the world's leading ad agency WPP. The legendary and historic turnaround of General Electric under Jack Welch too is well documented for posterity. We learn through these two examples how individuals thrive and succeed in highly challenging and evolving environments, a trait difficult to possess. In recent times though, the concept of servant leadership has emerged as a more popular alternative compared to the prevalent styles (e.g., autocratic). According to Kouzes and Posner, "Leadership makes a significant difference in levels of engagement and commitment and is perhaps the most important asset in every organization, yet recent research points to a shortage of leaders. It is a serious global concern". On the other hand, it is also observed that modern organizations are expected to be socially responsible and cannot take business decisions in isolation. Social responsibility of business is mandated by law now in many countries. In this issue, the first paper, "Service-Oriented Leadership Style for CSR: A Perceptions-Based View" by Jaideep and Sunita Singh Sengupta, looks at the influence of service-oriented leadership behaviors on socially responsible business decisions. The authors have conducted a perceptions-based study of employees working in different public sector undertakings in India. The results of the study reveal the existence of a positive relationship between servant leadership dimensions and socially responsible behaviors.

The impact of Merger and Acquisition (M&A) announcements on share price is well documented in literature. It is a wellknown fact that shareholders of the acquired company benefit from M&A. The motivation behind such activities lies in the underlying premise that mergers help exploit synergies. M&A also have an impact on employees of both firms. The second paper, "Amazon's Acquisition of Whole Foods: A Case-Specific Analytical Study of the Impact of Announcement of M&A on Share Price" by Diwahar Sunder Nadar, is a qualitative investigation of the acquisition of Whole Foods by Amazon. The authors report related literature from the M&A area and analyze the outcomes of the acquisition. Important outcomes of the analysis are presented in brief ranging from impact of acquisition on brand equity to corporate culture alignment, HR issues, synergies and valuation challenges. An interesting feature of the acquisition was Amazon's recourse to using debt instead of cash to fund the buying despite availability of cash. Amazon also benefitted due to its large customer base of Prime customers who are not subscribers to Whole Foods products.

The third paper, "Implementing Green Management in Business Organizations" by Jose Mathews, looks at a very important area of green management. In the human quest for development, environment has been largely ignored. Flora and fauna have been systematically decimated in our hunger for urbanization and industrial development. The damage in many cases is irreversible. It has dawned on organizations, although belatedly, that we must save the planet for our future generations and cannot continue inflicting further damage. The concept of green management incorporates principles of environmental sustainability in every decision that is taken by organizations. Examples of such practices involve responsible use of non-renewable resources, minimization of pollution and saving flora and fauna, to name a few. Emerging nomenclature in green management includes practices such as corporate environmental citizenship, green HRM, and eco-centric and eco-efficient organizations. According to the author, green management must be viewed, defined and measured as any other variable related to organizational behavior. Green management, in the paper, is also defined as the organization-wide process of applying innovation to achieve corporate sustainability and corporate environmentalism that bestows the organization with a competitive advantage through the effective utilization of different organizational and managerial mechanisms pertaining to material use, organizational learning and culture and human resources.