This empirical study investigates the mediating role of two components of psychological capital (PsyCap), namely self-efficacy and optimism, in the context of the relationship between transformational leadership (TL), work engagement (WE), and innovative work behaviour (IWB). The study was conducted among IT professionals with a minimum of three years of experience employed in Chennai, India. Data collection was executed using a Google Form, and both measurement and structural models were examined using SPSS 25.0 and AMOS 23.0. The findings of this study reveal several significant relationships. Firstly, transformational leadership (TL) demonstrates a robust positive association with work engagement (WE). Furthermore, work engagement (WE) positively correlates substantially with innovative work behaviour (IWB). Notably, the study underscores that two crucial components of psychological capital, specifically self-efficacy and optimism, mediate the relationship between transformational leadership (TL) and work engagement (WE). These findings carry valuable implications for IT company managers. Recognising that transformational leadership positively influences both work engagement and employees' innovative work behaviour highlights the pivotal role of leaders in fostering a productive and innovative work environment within IT organisations.

This study explores the connection between mentorship and sustainable development (SD) within three major perspectives of sustainable development, such as social, environmental, and economic perspectives from China. Second, the study revealed the relationship between entrepreneurship and SD. Third, a moderation influence of innovation management (IM) was observed among the proposed nexuses of mentorship, entrepreneurship, and SD. To this end, a total of 535 questionnaires were eventually utilised with the support of SmartPLS and the structure equation modelling (SEM) approach. A positive connection was confirmed between mentorship and SD. The outcome uncovered a positive correlation between entrepreneurship and SD. In addition, a moderation of IM was found between mentorship, entrepreneurship, and SD. The study enlists several interesting lines about mentorship, entrepreneurship, and IM that might help to improve SD in terms of social, environmental, and economic perspectives. Besides, the study provides various implications for management and states the weaknesses along with the future directions for worldly researchers.

Dynamic nature of the FMCG sector perpetually provides a tricky challenge for organisational leaders to nurture their employees. High demand for products, less shelf life and tough competitors always challenge the leaders to uphold their products in the market. Due to technology and e-commerce, many new competitors have joined the market, vying with the industry's veterans. Due to their unique business models that match client needs, these firms are expected to boost FMCG industry income in the future. Managers' leadership styles depend primarily on emotional intelligence. This quantitative study examines how emotional intelligence influences West Bengal FMCG senior managers' leadership styles. 500 FMCG managers were selected. PLS-SEM is used to study. Emotionally competent leaders choose transactional and transformational leadership styles depending on the occasion. Managers' transactional leadership style is strongly influenced by their sympathetic awareness, as shown by a path coefficient of 0.755. Transformational leadership style has a path coefficient of 0.693, indicating that managers' empathy affects their organisational management. Thus, sympathetic awareness and emotion regulation predict good management leadership.

Aim/Purpose: The aim and purpose of this study is to understand why there is a dearth of faculty of color ascending to senior levels of leadership in higher education institutions, and to identify strategies to increase the representation of faculty of color in university senior administrative positions. Background: There is a lack of faculty of color in senior level academic administrative position in the United States. Although there is clear evidence that faculty of color have not been promoted to senior level positions at the same rate as their White colleagues, besides racism there has been little evidence regarding the cause of such disparities. This is becoming an issue of increased importance as the student bodies of most U.S. higher educational institutions are becoming increasingly more inclusive of people of various racial and ethnic backgrounds. Methodology: Qualitative interviews were used Contribution: This study adds to the research and information made previously available regarding the status of non-White higher educational members in the U.S. by contributing insights from faculty of color who have encountered and are currently encountering forms of discrimination within various institutions. These additions include personal experiences and suggestions regarding the barriers to diversification and implications of the lack of diversity at higher educational institutions. Given the few diverse administrative or executive leaders in service today in higher education, these personal insights provide seldom-heard perspectives for both scholars and practitioners in the field of higher education. Findings: Limited diversity among faculty at higher educational institutions correlates with persistent underrepresentation and difficulty in finding candidates for leadership positions who are diverse, highly experienced, and highly ranked. This lack of diversity among leaders has negative implications like reduced access to mentorship, scholarship, and other promotional and networking opportunities for other faculty of color. While it is true that representation of faculty of color at certain U.S. colleges and programs has shown slight improvements in the last decade, nationwide statistics still demonstrate the persistence of this issue. Participants perceived that the White boys club found to some extent in nearly all higher educational institutions, consistently offers greater recognition, attention, and support for those who most resemble the norm and creates an adverse environment for minorities. However, in these findings and interviews, certain solutions for breaking through such barriers are revealed, suggesting progress is possible and gaining momentum at institutions nationwide. Recommendations for Practitioners: To recruit and sustain diverse members of the academic community, institutions should prioritize policies and procedures which allocate a fair share of responsibilities between faculty members and ensure equity in all forms of compensation. In addition, institutional leaders should foster a climate of mutual respect and understanding between members of the educational community to increase confidence of people of color and allow for fresh perspectives and creativity to flourish. Where policies for diversification exist but are not being applied, leaders have the responsibility to enforce and set the example for other members of the organization. Assimilation of diverse members occurs when leaders create an inclusive environment for various cultures and advocate for social and promotional opportunities for all members of the organization. Recommendations for Researchers: Significant research remains on understanding barriers to the preparation of faculty of color for leadership in higher education. While this research has provided first-hand qualitative perspectives from faculties of color, additional quantitative study is necessary to understand what significant differences in underrepresentation exist by race and ethnicity. Further research is also needed on the compound effects of race and gender due to the historic underrepresentation of women in leadership positions. At the institutional and departmental level, the study validates the need to look at both the implicit and explicit enforcement of policies regarding diversity in the workplace. Future Research: Higher education researchers may extend the findings of this study to explore how faculty of color have ascended to specific leadership roles within the academy such as department chair, academic dean, provost, and president.

Aim/Purpose: Board of Directors seek to use their big data as a competitive advantage. Still, scholars note the complexities of corporate governance in practice related to information security risk management (ISRM) effectiveness. Background: While the interest in ISRM and its relationship to organizational success has grown, the scholarly literature is unclear about the effects of Chief Technology Officers (CTOs) leadership styles, the alignment of the governance of big data, and ISRM effectiveness in organizations in the West-ern United States. Methodology: The research method selected for this study was a quantitative, correlational research design. Data from 139 participant survey responses from Chief Technology Officers (CTOs) in the Western United States were analyzed using 3 regression models to test for mediation following Baron and Kenny’s methodology. Contribution: Previous scholarship has established the importance of leadership styles, big data governance, and ISRM effectiveness, but not in a combined understanding of the relationship between all three variables. The researchers’ primary objective was to contribute valuable knowledge to the practical field of computer science by empirically validating the relationships between the CTOs leadership styles, the alignment of the governance of big data, and ISRM effectiveness. Findings: The results of the first regression model between CTOs leadership styles and ISRM effectiveness were statistically significant. The second regression model results between CTOs leadership styles and the alignment of the governance of big data were not statistically significant. The results of the third regression model between CTOs leadership styles, the alignment of the governance of big data, and ISRM effectiveness were statistically significant. The alignment of the governance of big data was a significant predictor in the model. At the same time, the predictive strength of all 3 CTOs leadership styles was diminished between the first regression model and the third regression model. The regression models indicated that the alignment of the governance of big data was a partial mediator of the relationship between CTOs leadership styles and ISRM effectiveness. Recommendations for Practitioners: With big data growing at an exponential rate, this research may be useful in helping other practitioners think about how to test mediation with other interconnected variables related to the alignment of the governance of big data. Overall, the alignment of governance of big data being a partial mediator of the relationship between CTOs leadership styles and ISRM effectiveness suggests the significant role that the alignment of the governance of big data plays within an organization. Recommendations for Researchers: While this exact study has not been previously conducted with these three variables with CTOs in the Western United States, overall, these results are in agreement with the literature that information security governance does not significantly mediate the relationship between IT leadership styles and ISRM. However, some of the overall findings did vary from the literature, including the predictive relationship between transactional leadership and ISRM effectiveness. With the finding of partial mediation indicated in this study, this also suggests that the alignment of the governance of big data provides a partial intervention between CTOs leadership styles and ISRM effectiveness. Impact on Society: Big data breaches are increasing year after year, exposing sensitive information that can lead to harm to citizens. This study supports the broader scholarly consensus that to achieve ISRM effectiveness, better alignment of governance policies is essential. This research highlights the importance of higher-level governance as it relates to ISRM effectiveness, implying that ineffective governance could negatively impact both leadership and ISRM effectiveness, which could potentially cause reputational harm. Future Research: This study raised questions about CTO leadership styles, the specific governance structures involved related to the alignment of big data and ISRM effectiveness. While the research around these variables independently is mature, there is an overall lack of mediation studies as it relates to the impact of the alignment of the governance of big data. With the lack of alignment around a universal framework, evolving frameworks could be tested in future research to see if similar results are obtained.

Aim/Purpose . The quantitative comparative ex post facto research study covered in this paper aims to fill gaps in the literature by focusing on whether gender influences perceptions of leadership; diversity, equity, inclusion, and accessibility (DEIA); and job satisfaction among federal employees within the Department of Justice using empirical data. The study also explores whether there are relationships between the perception of leadership and job satisfaction and the perception of DEIA and job satisfaction. Background. Since 2002, the United States Office of Personnel Management (OPM) has administered the Federal Employee Viewpoint Survey (FEVS), which measures employee perceptions of whether and to what extent successful organizational conditions exist in their agencies. Areas currently assessed within the FEVS include training, job satisfaction, leadership effectiveness, management effectiveness, work-life balance, and diversity, equity, inclusion, and accessibility. The exploration of variations in perceptions of leadership, DEIA efforts, and job satisfaction among U.S. federal employees by gender and other criteria are crucial areas for research that are underrepresented in the literature. This is not only important for the United States federal government, which is grappling with high attrition rates, but also for public administrations around the world. Methodology. A quantitative ex post facto research design was used to analyze data from responses of U.S. federal employees working for the Department of Justice. Leadership, job satisfaction, and DEIA were all measured using aggregate scores from pre-determined question sets. Differences based on gender were analyzed using t-tests. Additionally, chi-squares and Spearman’s rank correlations were employed in order to explore whether there is a relationship between the perception of leadership and job satisfaction and the perception of DEIA efforts and job satisfaction among U.S. federal government workers. Contribution. The findings of this study aid in providing empirical data to support the need for federal government leadership to understand the impact of employees’ perceptions on their willingness to continue working in the federal government. The research study was grounded in Public Service Motivation Theory, which centers around factors that motivate individuals to pursue and maintain careers in the public service sector. More specifically, this study supported the public service motivation theory in that it looked at gender as a mitigating factor in public service motivation as well as explored the role of leadership and DEIA as a correlating factor to job satisfaction. The results of this research have practical implications for federal government leaders interested in increasing employee motivation and retention and who should be considering the range of sociocultural and demographic characteristics that have been found in the research to impact employee perceptions and experiences. Findings. The analyses found differences in perceptions of leadership, DEIA, and job satisfaction among United States Federal Government employees based on gender. Additionally, perceptions of leadership and DEIA were both found to influence job satisfaction. The first research question explored in this study used a t-test to consider whether the perception of leadership among U.S. federal employees differed based on participant gender with significance found. The second research question examined whether the perceived job satisfaction of U.S. federal employees differed based on gender, with statistical significance detected. The third research question focused on whether perception of DEIA differed when gender was explored and the results of the t-test indicated a significant difference in perceptions of DEIA when gender was considered. The fourth research question considered the relationship between the perception of leadership and job satisfaction. A Chi-square and a Spearman Rank Correlation were performed, and a relationship was found to exist. Research question five explored whether a relationship exists between the perception of diversity, equity, inclusion, and accessibility initiatives and job satisfaction, with significance found following a chi-square and a Spearman rank correlation. Recommendations for Practitioners. Leadership behaviors of managers and the existence of DEIA policies play a critical role in employees’ job satisfaction and commitment. The recommendations for organizational leadership in the public service sector include addressing gender inequality in work practices and environments and cultivating more inclusive organizational cultures. Recommendations for Researchers. The lack of inclusion of socio-cultural norms in the research on public service motivation is a gap that has yet to be sufficiently addressed and is an area of research that should be explored. Impact on Society. Research on public service motivation in local, state, national, and international government employment can aid organizations in developing strategies for improving recruitment, selection, and retention in public service organizations. This information can advance scientific knowledge on transforming management and leadership practices across sectors. Future Research. Future research can expound on what has been done here by examining in more detail how various identities, and more specifically intersecting identities, within the LGBTQIA+ community as well as other historically marginalized groups, impact such factors as perceptions of leadership, job satisfaction, employee motivation and retention, and work-life balance. Perceptions of specific DEIA initiatives should also be further explored.

Aim/Purpose: This study aims to develop a descriptive typology to better identify leadership toward creativity in virtual work in different types of companies. Background: The study empirically explores how leadership toward creativity occurs in virtual work and uses the theoretical lenses of creativity-conducive leadership and heterarchy to generate a typology. Methodology : A multiple qualitative case study design, interpretivist approach, and abductive analysis are applied. Data is collected by interviewing 21 leaders and employees face-to-face in four companies in the ICT sector and one business advisor company. Contribution: The empirical evidence of this study enriches the understanding of leadership toward creativity in virtual work and contributes to the limited empirical knowledge on leadership that stimulates a virtual workforce to achieve creativity. Findings: The four different types of companies in the typology utilize various transitions toward leadership creativity in virtual work. The trend in leadership in the existing virtually networked business environment is toward the “collective mind” company, which is characterized by shared values, meaningful work, collective intelligence, conscious reflection, transparency, coaching, empowering leadership by example, effective multichannel interaction, and assertiveness. The findings empirically support applying a heterarchy perspective to lead a virtual workforce toward creativity and promote leaders who are genuinely interested in people, their development, collaboration, and technology. Recommendations for Practitioners: The typology helps professionals realize the need to develop leadership, communication, interaction, learning, and growth to foster creative interaction and improve productivity and competitiveness. Recommendation for Researchers: This study enables researchers to more rigorously and creatively conceptualize the conditions and relationships in leadership that facilitate creativity in virtual work. Impact on Society : The findings highlight humanistic values for developing leadership. The study strengthens the view that collective creativity in virtual work cannot emerge without virtual and physical interaction in appropriate spaces and caring for each other. Future Research: Future studies may focus on other fields, industries, networks, roles of materialities, and employees in fostering creativity and on theory development. Longitudinal studies are advisable.

Aim/Purpose: This study aimed to investigate the impact of innovation management and learning orientation as the mechanisms playing the role of an intermediate relationship between entrepreneurial leadership and organisational performance of small and medium enterprises (SMEs) in Kuwait. Background: SMEs are currently among the principal economic instruments in most industrialised and developing countries. The contribution of SMEs can be viewed from various perspectives primarily related to the crucial role they play in developing entrepreneurial activities, employment generation, and improving innovativeness. Developing countries, including Kuwait and other countries, in the Gulf Cooperation Council (GCC), have recognised the key role played by SMEs as a strong pillar of growth. Consequently, many governments have formulated policies and programmes to facilitate the growth and success of SMEs. Unfortunately, the organisational performance of SMEs in developing countries, particularly in Kuwait, remains below expectations. The lagged growth could be due to a lack of good managerial practices and increasing competition that negatively impact their performance. Numerous researchers discovered the positive effect of entrepreneurial leadership on SMEs’ performance. However, a lack of clarity remains regarding the direct impact of entrepreneurial leadership on SMEs’ performance, especially in developing countries. Therefore, the nexus between entrepreneurial leadership and organisational performance is still indecisive and requires further studies. Methodology: This study adopted a quantitative approach based on a cross-sectional survey and descriptive design to gather data within a specific period. The data were collected by distributing a survey questionnaire to Kuwaiti SMEs’ owners and Chief Executive Officers (CEOs) via online and on-hand instruments. A total of 384 useable questionnaires were obtained. Moreover, the partial least square-structural equation modelling (PLS-SEM) analysis was performed to test the hypotheses. Contribution: The current study contributed to the existing literature by developing a moderated mediation model integrating entrepreneurial leadership, innovation management, and learning orientation. The study also investigated their effect on the organisational performance of SMEs. The study findings also bridged the existing significant literature gap regarding the role of these variables on SMEs’ performance in developing countries, particularly in Kuwait, due to the dearth of studies linking these variables in this context. Furthermore, this study empirically confirmed the significant effect of innovation management and learning orientation as intermediate variables in strengthening the relationship between entrepreneurial leadership and organisational performance in the settings of Kuwait SMEs, which has not been verified previously. Findings: The study findings showed the beneficial and significant impact of entrepreneurial leadership and innovation management on SME’s organisational performance. The relationship between entrepreneurial leadership and SMEs’ organisational performance is fundamentally mediated by innovation management and moderated by learning orientation. Recommendations for Practitioners: The present study provides valuable insights and information regarding the factors considered by the government, policymakers, SMEs’ stakeholders, and other authorities in the effort to increase the organisational performance level and facilitate the growth of SMEs in Kuwait. SMEs’ owners or CEOs should improve their awareness and knowledge of the importance of entrepreneurial leadership, innovation management, and learning orientation. These variables will have beneficial effects on the performance and assets to achieve success and sustainability if adopted and managed systematically. This study also recommends that SMEs’ entrepreneurs and top management should facilitate supportive culture by creating and maintaining an organisational climate and structure that encourages learning behaviour and innovation mindset among individuals. The initiative will motivate them towards acquiring, sharing, and utilising knowledge and increasing their ability to manage innovation systemically in all production processes to adapt to new technologies, practices, methods, and different circumstances. Recommendation for Researchers: The study findings highlighted the mediating effect of innovation management on the relationship between entrepreneurial leadership (the independent variable) and SMEs’ organisational performance (the dependent variable) and the moderating effect of learning orientation in the same nexus. These relationships were not extensively addressed in SMEs of developing countries and require further validation. Impact on Society: This study aims to influence the management strategies and practices adopted by entrepreneurs and policymakers who work in SMEs in developing countries. The effect will be reflected in the development of their firms and the national economy in general. Future Research: Future research should investigate the conceptual research framework against the backdrop of other developing economies and in other business settings to generalise the results. Future investigation should seek to establish the effect of entrepreneurial leadership style on other mechanisms, such as knowledge management processes, which could function with entrepreneurial leadership to improve SMEs’ performance efficiently. In addition, future studies may include middle and lower-level managers and employees, leading to more positive outcomes.

Aim/Purpose: ************************************************************************ After its investigation, the Research Ethics, Integrity, and Governance team at RMIT University found that the primary author of this paper breached the Australian Code and/or RMIT Policy and requested that the article be retracted. ************************************************************************** This paper aimed to examine the influence of ethical and transformational leadership on employee creativity in Malaysia’s private higher education institutions (PHEIs) and the mediating role of organizational citizenship behavior. Background: To ensure their survival and success in today’s market, organizations need people who are creative and driven. Previous studies have demonstrated the importance of ethical leadership in fostering employee innovation and good corporate responsibility. Research on ethical leadership and transformational leadership, in particular, has played a significant role in elucidating the role of leadership in relation to organizational citizenship behavior (OCB). In this study, we have focused on ethical and transformational leadership as an antecedent for enhancing employee creativity. Despite an increase in leadership research, little is known about the underlying mechanisms that link ethical leadership and transformational leadership to OCB. Because it sheds light on factors other than ethical leadership and transformational leadership that influence employees’ extra-role activity, this research is relevant theoretically. OCB may have a mediating function between ethical leadership and transformational leadership style and employee creativity because it is associated with the greatest outcomes, but empirical research has yet to prove this. So, one of the study’s goals is to add to the hypotheses about how ethical leadership style and transformational leadership affect employee creativity by using an important mediating variable – OCB. Methodology: This study adopted a quantitative approach based on a cross-sectional survey and descriptive design to gather the data in a specific period. A convenient sampling approach was used to gauge 275 employees from Malaysia’s PHEIs. To test the hypotheses and obtain a conclusion, the acquired data was analyzed using the partial least square technique (PLS-SEM). Contribution: The study contributes to leadership literature by advancing OCB as a mediating factor that accounts for the link between ethical and transformational leadership and employee creativity in the higher education sector. Findings: According to the research, OCB has a substantial influence on the creativity of employees. Furthermore, ethical leadership boosted OCB and boosted employee creativity, according to the research. OCB and employee creativity have both been demonstrated to benefit greatly from transformational leadership. Further research revealed that OCB is a mediating factor in the link between leadership styles and creative thinking among employees. Recommendations for Practitioners: Higher education institutions should focus on developing leaders who value transparency and self-awareness in their interactions with followers and who demonstrate an inner moral perspective in addition to balanced information processing to ensure positive outcomes at the individual and organizational levels. Higher education institutions should place a priority on hiring leaders that exhibit ethical and transformational traits to raise awareness of these leadership styles among employees. Recommendation for Researchers: The new study also adds significantly to the body of knowledge by examining the relationship between ethical and transformational leadership and the creativity of the workforce. It aimed to identify the relationship between transformational leadership style and individual creativity in higher education by examining the mediating influence of OCB. Impact on Society: Higher education institutions should devise strategies for developing ethical and transformative leaders who will assist boost OCB and creativity within their workforce. Students and faculty in higher education can benefit from these leadership methods by learning to think in more diverse ways and by developing thought processes that lead to a larger pool of innovative ideas and solutions. As a consequence, employees who show creative behavior may be effectively managed by leaders who utilize ethical and transformational leadership styles and motivate them to show OCB that allow them to solve creative problems creatively. Future Research: A mixed-methods approach should be used in future research, and this should be done in public institutions in developing and developed nations to put the findings to use and generalize them even further. Future research will be able to examine other mediators to learn more about how and why ethical and transformational leadership styles affect PHEI employees’ creativity.

Aim/Purpose: This paper investigates the factors contributing to student IT self-leadership in online education using an exploratory study. Specifically, our goal was to understand whether the instructors’ transformational IT leadership and the students’ personal innovativeness with IT contributed to student IT self-leadership. Background: The study was conducted in an online course. While today’s students are expected to be IT natives, they still lack the skills to find and learn technologies on their own. This is problematic for both online education and students’ future careers. Directed-teaching methods are not appropriate to solve this kind of problem, a more constructivist teaching method is appropriate. We recommend that instructors adopt transformational IT leadership to set norms around technology use, to be role models in using online course technologies with utmost knowledge, and to encourage and support the students in their use of IT. Methodology: An exploratory research is conducted with 46 students in an online management information systems course at a public university. The data were analyzed using PLS structural equation modeling technique. Contribution: This paper introduces the unique concepts of student IT self-leadership and instructors’ transformational IT leadership by adapting concepts from the self-leadership and transformational leadership theories. IT self-leadership refers to the ability to intentionally influence one’s own thinking, feeling, and actions toward the use of IT to reach one’s work and life goals. To increase IT self-leadership, students should try new technologies as much as possible. Instructors should set up norms about trying new technologies, troubleshooting one’s own issues, and play a supportive and encouraging role, rather than employing directed-teaching methods. Findings: IT self-leadership skills are the ability to intentionally influence one’s own thinking, feeling and actions towards the use of IT to reach one’s work and life goals. The findings show that instructors’ transformational IT leadership as well as students’ innovativeness with IT contributes to students’ IT self-leadership. Recommendations for Practitioners: Practitioners may consider exhibiting transformational IT leadership skills including (1) giving encouragement about IT use, (2) fostering trust, (3) encouraging thinking about IT problems in new ways, (4) being clear about their values about IT by practicing what they preach in their IT use, and (5) inspiring students by being highly competent in IT. Potential ways that the instructors can exhibit these skills are discussed in the paper. Recommendation for Researchers: Researchers are recommended to include IT-self leadership of both students and instructors in their investigations on learning success. Furthermore, the inclusion of transformational IT leadership in new studies of teaching and learning success is recommended. Impact on Society: This paper includes students as part of the solution to challenges students face in online courses rather than treating them like passive recipients of educational changes. Thereby, it helps teachers and students to work together for a better solution to educational disruptions. Future Research: Studies should be conducted to determine other antecedents and outcomes of IT self-leadership. Research is needed on specific ways practitioners can increase their IT transformational leadership. While this paper introduced how the instructor of the exploratory study provided transformational IT leadership, more than one way of reaching each goal was practiced. Future research should test the connection between each transformational IT leadership behavior presented here and its outcome.

Aim/Purpose: Given that leadership has been shown to play a key role in knowledge-producing organizations, leaders of transdisciplinary science have received surprisingly little empirical attention. This study addresses the research gap by examining leadership in the context of a new transdisciplinary research organization. Background: Drawing on complexity leadership theory—a framework developed for identifying behaviors that facilitate creativity, learning, and adaptability in complex adaptive systems—this study examines leadership roles and practices that affect the generation of adaptive dynamics in transdisciplinary science. Methodology: The study is based on a longitudinal, qualitative in-depth case study on a newly formed transdisciplinary research center and its leadership team. The data includes ethnographic observations from leadership meetings and interviews with leaders. Contribution: This unique empirical case contributes to the study of transdisciplinary science by shedding light on the actions of academic leaders as they try to support transdisciplinary conversation, learning, and collaboration in a new center. Findings: The analysis shows that the leaders relied on both enabling and administrative leadership practices in a way that made them the focal point of transdisciplinary knowledge integration and thus jeopardized the creation of adaptive dynamics throughout the organization. Recommendations for Practitioners: The study highlights the importance of having knowledge brokers and hybrid scholars in strategic positions at different levels of the transdisciplinary research organization already in its early stages. Recommendation for Researchers: Longitudinal qualitative case studies that rely on different types of data provide rich information on how new leadership conceptualizations are implemented in organizations and the complex ways in which they relate to knowledge creation processes and outcomes. Impact on Society: Transdisciplinary science has the potential to find cures to complex diseases. Understanding leadership in transdisciplinary science can help in maintaining transdisciplinary research activities in the long run and thus make it more impactful. Future Research: The use of leadership roles and practices will be examined at different developmental stages in the transdisciplinary research process.

Aim/Purpose: This paper examines the impact of the transformational, servant, and paternalistic leadership styles on employee performance at the middle and senior levels. Background: Transdisciplinary research promotes the integration and development of various sciences. It provides more choices for leaders to adopt ways and practical activities to promote enterprise development. Complexity leadership theory emphasizes that effectively functioning organizations need distinct forms of leadership to work together. Leaders rely on different leadership practices in an emergent collaborative context, and finding an optimal balance is challenging. Many scholars have attempted to explore which leadership styles have a more significant impact on employees by distinguishing and defining types of leadership styles and explaining the process by which they influence employee behavior and performance. Various scholars have further explored and empirically demonstrated the impact of these three types of leadership styles (transformational, servant, paternalistic)on employee performance. While transformational and servant leadership have their roots in the West, paternalistic leadership has roots in China. Few scholars have conducted comparative studies on their positive impact on employee performance. How do these three leadership styles affect employee performance at the middle and senior levels in the Chinese context? Which combination of middle and senior leadership styles performs best? These are the second area that this paper will attempt to explore. Methodology: This study constructs a three-tier model at the senior, middle, and grassroots levels. A questionnaire survey was used to collect data. SPSS 22.0 and Amos were used for data analysis. Contribution: Through its construction of a three-tier model (senior, middle, and grassroots levels), the paper explores the combined effect of three leadership styles (transformational, servant, and paternalistic) on grassroots employees. It explores the impact of senior leaders across levels on grassroots employee performance, which is expected to provide a valuable addition to theories on leadership styles. It is also instructive to examine which leadership style performs better and what middle and senior leadership configurations are more conducive to driving beneficial employee behavior and, ultimately, corporate growth. Findings: The transformational, servant, and paternalistic leadership styles, both at the top and middle levels, have a significant positive relationship with employee performance; the middle leadership style plays a positive mediating role between the top leadership style and employee performance. In terms of impact on employee performance, transformational leadership shows the best results at both the top and middle levels, with paternalistic leadership second and servant leadership at the same level. Regarding which middle and senior leadership style pairing is the best, the sample is relatively small, and the gap between various pairing combinations is not evident from the data. If the sample size is enlarged, the coefficient will likely expand year-on-year. Therefore, we can assume that the pairing effect of top servant leadership and middle transformational leadership is the best, top paternalistic leadership and middle transformational leadership is the second-best, and the combination of top paternalistic leadership and middle-level servant leadership leaders is the weakest. Recommendation for Researchers: This paper extends the study of top and middle leadership’s combined effect on employee performance as a positive response to the call for multi-layer or cross-layer analysis in leadership research. The findings further enrich the literature on leadership style-related theories. The middle leadership style plays a positive mediating role between the top leadership style and employee performance. The trickle-down effect is further verified, i.e., the top leadership will have a permeating influence on employees through the middle leadership, and the top’s influence on the middle is generally more significant than the influence on grassroots employees. However, the difference between the influence of the middle leadership on the grassroots and that of the top on the grassroots is not apparent, which is inconsistent with the trickle-down effect that the middle leadership communicates more with the grassroots and has more influence on the grassroots, and further verification is needed. All three types of leaders positively affected employee performance, with the best being transformational leadership, paternalistic leadership, and servant leadership. This finding is consistent with some scholars and inconsistent with some scholars. The interested scholars can do further research. The better performance of diverse pairings in middle and senior leadership combinations is consistent with previous research suggesting that leadership styles have their own strengths and can be complementary. This paper further provides a comparative study of multiple leadership styles to validate the recognition and adaptability of leadership styles and further explain the complex relationship between leadership styles and employee job performance. Scholars can conduct comparative research on other leadership styles, and there may be different results. Future Research: Because of the cross-sectional data taken, the findings’ generalizability still needs further validation. There are many types of leadership styles, and there are other types of leadership styles that can be explored comparatively, perhaps leading to different findings. From another point of view, various leaders have their strengths, and they are not mutually hindering. More research is needed on team formation in a variety of contexts. Organic organizational structure enables knowledge creation and integration through the process of organizational learning through deep and continuous social interaction or dialogue. So we can further examine the influence process of leaders on employees from how to give full play to their advantages, such as improving shared leadership and shared communication.

Aim/Purpose: This study builds upon existing research by investigating the elements contributing to or buffering the onset of burnout symptoms. We examine the relationship between empowering leadership and burnout, considering the concurrent mediation effects of interpersonal workplace conflict, work-home conflict, and support from coworkers. Background: Burnout is a phenomenon that has been widely considered in the scientific literature due to its negative effect on individual and organizational well-being, as well as implications for leadership, coworker support, and conflict resolution. A deeper understanding of burnout prevention strategies across various professional contexts is paramount for enhancing productivity and job satisfaction. Methodology: Using a survey-based cross-sectional design, we employed a combination of Structural Equation Modelling (SEM) and Artificial Neural Network (ANN) to investigate the direct and indirect influences of empowering leadership on four dimensions of employee burnout, mediated by coworker support, interpersonal conflict at work, and work-home conflict. Contribution: This study provides initial insights into the direct and indirect influences of empowering leadership on various dimensions of burnout, highlighting the complex interplay with coworker support, work-home conflict, and workplace interpersonal conflicts. Ultimately, the study provides a comprehensive approach to understanding and mitigating burnout. Findings: Empowering leadership and coworker support can significantly reduce burnout symptoms, while high levels of work-home conflict and interpersonal conflict at work can exacerbate them. Our findings underscore the paramount role of interpersonal conflict in predicting burnout, urging organizations to prioritize resolving such issues for burnout prevention. Recommendation for Researchers: Following our findings, organizations should (a) promote empowering leadership styles, (b) foster coworker support and work-life balance, and (c) address interpersonal conflicts to reduce the likelihood of employee burnout while ensuring that these strategies are tailored to the specific context and culture of the workplace. Future Research: Future research should broaden the exploration of leadership styles’ effects on burnout, identify additional mediators and moderators, expand studies across sectors and cultures, examine differential impacts on burnout dimensions, leverage advanced analytical models, and investigate the nuanced relationship between work contract types and burnout.

Aim/Purpose: The rise of virtual communication technologies and hybrid work contexts has brought significant changes to leadership dynamics, highlighting the need for effective management of teams operating in both face-to-face and virtual settings, known as hybrid teams. Background: This systematic review examines leadership models utilized in face-to-face and virtual teams, factors contributing to leadership emergence in these contexts, and effective strategies for leading hybrid teams. Methodology: In this study, three scientific databases were searched, resulting in the retrieval of 1,707 studies. These studies were then subjected to a review process following the PRISMA guidelines, ultimately leading to the inclusion of 15 research contributions in the final review. Contribution: Given the results, key strategies for practitioners include the development of strong communication skills, providing constructive feedback, and implementing efficient remote management techniques. Findings: The findings emphasize three prominent leadership models – transformational leadership, leader-member exchange (LMX), and shared leadership – all of which play crucial roles in hybrid team settings. Personality factors drive leadership emergence in face-to-face settings, while virtual settings benefit more from task-related behaviors. Recommendation for Researchers: This review informs researchers seeking to enhance leadership efficacy in modern group settings, aiding leaders in navigating the complexities of hybrid team environments.

Aim/Purpose: The truism is that leadership fosters or restricts innovation behaviours in organisations, but the extent to which it does depends on the leadership style in practice. This study focuses on one of the contemporary leadership styles, knowledge-oriented leadership [KOL], which has received scant attention in research. In doing so, the contextual factors of psychological safety [PS] and employee voice [EV] were applied to determine how KOL influences are channeled to innovation at the individual level. Methodology: Data were collected from 347 academic staff in public universities in Southern Nigeria and subjected to a partial least square [PLS] analytical procedure for data treatment and hypotheses testing using the SmartPLS 3 software for variance-based structural equation modelling. Contribution: The study formed an integrated research framework that links knowledge-oriented leadership and innovation by accounting for the contextual mechanisms of psychological safety and employee voice. Findings: The PLS results demonstrated that the knowledge-oriented leadership and innovation relationship was positive and significant, and this relationship was partially mediated by two variables, namely, PS and EV. Furthermore, the two mediating variables channeled KOL’s influence on innovation in a sequence. Recommendation for Researchers: Organisations need to consider the practical application of KOL to improve innovation outcomes considerably. By this, leadership training programs should include modules, courses, or topics on KOL to engender the formation of requisite managerial skills. More so, they should consider the criterion of demonstrable KOL abilities for leadership selection and recruitment. As a personal development initiative, managers can attend leadership development programmes as well as obtain certification in knowledge management to improve their KOL abilities. This initiative should be encouraged and supported by organisations. In all, the human resource management framework should be responsive to the dynamics of the knowledge economy regarding leadership. Given that PS and EV function as mediators, organisations should actively cultivate an environment enabling interpersonal risky behaviours founded on trust, respect, and cooperation and encourage/support employees who demonstrate such behaviour accordingly. In this line, they should create and sustain a supportive environment that positively reinforces voice decisions and behaviours. Future Research: The study only determined the links between KOL, PS, EV, and innovation in public universities in Southern Nigeria. Other studies may examine the linkages in other knowledge-intensive organisations as well as expand the geographic scope to make for better generality of findings. Future studies should look at other underlying mechanisms that can affect the KOL-innovation relationship, such as psychological capital, work engagement, work commitment, etc. The role of moderators can be identified and introduced to this integrative framework to demonstrate the conditions affecting the linkages.

We consider how social and psychological connections among CEOs explain the propensity for corporate leaders to distance themselves socially from journalists who engage in negative reporting about firm leadership at other companies, and we examine the consequences for the valence of journalists' subsequent coverage. Our theoretical framework suggests that journalists who have engaged in negative coverage of a firm's leadership and strategy are especially likely to experience distancing from other leaders who (i) have friendship ties to the firm's CEO, (ii) are demographically similar to the CEO on salient dimensions, or (iii) are socially identified with the CEO as a fellow member of the corporate elite. Our theory and findings ultimately suggest that, due to the multiple sources of social identification between CEOs, journalists who engage in negative coverage of firm leadership tend to experience social distancing from multiple CEOs, and such distancing has a powerful influence on the valence of journalists' subsequent reporting about firm leadership and strategy across all the firms that they cover. We also extend our theoretical framework to suggest how the effect of social distancing on the valence of journalists' coverage is moderated by the early and late stages of a journalist's career.

This article examines how and why business schools might be complicit in a growing disconnect between leaders, people supposed to follow them, and the institutions they are meant to serve. We contend that business schools sustain this disconnect through a dehumanization of leadership that is manifested in the reduction of leadership to a set of skills and its elevation to a personal virtue. The dehumanization of leadership, we suggest, serves as a valuable defense against, but as poor preparation for, the ambiguity and precariousness of leadership in contemporary workplaces. This article proposes ways to humanize leadership by putting questions about the meaning of leadership—about its nature, function, and development—at the center of scholarly and pedagogical efforts. Reflecting on our attempts to do so, we argue that it involves revisiting not just theories and teaching methods but also our identities as scholars and instructors.

Do you teach anyone whom you would consider a member of the next generation of global leaders? If you answered "yes" to this question, you likely teach an audience within which many of its members already possess intercultural experience, have traveled widely, and perhaps speak several languages. These globally minded students demand in-depth learning approaches which help them prepare for complex global leadership settings. Global Leadership Practices is an excellent source of teaching materials and tools targeted to these learners.

President-elect Donald Trump's top allies are working to thwart either Sen. John Thune or Sen. John Cornyn from becoming the next majority leader and are pushing for Trump stalwart Rick Scott of Florida to win the post.

Transformation.  

As leaders, its a prayer we pray, a decree we sing over our congregation. We cry out for a shift in holiness. We desire a change of heart, for our church to be refined by the experience of worship. It’s easy to lift up your voice to the heavens, declaring God’s goodness and mercy, but lives are changed through the act of sincere transformation.  

Stories are powerful, and when someone comes forward with a testimony, something stirs within us. We relate, we believe, we hope. And that is the power behind transformational leadership.  

I was recently listening to a John Maxwell sermon, and he spoke about this very topic. I can’t take credit for the 4 points I’m about to share with you, but when I heard them I knew it was something worth sharing.  

We can read all the books we want on the types and styles of leadership, and honestly, it will always come down to your personality and how God has called you to lead. There’s no right or wrong way. But there is a truth that remains universal, and that is that leadership calls us to live life at a higher level. Leadership that sparks change and inspires movement requires a lifestyle that leaves no room for safety or compromise.  

All transformation happens through a transformational leader. Look at Scripture, for an example. Paul experienced one of the most radical life changes we see, and without his leadership, we would be missing 13 of the 27 books of the New Testament  

The book of Acts, at its core, is about how men stood unified and influenced an entire religious movement. King Xerxes was transformed by Esther’s faith and courage. Moses led an entire nation to freedom because he made the choice to live a life of trust and risk. These biblical heroes are set apart by their intentionality.  

They chose things normal people were not choosing, they honored God in ways others were not. This is what transformational leadership is about.  

So let’s dig into what it looks like for us to be a transformational leader amongst our church and teams.  

Transformational leaders see things other people do not see.  

Remember the story of the Good Samaritan? Many leaders passed by the man beaten and stripped that day. But it was the Samaritan, the unlikely hero, that saw what others refused to see. He transformed that man’s life through the power of touch and empathy.  

Are your eyes open to ministry moments? When you begin your rehearsals, are you so wrapped up in the sound check that you miss an opportunity to bless the new vocalist with introductions? Do you purposefully interact with those who serve unseen? Do you pick up the trash that everyone seems to dismiss? Honor is shown through the noticing. Begin praying for God to open your heart and prompt you as you serve each week.  

Transformational leaders say things other people do not say.  

Again, I am reminded of the story of Esther. She was told from day one not to reveal her Jewish roots. But when it came down to conviction, she had the courage to speak truth, and she was rewarded greatly for it. Transformational leadership takes conviction and bravery. People do not follow titles, they follow courage.  

What has God planted in your heart that needs to be spoken? What song needs to be sung? What person needs to be counseled? What words need to be said to yourself? Do not fear this part of leadership. Life and death are within the tongue, so use every opportunity to speak bold life over those God’s entrusted to you.  

Transformational leaders believe things other people do not believe.  

When Lazarus passed, the mourners came in droves, and Jesus was soon informed of his friend’s death. As He approached, Martha met Him there. She ran to Him and exclaimed, “If you had been here my brother would not have died!” The passage goes on as Jesus asks her if she believes He is who He says He is. She chooses to believe and even calls out her sister Mary to voice the same. This belief led to Jesus calling for Lazarus to rise from the grave, a miracle that confirmed that family's faith and legacy.  

Sometimes in ministry, we are called to believe beyond what even our pastoral leadership can see. Attendance, salvations, offerings, healings. Transformation happens when a congregation sees its leadership believing the unbelievable. It instills hope and trust in a God that is bigger than what we see. What do you, as a leader, need to be believing over your team, over your church, over your family in this season?  

Transformational leaders do things other people will not do.  

The story of Daniel has always been a powerful one in my life. When King Darius decrees that no man should pray to anyone but himself, Daniel continues to pray 3 times a day to God. When discovered, he’s thrown in the lions' den, and I think we all know how that turned out. God honored Daniel’s obedience and willingness to do what others would not do. It took courage, it took conviction, but Daniel’s belief in God was stronger than the consequences. His heart was settled.  

There will be times where you will be asked to do what others might not do. There may be convictions or levels of lifestyle you must obey because you’ve chosen this path of transformational leadership. Your life might look more conservative, it might look more dangerous, it might look more financially minimalistic. Whatever God is calling you to do or to not do, have the courage to say yes. Have the gall to live boldly in your conviction. This will always have a ripple effect among teams.  

Transformational leadership is not easy. It is isolating at times and misunderstood. But trying to lead without a heart of transformation can only get you so far. Without the courage to see differently, speak boldly, believe audaciously, and do rightly, you set your team up for failure. So as we move into the summer months, take this time of rest and reflection. Use it to examine your heart and see what God needs from you in each of these areas. What do you need to say? What do you need to believe this year? What do you need to do that will spark change? What will you see that will lead others' eyes to open? Ask God to transform your heart during this season, and watch as it transforms your leadership. 

Years ago, the mayor of my city appointed me as a government official. The weight and the joy of serving at this level were astonishing. It was weighty because my input could affect many lives. I found joy in this role because of my passion, ability to lead, personal experiences, academic training, love for people, and desire to honor God through my service. As a government-appointed official, my responsibility was to steward my role and the people I represented well. I often prayed for wisdom...

The racial justice charity accepts the wording and statistics used in posts about the Chris Kaba case ‘were not as carefully expressed as they should have been’

Walls & Ceilings names the second winner of its annual Leadership Award.

No charity can go it alone these days: real leadership involves bringing your organisation together with others

The U.S. Green Building Council (USGBC) has announced the recipients of its 2012 Leadership Awards.

CISCA’s Leadership Conference will be held September 25-26, 2013 in Toronto, Ontario, Canada.

In this video, W&C congratulates Nancy Brinkerhoff of Ironwood Commercial Builders of Northern California on her being named this year’s Leadership Award Winner.

As the number of women in environmental, health and safety professions increases, so will opportunities for career advancement, experts say.

NSCA's 25th annual BLC will be held in Irving, Texas, Feb. 28-March 2, 2023, under the theme, “Leadership Matters Now More Than Ever.”

This year’s keynote presenters include five high profile individuals who are widely-respected for their professional and lifetime achievements.

Your commitment to safety can make a tangible difference in your employees’ lives and your organization’s overall success. These eight essential strategies can help you lead the way in building a safety culture beyond compliance.

Silver Spring, MD — A new training program from CPWR – The Center for Construction Research and Training is aimed at helping residential construction supervisors improve their communication and leadership skills.

Jim Spigener from DEKRA Insight shares 11 leadership characteristics that he says the best performers in safety practice consistently.

Washington — The Chemical Safety Board says it will resume providing updates on incident investigations to “provide important initial information” on agency developments.

Columbia Southern University recently introduced a fire leadership degree program with four concentrations. The Master of Science in fire executive leadership degree program offers an opportunity for fire service workers to gain academic training in leadership at the graduate level.

HazTek’s Leading Safely approach to safety leadership is aimed at helping industry leaders transform their organizations in ways that reduce risks, improve team morale and open pathways to improved financial performance.

Columbus Vegetable Oils, a supplier of high-quality oils, shortenings, sauces and dressings, announced the hire of Jenn Farrell as director of research & development and quality. 

With an excellent nutritional profile and wide usability in the food industry, InnovoPro's platform based on CP-Pro 70® concentrate, is the best choice for this growing need.

As vice president, go to market, Campbell will establish short-term and long-term commercial goals that align with broader US and global strategies to drive growth and enhance the organization’s go-to-market proposition.

The appointments come on the heels of significant national expansion both in-store and via e-commerce platforms, as well as significant awards and accolades.

Bartek’s investment in both its team and facilities reinforces its position as the leader in malic and fumaric acid globally and aligns with its mission to facilitate growth and increase global reach to better serve existing customers and markets while opening up new ones.

Vita-Pakt Citrus Products Co., a global manufacturer of specialty citrus products for the juice, baking, dairy, retail, nutraceutical and food service industries, appointed Mark Reed as president and chief operating officer, effective May 1, 2020.

The Ruiz Foods board of directors selected the company’s current chief operating officer, Kimberli Carroll, as president and chief executive officer. 

Dr. Farhat will spearhead the company’s vision to develop groundbreaking ingredients, derived from both Fresh Del Monte’s portfolio and other agricultural products.

Grass Fed Foods is dedicated to providing healthy, nutritious foods made with clean ingredients, ensuring that consumers have access to food that supports a healthy lifestyle. 

Ardent Mills, a premier flour-milling and ingredient company, announced that Manoj Rana has joined the company as its vice president of corporate and business development. In this newly created role, Rana will partner with leaders across the industry to identify future business ventures that support Ardent Mills’ long-term growth strategy.   

Wallace brings nearly 30 years of experience and a successful track record of leadership in business growth, strategy, commercial, trading and risk management in the food and agriculture industries.