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: The need to explore leaders’ role as a mediating factor between knowledge sharing and firms’ competitiveness was the focus of this paper. Further, gaps related to knowledge sharing influence on firms’ competitiveness from an emerging economy perspective was a major driver of this study. Background: The relevance of knowledge sharing is today crucial for firms that seek to harness internal resource innovation towards ensuring increased competitiveness. The link between the actions of leaders and outcomes from sharing knowledge towards increased competitiveness would further advance theory on knowledge sharing and provide managerial implication that is instrumental for an improved organisational outcome. Methodology: The study sample was 282 participants and Partial least square structural equation model was used for the analysis of the data obtained through a questionnaire survey with the aid of SmartPLSv3.9. Contribution: The study contributes to knowledge management literature through advancing leadership as a mediating factor that accounts for the link between knowledge sharing and firms’ competitiveness, most especially from an emerging economy perspective. Findings: Knowledge sharing was found to have a positive effect on firms’ competitiveness. The study found that leadership behaviour mediates the relationship between knowledge sharing and a firm’s competitiveness. Recommendations for Practitioners: The study recommends that, when supported with the right attitude from leaders in the organisation, knowledge sharing will be beneficial towards the firm gaining competitiveness most especially. Future Research: Future studies should be carried out in other sectors aside from the manufacturing sector using the same measures used to measure knowledge sharing. Also, a comparative analysis of knowledge sharing and firms’ competitiveness using leaders’ behaviour as a mediator should be researched in other developing economies.

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.

The novel coronavirus pandemic ravaged the world in 2020, making the world fall into an unprecedented period of stagnation. This research used the Sol-Idea internet public opinion analysis platform to collect, and analyses online public opinion data associated with novel coronavirus. This research finds the following situations: 1) COVID-19 online opinion leaders are more likely to post in major discussion boards. However, opinion leaders of replies but use PTT forum as the main discussion channel; 2) According to the analysis of the content and behaviour of the account 'ebola01', it is found that the content of the posts are mostly news praising the ruling party government or mocking the opposing parties, with the sources mostly coming from media considered to be more pro-ruling party. Therefore, it can be inferred that 'ebola01' may be part of cyber army with a particular political spectrum.

This conceptual research aims to connect aspects of learning activities of continuing education for professionals (CPE). The objective is to provide conclusions about modes of professional learning within diversity, equity, inclusion, and belonging (DEIB) training. This interpretation is placed in context relating to the process of professional learning objectives. A CPE DEIB training plan is presented as an example of how to provide continuing professional education to adult learners within a DEIB curriculum (El-Amin, 2020). The purpose of incorporating the foundations of CPE into DEIB training permits organisations to strengthening organisational development and productivity. By connecting the foundations of curriculum design, alignment, assessment and mapping, and research-informed innovation, CPE aims to enhance the effectiveness of organisational DEIB initiatives. A CPE DEIB training plan emphasises the importance of accountability, employee involvement, and effective training to drive DEIB initiatives.

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: The complexity of scientific problems has spurred the development of transdisciplinary science, in which experts are brought together to collaborate across disciplinary and practice boundaries. These knowledge diverse teams can produce novel solutions, but they often fail to achieve their potential. Background: Leaders have a crucial role to play in enabling effective collaboration among these diverse experts. We propose that a critical predictor of whether a newly formed interdisciplinary team will perform well is the leader’s multidisciplinary breadth of experience, which we define as a leader’s possession of significant experience in multiple areas of research and practice. We suggest that these leaders will have the capability to skillfully manage the interactions within the team. Methodology: We test our prediction in a sample of 52 newly formed interdisciplinary medical research teams. We also observe and examine the communication patterns in a subset of these teams. Contribution: There is a lack of systematic study of the impact leaders have on newly formed interdisciplinary science teams whose members have little or no prior collaborative experience with each other, possess specialized knowledge, and have limited overlapping expertise. This study combines quantitative and qualitative methods to examine the effect of leader multidisciplinary experience on team communication patterns and innovation. Findings: Our study finds that teams are more innovative when their leader has a moderate breadth of multidisciplinary expertise. Exploration of team communication patterns suggests that leaders with moderate multidisciplinary breadth of experience actively stimulated information sharing across expert domains by choosing cross-cutting topics and drew individuals’ attention to the knowledge and approaches of others in the team. Recommendations for Practitioners: Insights from this work can have practical implications regarding how to best select and train leaders to facilitate cross-boundary collaboration in transdisciplinary science. This study elucidates a variety of communication strategies that leaders can to enhance the team innovativeness. Recommendation for Researchers: Further investigation into the underlying psychological states that these communication strategies elicit is needed. Future research should investigate psychological mediators such as knowledge consideration, perspective taking, and cognitive flexibility. Impact on Society: Transdisciplinary science is needed to solve society’s most complex problems. The more insight we gather about factors that can help these knowledge diverse teams to be successful, but more society will benefit. Future Research: More research is needed on team formation, leader experience, and team outcomes in transdisciplinary science teams in a variety of contexts.

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.

We develop and test a theoretical model that explores how individuals appraise different types of stressful job demands and how these cognitive appraisals impact job performance. The model also explores how charismatic leaders influence such appraisal and reaction processes, and by virtue of these effects, how leaders can influence the impact of stressful demands on their followers' job performance. In Study 1 (n = 74 U.S. Marines), our model was largely supported in hierarchical linear modeling analyses. Marines whose leaders were judged by superiors to exhibit charismatic leader behaviors appraised challenge stressors as being more challenging, and were more likely to respond to this appraisal with higher performance. Although charismatic leader behaviors did not influence how hindrance stressors were appraised, they negated the strong negative effect of hindrance appraisals on job performance. In Study 2 (n = 270 U.S. Marines) charismatic leader behaviors were measured through the eyes of the focal Marines, and the interactions found in Study 1 were replicated. Results from multilevel structural equation modeling analyses also indicate that charismatic leader behaviors moderate both the mediating role of challenge appraisals in transmitting the effect of challenge stressors to job performance, and the mediating role of hindrance appraisals in transmitting the effect of hindrance stressors to job performance. Implications of our results to theory and practice are discussed. Keywords: stress, leadership, job performance, multilevel modeling

Accumulated knowledge on organizational justice leaves little reason to doubt the notion that organizational members benefit when leaders adhere to interpersonal justice rules. However, upon considering how justice behaviors influence subordinates' cognitive processes, we predict that interpersonal justice has a surprising, unintended negative consequence. Supervisors who violate interpersonal justice rules trigger subordinates to search for reasons why their supervisors are threatening them, causing subordinates to be more attuned to supervisors' individual characteristics and therefore unlikely to use stereotypes when evaluating them. In contrast, supervisors who adhere to interpersonal justice rules allow subordinates to divert attention away from them, leading subordinates' judgments of their supervisors to be influenced by stereotypes. Consistent with these predictions, in a survey we found that minority supervisors faced bias relative to Caucasian supervisors when supervisors adhered to—but not when they violated—interpersonal justice rules. We replicated this effect in an experiment and established that it is explained by an alternating pattern of stereotype activation and inhibition: participants viewed minority supervisors to be more deceitful than Caucasians when supervisors adhered to—but not when they violated—interpersonal justice rules. We then conducted exploratory analyses and identified one factor (unit size) that mitigates this troubling pattern.

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.

Using data from 607 subjects organized in 161 teams (84 laboratory teams and 77 organizational field teams), we examined how leader humility influences team interaction patterns, emergent states, and team performance. We developed and tested a theoretical model arguing that when leaders behave humbly, followers emulate their humble behaviors, creating a shared interpersonal team process (collective humility). This collective humility in turn creates a team emergent state focused on progressively striving toward achieving the team's highest potential (collective promotion focus), which ultimately enhances team performance. We tested our model across three studies wherein we manipulated leader humility to test the social contagion hypothesis (Study 1), examined the impact of humility on team processes and performance in a longitudinal team simulation (Study 2), and tested the full model in a multistage field study in a health services context (Study 3). The findings from these lab and field studies collectively supported our theoretical model, demonstrating that leader behavior can spread via social contagion to followers, producing an emergent state that ultimately affects team performance. Our findings contribute to the leadership literature by suggesting the need for leaders to lead by example, and showing precisely how a specific set of leader behaviors influence team performance, which may provide a useful template for future leadership research on a wide variety of leader behaviors.

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.

Management scholars have noted that leader departures often foreshadow higher turnover intentions (or lower organizational attachment) by subordinates left behind, especially when relationships between the departing leader and the subordinates, or leader-member exchanges (LMX), had been of high quality. In this paper, we posit that the quality of subordinates' relationships with all members of their relational system, not only their leader, must be considered to better understand how leader departures affect subordinates' organizational attachment. Our proposed relationships are illustrated in a theoretical model that includes phenomena at the individual-level (i.e., a subordinate's identification with the departing leader and with his/her organization), at the group-level (i.e., turnover contagion), and at the organizational level (i.e., organization-wide developmental climate). As such, we propose that elucidating how leader-departures affect organizational attachment requires multi-level theorizing and constructs. Theoretical and practical implications of such a 360-degree relational perspective on leader-departure effects are discussed.

With Herrera as ATF director, there’s a real opportunity to bring accountability, strip away flawed regulations, & dismantle the entire diseased temple.

In our civilization, any application of lethal force upon another human being is a fantastically high-stakes affair! Even if it saves your life!

Can we at least have some time for public input on something that can profoundly affect us all before sneaking this through?

When the chips are down, Cornyn has shown he’s more interested in placating anti-gun voices than defending the rights of law-abiding Americans.

U.S. President-elect Donald Trump on Tuesday named Elon Musk and former Republican presidential candidate Vivek Ramaswamy to lead a newly created Department of Government Efficiency, rewarding two of Trump’s well known supporters from the private sector.

Musk and Ramaswamy “will pave the way for my Administration to dismantle Government Bureaucracy, slash excess regulations, cut wasteful expenditures, and restructure Federal Agencies,“ Trump said in a statement.

Trump said the new department “will provide advice and guidance from outside of government,“ signaling the entity would operate outside the confines of government.

However, it would work with the White House and Office of Management & Budget to “drive large scale structural reform, and create an entrepreneurial approach” to government never seen before.

Trump said their work would conclude by July 4, 2026, making it a “gift” to the country on the 250th anniversary of the signing of the Declaration of Independence.

Musk, ranked by Forbes as the richest person in the world, already stood to benefit from Trump’s victory, with the billionaire entrepreneur expected to wield extraordinary influence to help his companies and secure favorable government treatment.

Musk gave millions of dollars to support Trump’s presidential campaign and made public appearances with him. Trump had said he would offer Musk a role in his administration promoting government efficiency.

He has many links to Washington, opens new tab and his lineup of companies includes electric car company Tesla (TSLA.O), opens new tab, social media platform X and rocket company SpaceX.

“This will send shockwaves through the system, and anyone involved in government waste, which is a lot of people!” Musk said, according to Trump’s statement, which called the new government initiative “potentially ‘The Manhattan Project’ of our time,“ referring to the U.S. plan to build the atomic bomb that helped end World War Two.

Ramaswamy is the founder of a pharmaceutical company who ran for the Republican presidential nomination against Trump and then threw his support behind the former president after dropping out.

“We will not go gently, @elonmusk,“ Ramaswamy said on X.

Musk reposted the announcement from Trump on his X account and added comments such as that, “The merch will be (fire),“ using three fire emojis, and, “People have no idea how much this will move the needle!”

He also posted: “Threat to democracy? Nope, threat to BUREAUCRACY!!!”

The acronym of the new department - DOGE - coincides with the name of the cryptocurrency dogecoin that Musk promotes.

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KUALA TERENGGANU: A crane driver and two tow truck operators pleaded not guilty in the Magistrate’s Court here today to charges of abducting a man last week.

The accused, Mohd Sabri Zakarya, 42, Muhamad Hafiz Hasbullah, 35, and Hairudin Sabri Abas, 40, claimed trial after the charges were read before Magistrate Noor Mazrinie Mahmood.

According to the charge, the three men were accused of forcibly abducting a 53-year-old man with the intent to confine him secretly and unlawfully in the motorcycle parking area in front of Bank Islam at a hypermarker here at around 2 pm on Nov 7.

They were charged under Section 365 of the Penal Code read together with Section 34 of the same code, which carries a prison sentence of up to seven years and a fine upon conviction.

Prosecuting officer Insp Ahmad Fitri Mohamed Kamal offered bail at RM10,000 for each accused, while lawyer Ghazali Ismail requested a lower bail amount, citing the financial circumstances of his three clients.

Ghazali noted that Mohd Sabri, who works as a crane driver, and Muhamad Hafiz and Hairudin Sabri, both tow truck operators, earn between RM2,000 to RM2,500 per month and support their respective families.

Magistrate Noor Mazrinie subsequently granted bail at RM6,000 for each accused and ordered them not to disturb or contact the victim until the case is resolved. The case was set for mention on Dec 12 for document submission.

KUALA LUMPUR: Tun Daim Zainuddin’s passing has not only drawn condolences from federal leaders but also from state leaders who expressed their heartfelt sympathies to his family.

Among those offering their condolences were the Perak Menteri Besar Datuk Seri Saarani Mohamad, Perlis Menteri Besar Mohd Shukri Ramli, Terengganu Menteri Besar Datuk Seri Dr Ahmad Samsuri Mokhtar and Kedah Menteri Besar Datuk Seri Muhammad Sanusi Md Nor.

In posts shared on their respective Facebook pages, they prayed for Daim, who served as Finance Minister from 1984 to 1991 and again from 1999 to 2001, to be placed among the righteous.

Also offering condolences was Kelantan Deputy Menteri Besar Datuk Dr Mohamed Fadzli Hassan, who referred to the passing of the former minister as a significant loss due to his many contributions to the nation.

“On behalf of the state, we extend our deepest condolences to the family of Tun Daim. We have lost a figure who made remarkable contributions to the country,” he told reporters in Kota Bahru today.

PAS president Tan Sri Abdul Hadi Awang also expressed condolences on Facebook, praying that Daim’s soul will be blessed with mercy and divine grace from Allah SWT.

Daim, whose full name is Che Abdul Daim Zainuddin, 86, passed away at 8.21 am today at Assunta Hospital in Petaling Jaya, where he was receiving treatment.

Can't really say, Justin, without knowing how the Independent manages its content and social media presence. I have had two very interesting private conversations with a web content manager and a PR/social media consultant neither of whom, I hasten to add, work for The Independent. Both said that pressure is put on them to get as many "shares" and click throughs as possible. One confirmed that some of their clients clearly state in the commissioning briefs that titles are changed for social media to increase the click rate and that their performance is assessed and payments adjusted accordingly.

But the conclusion must be that The Independent, and not Facebook, is in the wrong here. (Although I suppose there could / should be an FB algorithm to prioritise the real title?)

I don't think we can blame Facebook for the misuse of the tags. They provide the technology and alternative social media titles usually do describe at least part of the original content, and the target audience maybe different compared with that for a website audience. In this case it has to be the Independent that is ultimately responsible, even if the title was written by a freelancer or contractor who, I presume, are paid by the Independent. It is clearly in the source code of the page on the Independent website, therefore they are responsible for it.

[…] has written a telling piece on her blog  with the example of this  newspaper article From Karen: How to write totally misleading headlines for social media :  Or how to seriously annoy intelligent people by telling deliberate […]

Or how to seriously annoy intelligent people by telling deliberate lies. A story about renewable energy has been doing the rounds within my social media circles,  and especially on FaceBook. It is an article from The Independent newspaper that has been eagerly shared by those with an interest in the subject.  The headline reads “Britain … Continue reading How to write totally misleading headlines for social media →

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Streaming video still provides some meaningful advantages to traditional cable: it’s generally cheaper (assuming you don’t sign up for every service under the sun); customer satisfaction ratings are generally higher; and users have more power to pick and choose and cancel services at a whim. But the party simply isn’t poised to last. Thanks to […]

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Tesla CEO and X owner Elon Musk speaks as Republican presidential nominee and US president-elect Donald Trump looks on during a rally at the site of the July assassination attempt against Trump, in Butler, Pennsylvania, US, October 5, 2024. — ReutersMusk and Ramaswamy to lead...

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Punjab police personnel arresting top PTI leaders and SIC chief outside Rawalpindi's Adiala jail on November 12, 2024. — ReporterAyub, Qaiser, Raza were detained outside Adiala Jail.Police say top politicians arrested for violating Section 144. PTI says politicians were waiting...

Former prime minister Imran Khan gestures as he addresses supporters during a rally in Karachi, April 16, 2022. — ReutersSome PTI leaders sitting abroad pressing for do-or-die protest. Some firebrand leaders fear it may damage party and its cause.PTI info secy admits to presence...

If led properly, inductive Bible studies greatly affect people's lives, while providing a loving social environment. Here are some important points about leading inductive studies.

Kam Jones scored a career-high 31 points, Tyler Kolek had 17 points and eight assists and No. 9 Marquette won its sixth straight game, 91-57 over Georgetown on Saturday.

Aston Villa gave away an unusual penalty for handball in its Champions League game against Club Brugge on Wednesday when defender Tyrone Mings picked the ball up after receiving a short goal kick from goalkeeper Emi Martinez early in the second half.

President-elect Donald Trump is expected to select South Dakota Gov. Kristi Noem to lead the Department of Homeland Security, naming a loyal ally to carry out his border security and deportation plans.

Maryam Rajavi, president-elect of the world's largest Iranian dissident organization, says in an exclusive interview that the Tehran theocratic regime is on its last legs and warns there can be no real peace in the Middle East so long as the mullahs remain in power.

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.

World leaders are converging Tuesday at the United Nations annual climate conference in Baku, Azerbaijan although the big names and powerful countries are noticeably absent, unlike past climate talks which had the star power of a soccer World Cup.