Search Results (120)

Family firms are distinctive organisational forms in which ownership, governance, leadership, and strategic decision-making are closely intertwined. Although prior research has examined leadership, succession, governance, and strategy in family firms, the literature remains fragmented regarding how leadership styles are associated with both strategic behaviour and strategic choices. This study addresses this gap by conducting a Systematic Literature Network Analysis of 59 studies on leadership and strategy in family firms. Combining systematic review procedures with bibliographic network analysis, this paper maps the intellectual and thematic structure of the field and synthesises the evidence around five research questions. The findings show that the literature is theoretically rich but not yet fully consolidated, with socioemotional wealth, upper echelon theory, agency theory, stewardship theory, and the resource-based view serving as dominant lenses. Leadership appears to be connected with strategy mainly through affective, political, and cognitive mechanisms, while the procedural core of strategic decision-making, including participation, dissent, consensus formation, and formal planning, remains underdeveloped. This review also shows that leadership is more frequently studied in relation to identity-relevant strategies, such as sustainability, innovation, succession, digital transformation, and professionalisation, while scale-and-scope strategies remain less examined. This study contributes by proposing an integrative framework of five leadership-to-outcome pathways and by outlining a future research agenda for leadership, entrepreneurship, and strategic renewal in family firms. Full article

Inclusive education depends not only on policy frameworks but also on school leaders’ capacity to translate inclusive principles into sustained organisational practice. This study examined the relationships among principals’ transformational and transactional leadership, self-efficacy, school culture, and the implementation of inclusive policies and practices. The study employed a cross-sectional quantitative design involving 452 principals of primary and lower-secondary schools in Greece. Data were collected using the Leadership for Inclusion Questionnaire (LEI-Q), the School Culture Survey (SCS), the Principals’ Self-Efficacy for Inclusive Leadership Scale, and the Transformational and Transactional Leadership Scale (TATL). Both leadership styles were positively associated with school culture, although transformational leadership showed stronger and more consistent relationships. Hierarchical regression explained 50% of the variance in inclusive leadership practices. Principals’ self-efficacy accounted for 45% of the explained variance, while transformational leadership contributed an additional 4%. Mediation analyses revealed significant indirect effects of both leadership styles through self-efficacy across all four dimensions of inclusive policy and practice implementation. The findings identify principals’ self-efficacy as the principal mechanism through which leadership orientations are translated into inclusive action, highlighting the importance of strengthening leaders’ confidence and capacity alongside organisational conditions that support sustainable inclusive school development. Full article

Green transformational leadership is a sustainability-oriented approach with a focus on implementing green strategies among employees and the organization to improve environmental performance. The current study examines the effects of green transformational leadership on perceived ESG performance among employees of Turkish SMEs. In this respect, the indirect effects of green innovation capability as a mediating element and strategic renewal as a moderating factor are also investigated. A total of 256 SME employees from Istanbul, Ankara, and Antalya were gathered through purposive and convenience sampling methods and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results suggest that green transformational leadership positively influences employees’ perceptions of ESG. This is because such a leadership style fosters the innovation capabilities of the enterprise, which in turn contributes to the formation of positive perceptions among employees. The results also show that the positive leadership–perceived ESG link is stronger as strategic renewal increases. Using the premises of Dynamic Capabilities Theory and the Resource-Based View model, the findings offer insight into how leadership activates and directs organizational capabilities, which enable green transformation and, thus, improve ESG performance. The current findings are relevant to academic and leadership practices within a green context. However, the findings are subject to the limitations inherent in self-reported survey designs, which restrict causal inference and generalizability. However, in terms of the theories used, this study contributes by showing how green leadership yields ESG outcomes through capability-based and renewal-based mechanisms rather than managerial influence alone. Full article

Transformational leadership (TL) remains a dominant framework in educational leadership, yet its effectiveness appears inconsistent across institutional contexts, including higher education (HE). This study develops a contingent explanation of TL using the Motivation–Ability–Opportunity (MAO) lens. Drawing on an integrative review of 19 empirical studies, the analysis examines how TL practices interact with organisational conditions to produce transformational or symbolic outcomes. The findings indicate that TL operates through three interdependent mechanisms: motivational alignment, capability development, and structural empowerment. However, these mechanisms are fragile and contingent upon contextual factors including governance autonomy, resource infrastructure, organisational culture, leadership-system maturity, and strategic orientation. When these conditions are aligned, TL fosters sustained engagement, innovation, and institutional learning. When they are misaligned, TL can devolve into rhetorical or symbolic practice, generating cynicism and inertia. The study contributes to the theory and practice of leadership in HE by reconceptualising TL as a conditional system rather than a universally effective leadership style, highlighting the importance of organisational context in enabling or constraining leadership impact. Full article

The dynamic development of the digital economy, accompanied by changes in the employment structure and the rise in the knowledge workforce, has led to growing interest in the concept of democratic leadership as a foundation for organisational sustainable development. Highly skilled knowledge workers seek to participate in decision-making processes, value autonomy, and expect their work to provide satisfaction and a sense of fulfilment. The transition towards sustainable development requires a new approach by leaders in managing knowledge workers. This paper presents the results of a study aimed at identifying the relationships between democratic leadership style, job satisfaction, and performance of knowledge workers. These goals are achieved through the analysis of a survey of 396 knowledge workers whose work involved the extensive use of IT in Polish companies. Structural equation modelling is used to analyse the survey data. The results indicate that the democratic leadership style has a positive effect on job satisfaction, which in turn positively influences employee job performance. The analysis further reveals that job satisfaction mediates the relationship between democratic leadership and employee performance. The findings are discussed in the context of the leadership challenges associated with sustainable organisational development in the digital economy. Full article

Ongoing global disruptions, including pandemics, geopolitical tensions, and climate-driven events, have exposed vulnerabilities in healthcare supply chains (HSCs). This study examines how artificial intelligence (AI) is reshaping HSCs to improve agility, resilience, and sustainable performance. Using a systematic literature review with PRISMA-style screening across Scopus and Web of Science, the study is complemented by bibliometric analysis and latent Dirichlet allocation topic modeling to analyze peer-reviewed articles. The results indicate an exponential increase in AI-enabled HSC research, concentrated in a small number of journals and spanning a globally diverse author community. Three dominant thematic clusters emerged: (1) sustainability-oriented supply chain design, (2) disruption and resilience management, and (3) healthcare-focused digital transformation. Across these themes, AI, digital twins, Internet of Things, and simulation are evolving from efficiency tools to strategic enablers of decision intelligence, supporting real-time sensing, scenario analysis, and proactive risk mitigation. The study highlights a convergence of “triple transformation” in which digitalization, resilience, and sustainability are increasingly co-dependent capabilities in HSCs. However, persistent barriers exist, including data quality issues, legacy systems, workforce skill gaps, limited model interpretability, and incomplete governance frameworks, which constrain large-scale adoption. The findings indicate a need for longitudinal and multi-method studies on human–AI collaboration, trust calibration, and leadership in AI-enabled HSCs. This study provides practical guidance for healthcare organizations looking to leverage AI in developing agile, resilient, and sustainable supply chain ecosystems. Full article

The research examines organisational leadership styles in the transition to the circular water economy using explanatory quantitative methods, combining semantic normalisation of structured survey responses and latent class analysis. One hundred and fifty organisations from the water sector in Lima, Trujillo, and Cajamarca participated and received a previously validated 30-item Likert-type questionnaire (α = 0.97). The nine analytical domains were developed resources, leadership, culture, technological capabilities, rivalry, suppliers, regulatory framework/support, implementation, and results to discover different organisational configurations. The ideal model identified eight latent classes that are grouped into four organisational archetypes: established leaders, aspirants with regulatory deficits, environment-focused with medium execution, and structural laggards. The findings reveal that circular implementation and results depend more on the articulation between organisational culture, strategic leadership, and regulatory framework than on the availability of technical or financial resources. In addition, great interorganizational heterogeneity was found, which challenged homogeneous public policies and requires differentiated strategies according to the level of circularity in which each organisation finds itself. The research provides empirical evidence to operationalise water transition indicators within the framework of SDG 6 and SDG 12, developing a robust taxonomy to track institutional progress toward water sustainability. Full article

This research focuses on the effects of leadership styles on the implementation of Green Human Resource Management (Green HRM) initiatives in hotels in Greece by staff members, and it recognizes the lack of sustainability research in the Mediterranean hospitality sector. Employing the Full-Range Leadership Model, we explore the impact of transformational, transactional, and passive leadership on the implementation of environmental HR practices. The data for this study were obtained from 216 employees in 29 hotels in Greece, who completed the Multifactor Leadership Questionnaire (MLQ-5x) and a Green HRM instrument. Several regression analyses showed that transformational leadership was the most robust positive predictor of Green HRM practices, followed by leadership outcomes and transactional leadership. On the other hand, passive leadership was significantly inversely associated with Green HRM implementation. Demographic variables, such as gender, age, and experience, had a substantial impact on both perceptions of leadership and involvement in Green HRM as well. The results offer significant theoretical implications and practical directions for improving environmental performance in hospitality organizations through the strategic use of leadership development and human resource management intervention. Full article

This research examines the impact of five crucial factors underlying human resource management (HRM), namely, compensation, transformational leadership, motivation, and job satisfaction on sustainable employees’ performance in Lebanese family companies. The research is founded on Social Exchange Theory, Maslow’s Hierarchy of Needs, and Transformational Leadership Theory. Based on a cross-sectional design and quantitative approach, data were collected from 511 full-time employees working for family-owned businesses in Lebanon via structured questionnaires. Structural equation modeling (SEM) using SmartPLS-4 was used to analyze the relationships among the variables. The results point out that job satisfaction, motivation, and the transformational leadership style meaningfully impact employees’ performance. Compensation had a slight yet statistically significant effect. Furthermore, the work environment was found to have both a direct influence on performance and a moderating effect on the relationships between job satisfaction, transformational leadership style, and employees’ outcomes. These outcomes provide theoretical contributions to the literature on HRM in family-owned enterprises and deliver practical insights for improving employees’ performance through targeted HR strategies in emerging economies. The present study concludes by highlighting the role of a supportive environment at work and participative leadership in enhancing performance outcomes, mostly in culturally complex and intergenerational business settings. Full article

This exploratory study examines strategic communication in Galician start-ups led by women, with the aim of analysing reputation management mechanisms, the channels and tools used, and the challenges associated with building a differentiated identity in the entrepreneurial ecosystem. A qualitative approach was adopted, combining a focus group with nine female entrepreneurs, documentary analysis and case studies. The results show that this ecosystem is structured around three relevant dimensions: institutional support provided by universities, accelerators and pioneering programmes; territorial roots, as a strategic resource for legitimacy and differentiation; and personal narratives that link innovation with everyday experience and strengthen empathy with audiences. There is a notable progressive professionalisation of communication as an instrument for growth, risk governance and identity consolidation, in which digital platforms play a significant role. Horizontal leadership styles, based on transparency and empathy, are configured as reputational attributes where the status of women founders can generate differential advantages in visibility and credibility, but also challenges in masculinised environments. The discussion identifies three key challenges: overcoming reluctance to public exposure, strengthening peer support networks, and promoting inclusive and understandable language. The findings highlight strategic communication as a cross-cutting resource for business and social legitimacy and sustainability in Galician female entrepreneurship. Full article

Digital transformation is reshaping work and management, yet evidence on how technological innovation interacts with workplace well-being, leadership, organizational culture, and human-centered management remains fragmented. This study aims to integrate these strands of research by examining how innovation and digitalization affect employee well-being and motivation in organizational contexts. A systematic literature review was conducted in accordance with PRISMA 2020 guidelines, with a protocol registered on INPLASY. The search was performed in the Scopus database and identified 287 eligible studies (1989–February 2025). Bibliometric keyword co-occurrence analysis using VOSviewer (1.6.20), combined with qualitative content and thematic analysis, led to five clusters: (1) innovation and well-being; (2) leadership pathways to workplace well-being; (3) work motivation and job satisfaction; (4) human-centered management in technological progress; and (5) organizational culture. The results show that organizations reconciling innovation and people’s well-being tend to adopt leadership styles and cultures grounded in ethical values, inclusion, psychological safety, and balanced work demands and resources, operationalized through human-centered management practices. These findings offer an integrated framework that goes beyond an instrumental view of technology and provide guidance for leaders, HR professionals, and policymakers designing digital transformation strategies that foster responsible innovation and promote sustainable, health-promoting work environments. Full article

This study explores the relationship between organizational innovation and managerial burnout among middle managers in Serbia, a country undergoing socioeconomic transition. Data were collected from 406 managers using a standardized questionnaire and analyzed through multiple and hierarchical regression analyses. The results show that administrative innovations significantly reduce burnout, whereas product and process innovations do not exhibit a statistically significant effect. However, the impact of innovation is shaped by the organizational context, particularly by leadership style, organizational culture, and the quality of the leader–member (LMX) relationship. Transformational leadership, intellectual stimulation, and high-quality LMX reduce the psychological strain associated with innovation, while punitive management practices and high power distance increase burnout risk. Gender and sectoral differences were also identified, indicating that women respond more positively to innovations, especially in public and production organizations. The study highlights that the relationship between innovation, leadership, and psychological well-being demonstrates how innovation can function as an organizational and social resource rather than a stressor when it is implemented in a culture of dialogue, trust, and psychological safety. The findings contribute to understanding how the dynamics of innovation affect not only individual well-being, but also the broader social sustainability of organizations operating in transition economies. Full article

Background: The COVID-19 pandemic uniquely challenged non-formal education (NFE), a sector reliant on interpersonal engagement, by forcing a rapid shift to remote work. This study examines how managerial leadership styles, technological self-efficacy (TSE), and attitudes toward remote work intersect among NFE coordinators in Israel’s Arab society, a minority community facing distinct cultural and systemic challenges. Aim: Focusing on school-based social-community education coordinators (SCECs) and community-based non-formal education coordinators (NFECs), the study investigates how leadership and organizational context shaped their adaptation to crisis. Method: The study employed a cross-sectional survey design, with data collected from 132 coordinators and 47 youth department directors between June and October 2021 using validated questionnaires. Pearson correlations, moderated mediation analysis, and ANOVA were used to analyze the data. Findings: The results revealed positive correlations between transformational leadership style (TLS), TSE, job satisfaction, and positive attitudes toward remote work. Critically, the analysis uncovered a context-dependent mechanism: TSE fully mediated the relationship between TLS and attitudes toward remote work, but this effect was significant only for community-based NFECs, not for school-based SCECs. Additionally, SCECs reported higher satisfaction and TSE than NFECs, who perceived more laissez-faire leadership. Contributions: Drawing on Bronfenbrenner’s ecological systems theory, the findings underscore that leadership’s effectiveness in crises is not one-size-fits-all; its impact is channeled through different mechanisms depending on the organizational ecosystem. The study highlights the pivotal roles of adaptive leadership and TSE in sustaining resilient NFE in minority communities. Theoretical and practical implications point to the need for culturally responsive, context-sensitive leadership development and targeted technology training to foster equitable learning environments. Full article

In the ESG era, the hospitality sector faces an urgent need to transform its governance models. However, a conceptual gap exists regarding the specific mechanisms that drive this transformation. This study addresses this gap through a systematic literature review to propose a novel integrative framework. Unlike previous reviews that analyze sustainable leadership and ESG governance in isolation, this paper positions sustainable leadership as the central mechanism that catalyzes the systemic integration of ESG criteria into the sector’s organizational culture and strategy. The proposed framework articulates how this leadership style facilitates a cultural, strategic, and operational transformation by balancing economic performance with social well-being and environmental protection. Specifically, within the hospitality context, sustainable leadership is shown to be key in fostering organizational resilience, responsible innovation, and participatory governance. The analysis also identifies critical barriers to implementation, such as cultural resistance, the lack of clear metrics, and the need for specialized leadership training. The unique contribution of this article is to offer a conceptual model that articulates the causal relationship between leadership and applied ESG governance, presenting sustainable leadership not merely as a management style, but as the fundamental component for building resilient and legitimate hospitality organizations in the long term. Full article

This study investigates the use of a hybrid leadership style in three kibbutz factories—two in privatized communities and one in a cooperative community. The factory leaders integrate multiple leadership styles in managing their enterprises. This blended style reflects a hybrid approach to management that has democratic and autocratic elements as well as a transformational leadership style that is also community-oriented. The goals of the managers are to make the factory operations sustainable while remaining loyal to communal values. We conducted 75 interviews in the three kibbutzim with individuals from various ranks, ranging from senior leadership to production workers. In addition, to supplement the information, we analyzed organizational documents, including internal newsletters, reports, and booklets summarizing 50 years of activity, as well as news articles that provided up-to-date information on business transactions that contributed to the success of the kibbutz industries. The result identified a hybrid style that combines the communal, transformational, and democratic or autocratic styles. Many features of communal leadership were evident in the practices of kibbutz members rather than those of outsiders and by strategies focused on maintaining the industry for kibbutz members in the long run and an egalitarian communal style. The hybrid style contains democratic features such as transparent and open communication, and a transformational style was also found in key components of this leadership style, including innovation, professionalism, dynamism, adaptability to environmental changes, and human sensitivity. Full article