Search Results (698)

Employee turnover remains a critical challenge for organizations, prompting an examination of how leadership approaches influence employees’ intentions to leave. This study investigates the impact of transformational leadership on turnover intention, focusing on emotional exhaustion and creativity as potential mediators. The study employs a quantitative design grounded in leadership and organizational psychology theory and surveys 182 professionals working in the information technology sector across Bosnia and Herzegovina, Croatia, Serbia, and Montenegro. Structural equation modeling reveals that transformational leadership reduces turnover intention by alleviating emotional exhaustion, highlighting the importance of psychological well-being in employee retention. While transformational leadership enhances employee creativity, creativity did not significantly mediate turnover intention in this context. These findings suggest that strategies that foster engagement and reduce burnout in knowledge-intensive industries can strengthen organizational commitment and improve retention. This study contributes to the understanding of behavioral mechanisms linking leadership to employee outcomes and offers actionable insights for modern organizations aiming to address turnover through supportive, empowering leadership practices. Additional mediators and contextual variables should be explored in further research. Full article

A global poly-crisis of climate change, biodiversity loss, dwindling natural resources, geopolitical instability, among other complex challenges, is on the rise. Societal transformations are therefore imminent, whether intended or unintended. The key question is how to steward and facilitate such changes where fragmentation and siloed ways of working persist. The concept of synergies and the notion of synergic action could help overcome fragmented efforts to steer transformative changes. However, there exists a critical research gap in understanding the conditions needed to enable synergic action. This paper thus explores how synergic action is currently undertaken and the key essentials needed to deliver synergic action. The study uses a case study of the Yorkshire food system transformation to learn from its exemplar practitioners. The study used semi-structured interviews and a thematic analysis process to reach our two key findings. First, we highlight the three types of synergic action: (1) Non-systemic synergic action, (2) Non-systemic synergic action with multiple outcomes, and (3) Systemic synergic action. Differentiating types of synergic action can help identify where synergic action is already underway and guide more explicit efforts towards transformative change. The second key finding is the five essentials for synergic action, which are (1) leadership for synergic action; (2) networking, partnerships, and collaborations; (3) care and understanding; (4) a systems approach; and (5) intentionality for synergic action. This study brings to the fore the importance of intentionality, without which the first four essentials are less likely to coalesce. This is important to inform the reflection and learning of practitioners of systemic change about how they are currently and could be working more synergistically in the future, driven by clear intentionality. Full article

Artificial intelligence has taken a seat at the executive table and is threatening the fact that human beings are the only ones who should be in a position of power. This article gives conjectures on the future of leadership in which managers will collaborate with learning algorithms in the Neural Adaptive Artificial Intelligence Leadership Model, which is informed by the transformational literature on leadership and socio-technical systems, as well as the literature on algorithmic governance. We assessed the model with thirty in-depth interviews, system-level traces of behavior, and a verified survey, and we explored six hypotheses that relate to algorithmic delegation and ethical oversight, as well as human judgment versus machine insight in terms of agility and performance. We discovered that decisions are made quicker, change is more effective, and interaction is more vivid where agile practices and good digital understanding exist, and statistical tests propose that human flexibility and definite governance augment those benefits as well. It is single-industry research that contains self-reported measures, which causes research to be limited to other industries that contain more objective measures. Practitioners are provided with a practical playbook on how to make algorithmic jobs meaningful, introduce moral fail-safes, and build learning feedback to ensure people and machines are kept in line. Socially, the practice is capable of minimizing bias and establishing inclusion by visualizing accountability in the code and practice. Filling the gap between the theory of leadership and the reality of algorithms, the study provides a model of intelligent systems leading in organizations that can be reproduced. Full article

Agrarian women are at the forefront of rural livelihoods increasingly affected by the frequency and severity of climate change impacts. However, their household livelihood resilience (HLR) remains limited due to gender-blind policies, scarce sex-disaggregated data, and inadequate consideration of gender-specific needs in resilience-building efforts. Grounded in participatory feminist research, this study employed a multi-method qualitative approach, including semi-structured interviews and oral history narratives, with 60 women in two climate-vulnerable provinces. Data were analyzed through thematic coding, CATWOE (Customers, Actors, Transformation, Worldview, Owners, Environmental Constraints) analysis, and descriptive statistics. The findings identify nine major climate-related events disrupting livelihoods and reveal a limited understanding of HLR as a long-term, transformative concept. Adaptation strategies remain short-term and focused on immediate survival. Barriers to HLR include financial constraints, limited access to agricultural resources and technology, and entrenched gender norms restricting women’s leadership and decision-making. While local governments, women’s associations, and community networks provide some support, gaps in accessibility and adequacy persist. Participants expressed the need for financial assistance, vocational training, agricultural technologies, and stronger peer networks. Strengthening HLR among agrarian women requires gender-sensitive policies, investment in local support systems, and community-led initiatives. Empowering agrarian women as agents of change is critical for fostering resilient rural livelihoods and achieving inclusive, sustainable development. Full article

Industry 4.0 represents a significant transformation in industrial systems through digital integration, presenting both opportunities and challenges for aligning the workforce, especially in emerging economies like Thailand. This study adopts a sequential exploratory mixed-method approach to investigate how strategic human resource development (HRD) contributes to sustainable transformation, defined as the enduring alignment between workforce capabilities and technological advancement. The qualitative phase involved case studies of five Thai manufacturing firms at varying levels of Industry 4.0 adoption, utilizing semi-structured interviews with executives and HR leaders. Thematic findings informed the development of a structured survey, distributed to 144 firms. Partial Least Squares Structural Equation Modeling (PLS SEM) was used to test the hypothesized relationships among business pressures, leadership support, HRD preparedness, and technological readiness. The analysis reveals that business pressures significantly influence leadership and HRD, which in turn facilitate technological readiness. However, business pressures alone do not directly enhance readiness without the support of intermediaries. These results underscore the critical role of integrated HRD and leadership frameworks in enabling sustainable digital transformation. This study contributes to theoretical perspectives by integrating HRD, leadership, and technological readiness, offering practical guidance for firms aiming to navigate the complexities of Industry 4.0. Full article

Due to globalization, companies are exposed to a culturally diversified workforce; therefore, great emphasis is placed on identifying the most effective leadership style that would be able to manage such a workforce. Although numerous studies have attempted to identify successful leadership styles in different cultural settings, none have focused on the perceptions of top managers who work in multinational corporations (MNCs) in culturally diversified surroundings. Thus, our research attempts to identify the most preferred leadership style and characteristics from the perspective of top managers in MNCs in the United Arab Emirates (UAE). The 13 leadership characteristics analyzed in this study were generated from the 21 characteristics found by Global Leadership and Organizational Behavior Effectiveness (GLOBE) research. The participants, top managers in MNCs, needed to evaluate leadership styles by considering leadership characteristics. To ensure the objectiveness of the study, we analyzed their answers by applying the Fuzzy Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS) method. The results indicated that the most preferred leadership characteristics were visionary, inspirational, collaborative team-oriented, and performance-oriented. Moreover, the transformational leadership style emerged as the most preferred leadership style. The study’s findings show that top managers believe that employees in MNCs in the UAE seek a leader with a vision who will inspire, motivate, and help them fulfill their true potential. Full article

Employee creativity is essential for navigating digital disruption and maintaining organizational competitiveness; however, the mechanisms through which digital leadership fosters creativity remain underexplored. This study investigates the psychological and social processes through which digital leadership influences workplace creativity. Grounded in social cognitive and social exchange theories, the proposed model incorporates innovation self-efficacy and knowledge sharing as mediators and technology readiness as a moderator. Data were collected using a three-wave, time-lagged, multi-source survey design from 234 matched respondents, including employees and supervisors, across 20 business units in seven regional branches of a large Chinese organization undergoing digital transformation. The findings indicate that digital leadership significantly enhances employee creativity through the partial mediation of both innovation self-efficacy and knowledge sharing. Notably, the indirect effect through knowledge sharing was stronger, underscoring the critical role of collaborative processes in driving creativity. Furthermore, technology readiness positively moderates the effects of digital leadership on both mediators and amplifies the indirect effects on creativity. These findings provide valuable insights into how organizations can leverage digital leadership more effectively by aligning leadership strategies with employees’ psychological readiness and fostering a digitally supportive work environment. Full article

In the current era of a dynamic environment, organizations need to continuously innovate and transform to remain competitive. Digital transformation is an essential driver across organizations, including small and medium-sized enterprises (SMEs), reshaping organizational agility. This research examines the interconnection among knowledge sharing, digital transformation, open innovation, organizational agility, and transformational leadership. A quantitative research design was employed, using an online survey with data collected from 543 participants selected through a stratified random sampling from SMEs in China. Data were analyzed by utilizing partial least squares structural equation modeling. The results include a significant impact of knowledge sharing on digital transformation, digital transformation on open innovation, and open innovation on organizational agility. Additionally, digital transformation and open innovation were found to significantly mediate the relationship between knowledge sharing and open innovation and organizational agility. Moreover, transformational leadership significantly moderated the impact of digital transformation on open innovation. The model explained 67.7% of the variation in organizational agility. The research provides a holistic model for SMEs aiming to leverage information sharing, technological integration, and leadership practice to improve flexible and innovative systems, contributing to theoretical understanding and practical solutions to sustainable resilience. Full article

Digital transformation (DT) fundamentally reshapes how organisations operate, create value, and respond to complex environments through the integration of digital technologies. Beyond mere technical deployment, DT involves behavioural, strategic, and institutional changes. As these transformations are increasingly managed through projects and programmes, project management plays a pivotal role, not only in delivering these transformations but also in enabling them. However, the relationship between DT and project management remains fragmented and insufficiently explored. This paper addresses this gap by systematically reviewing 66 peer-reviewed articles using a qualitative thematic coding approach informed by sociotechnical systems theory. The analysis reveals four interrelated themes: methodologies and the sociotechnical integration of digital tools, misalignments in sociotechnical interfaces, governance and leadership, and industry- or project-specific transformation trajectories. Based on these findings, the paper proposes three key future research agenda: (1) embedding digital tools through methodological mediation and governance integration, (2) governance and leadership as strategic enablers, and (3) advancing sector-specific insights into DT. By offering a structured synthesis and a theory-driven research agenda, this review contributes to a more integrated understanding of how DT unfolds within project-based contexts and lays the groundwork for future interdisciplinary research. Full article

As diversity, equity, and inclusion (DEI) efforts in higher education face increasing political resistance, it is critical to understand how equity-centered institutional change is fostered, and who is transformed in the process. This study examines the intended and emergent outcomes of faculty professional development initiatives implemented through the Howard Hughes Medical Institute’s Inclusive Excellence (HHMI IE) program. We analyzed annual institutional reports and anonymous reflections from four public universities in a regional Peer Implementation Cluster (PIC), focusing on how change occurred at individual, community, and institutional levels. Guided by Kezar’s Shared Equity Leadership (SEL) framework, our thematic analysis revealed that while initiatives were designed to improve student outcomes through inclusive pedagogy, the most profound outcome was the development of equity consciousness among faculty. Defined as a growing awareness of systemic inequities and a sustained commitment to address them, equity consciousness emerged as the most frequently coded theme across all levels of change. These findings suggest that equity-centered faculty development can serve as a catalyst for institutional transformation, not only by shifting teaching practices but also by building distributed leadership and deeper organizational engagement with equity. This effort also emphasizes that documenting emergent outcomes is essential for recognizing the holistic impact of sustained institutional change. Full article

This study examines the influence of ethical leadership on corporate sustainability and financial performance, highlighting the moderating effect of firms’ commitment to the United Nations Sustainable Development Goals (SDGs). Utilizing panel data from 420 automotive companies spanning 2015 to 2024, the analysis applies the System Generalized Method of Moments (GMM) to control for endogeneity and unobserved heterogeneity. All data were gathered from the Refinitiv Eikon Platform (LSEG) and annual reports. Panel GMM regression is used to estimate the relationship to deal with the endogeneity problem. The results reveal that ethical leadership significantly improves corporate sustainability performance—measured by ESG scores from Refinitiv Eikon and Bloomberg—as well as financial indicators like Return on Assets (ROA) and Tobin’s Q. Additionally, firms that demonstrate breadth (the range of SDG-related themes addressed), concentration (the distribution of non-financial disclosures across SDGs), and depth (the overall volume of SDG-related information) in their SDG disclosures gain greater advantages from ethical leadership, resulting in enhanced ESG performance and higher market valuation. This study offers valuable insights for corporate leaders, policymakers, and investors on how integrating ethical leadership with SDG alignment can drive sustainable and financial growth. Full article

Global supply chains face unprecedented challenges from geopolitical conflicts, climate change, economic volatility, and technological disruptions, highlighting the critical role of supply chain resilience as a core strategy for firms to maintain stability and competitive advantage. Grounded in the resource-based view and dynamic capability theory, this study examines how supply chain capability—that is, entrepreneurial leadership, collaborative capability, and digital transformation—enhances resilience, which mediates its impact on performance. Using structural equation modeling on survey data from Chinese firms, we find that resilience, comprising absorptive, reactive, and recovery capability, significantly mediates the relationship between supply chain capability and performance. Environmental uncertainty moderates this relationship, particularly in highly uncertain contexts, where resilience becomes a key driver of competitive advantage. Theoretically, this study extends dynamic capability theory by disaggregating resilience and exploring its mediating role. Practically, it emphasizes strengthening entrepreneurial leadership, collaborative capability, and digital transformation to improve resilience and performance in uncertain environments. Full article

Despite growing scholarly interest in digital transformation, few studies have systematically explored the mechanisms linking digital transformation capability to firm performance. This study examines both the direct and indirect effects of digital transformation capability on firm performance, offering novel insights by incorporating organizational strategic intuition and digital leadership as mediating variables. These mediators align with the emerging emphasis on strategic risk management in the literature. A survey was conducted among 620 high-tech enterprises in the Yangtze River Delta using a structured questionnaire. The data were analyzed using SPSS 23.0 for descriptive and correlational statistics, SmartPLS 4.0 for structural equation modeling (SEM), and PROCESS 4.2 for mediation analysis. The results reveal a significant direct effect of digital transformation capability on firm performance. Mediation analysis further shows that organizational strategic intuition and digital leadership each significantly mediate this relationship, and a chain mediation pathway involving both variables is also confirmed. These findings deepen our understanding of how digital transformation capability drives performance outcomes and offer practical guidance for high-tech firms seeking sustainable competitive advantages in dynamic digital environments. This study advances the theoretical discourse by clarifying the pathways through which digital transformation capability affects firm performance and provides empirical evidence to inform strategic decision-making in high-tech management. Full article

This article explores the role of the European Union (EU) as a normative gender actor promoting women’s participation in STEM (Science, Technology, Engineering, and Mathematics) within the Eastern Partnership (EaP) region. In a context marked by global inequality and overlapping international efforts, this paper assesses the extent to which EU-driven Europeanisation influences national gender policies in non-EU states. Using a postfunctionalist lens, this research draws on a qualitative analysis of EU-funded programmes, strategic documents, and a detailed case study encompassing Armenia, Georgia, Moldova, Ukraine, Belarus, and Azerbaijan. This study highlights both the opportunities created by EU initiatives such as Horizon Europe, Erasmus+, and regional programmes like EU4Digital and the challenges presented by political resistance, institutional inertia, and socio-cultural norms. The findings reveal that although EU interventions have fostered significant progress, structural barriers and limited national commitment hinder the long-term sustainability of gender equality in STEM. Moreover, the withdrawal of other global actors increases pressure on the EU to maintain leadership in this area. This paper concludes that without stronger national alignment and global cooperation, EU gender policies risk becoming symbolic rather than transformative. Full article

Higher education institutions (HEIs) are increasingly called upon to both respond to and drive societal change. To better understand how HEIs can enhance their ability to innovate, an integrative literature review was conducted, examining the concept of innovative capacity. Key resources, such as social capital and leadership, that support innovative capacity were identified, and the ways in which these key resources interact to give rise to innovation outcomes were explored. The findings were synthesized in a conceptual framework that illuminates the pathways through which the capacity for innovation can be built and leveraged by HEIs. This framework serves as both a theoretical foundation for future research and a practical guide for HEI leaders and policymakers seeking to foster innovation. By leveraging these insights, HEIs can better navigate the challenges of a rapidly evolving society and reinforce their role as key drivers of knowledge creation and the complex societal transformations necessary for a sustainable future. Full article