The COVID-19 pandemic in 2020 significantly impacted Australia’s resources sector, particularly mining, oil, and gas industries, posing challenges for operational leaders. This study applied Adaptive Crisis Management Theory (ACMT) to understand how these leaders adapted during the crisis. Through interviews with 32 operational leaders, it was found that their roles evolved as crisis demands changed. Initially, they addressed immediate needs, then shifted focus to remote work facilitation and digital transformation, and finally emphasised recovery, trust, and resilience. These adaptations influenced leaders’ behaviours, highlighting the importance of flexibility in supporting employee wellbeing and organisational continuity during crises.

The neurodiversity movement takes a societal view of individual differences by suggesting that people should be respected and not necessarily medically treated based on personal attributes. This commentary article discusses how human differences in intellectual capacities should be considered as another form of diversity with the requirement for medical intervention needing to be considered in terms of overall social change. As a significant portion of the overall workforce could be considered as people with some form of neurological disability this article analyses how co-creation processes occur meaning neurodiverse individuals should be accepted in society regardless of their differences. This article contributes to societal discussions around managing diversity as in society the socio-demographic categories such as age and gender are well established, but newer categories such as neurodiversity are required.

This study tests the role of the full range leadership model’s leadership styles in employees’ job-stress-related presenteeism (JSRP). Further, the study tests a model that introduces mediating variables in the relationship between absent leaders and JSRP. Employees from four different types of organizations: police (N = 148), public service (N = 479, not-for-profit (N = 96), and construction (N = 214) completed the Multifactor Leadership Questionnaire on their direct supervisor, as well as a self-report measures of JSRP, psychological distress, and work–life balance. Correlations and hierarchical linear regression models showed that laissez-faire leadership had the strongest influence on JSRP for all four organizations. The parallel mediation model results showed that both employee psychological distress and work–life balance partially mediated the relationship between laissez-faire leadership style and employees’ JSRP. These results underscore the importance of looking at absent leaders and how they affect employees negatively.

Authentic leadership studies are often criticised for the limited use of causally defined research designs. To advance scholarship is this area, this article presents a scoping review on the use of experimental designs to examine causality in authentic leadership. Eleven publications were identified, which presented 16 experiments that met the inclusion criteria. Generally, these experiments tested authentic leadership as an antecedent; were conducted online; used a one-factor design; involved large samples, typically of working adults or residents; involved a manipulation check; involved the use of written vignettes to manipulate levels of authentic leadership; included counterfactual conditions; culminated with outcomes pertaining to followers; and established the causal effects of authentic leadership on the outcome(s) of interest. These findings suggest the value of: written vignettes; multi-method approaches; and online experiments. They also highlight opportunities to advance authentic leadership research through the use of sequential experiments and immersive technologies.

This study extends the upper echelons literature by shedding light on the role of top management team (TMT) dissimilarity, a specific conceptualization of team diversity. TMTs are typically composed of members from different functional areas who have unique information and values. The perception of the degree to which TMT members view themselves as dissimilar from other team members affects the TMT’s decision-making and, therefore, organizational outcomes. However, research does not address this perspective of TMT diversity. We examine how informational and value dissimilarity among TMT members is associated with incremental and radical innovation capability. We survey top managers from various industries and use partial least squares structural equation modeling analysis to explore the association between TMT dissimilarity and innovation capability empirically. The findings show that informational dissimilarity is positively associated with incremental innovation capability. Value dissimilarity is negatively associated with incremental innovation capability, whereas it is positively associated with radical innovation capability.

Charisma, often seen as an innate trait, is now understood as leader signaling grounded in values, symbols, and emotions, suggesting it can be developed through interventions. However, the method for cultivating charisma remains unclear. This study examines nonverbal communication strategies, highlighting the potential of body language, facial expressions, and vocal modulation to enhance charisma. Additionally, we introduce a virtual reality training program focused on these cues and explore the role of audience presence in boosting the intervention’s effectiveness by fostering self-awareness and behavioral adjustments. Results of a controlled randomized experiment with virtual reality-trained participants and online charisma assessors demonstrated significant improvements in observer-rated charisma from pre- to post-training compared to the control group. Moreover, training in front of a virtual audience yielded the expected outcomes. This study sheds light on charisma theory, its potential virtual reality training application, and its implications for leadership development.

This study explores what kinds of moral potency profiles can be identified among three different samples: Top sports, Leaders, and Followers. Based on the social norm theory, we examine whether and how the experienced strength of ethical organizational culture is associated with the probability to be identified into different moral potency profiles. Based on ratings of 188 top sport representatives, 237 leaders and their 202 followers, a person-centered approach was used to identify three moral potency profiles: morally hesitant, moderate moral potency, and morally confident. A fourth profile was identified based on the followers’ evaluations of their leaders: morally void. Low evaluations of ethical culture increased the likelihood of being classified into the morally hesitant profile. As the followers were somewhat more critical in evaluating their leaders’ moral potency than the leaders themselves, our findings highlight the value of including other-rated indicators when examining moral actions within organizations.

This study investigates the influence of perceived organizational support (POS) on employees’ intentions to recommend their employer or leave the organization. Based on social exchange theory, it explores how POS affects employee well-being and shapes behaviors such as loyalty and advocacy. An online survey gathered data from 604 French employees across various sectors, analyzing variables like POS, positive and negative well-being, and intentions to leave or recommend the employer. Structural equation modeling was used to examine the relationships among these variables and to test the mediating role of well-being. Results show that POS positively influences employee well-being. High POS is associated with improved positive well-being, which decreases the intention to leave and increases the intention to recommend. Similarly, reduced negative well-being linked to high POS lowers the desire to leave and lessens negative effects on recommendation intentions. The study confirms the mediating role of well-being between POS and employee intentions. The study provides new insights into the impact of POS on employee intentions by highlighting the pathways of positive and negative well-being. For human resource practices, strengthening POS is essential to boost employee retention and encourage positive behaviors, thereby enhancing the organization’s reputation and attractiveness.

Board of directors (BOD) bring valuable human and relational capital to firms but may act as self-interested agents by design. The purpose of this study is to investigate how the compensation of BOD members in high-technology sectors affects overall firm performance. We tested our specific hypotheses using panel regression methodology on data gathered from the CRSP, Compustat, BoardEx, and ExecuComp databases. Our final sample consisted of 9,127 firm years, and the companies in our sample were all high-tech publicly traded U.S. firms from 1992 to 2019. Our results showed that there is an association between BOD’s pay structure and firm performance (accounting-based return on assets and market-based Tobin’s Q). Our findings demonstrate originality and contribute to the literature since we empirically demonstrate that the level of variable BOD pay has a diminishing effect on return on assets and Tobin’s Q. This study advances our knowledge of executive compensation in the high technology sector.

Fostering employees’ innovative work behavior (EIB) has become one of the most important tasks of leaders. Although numerous studies have investigated the relationship between leadership and EIB, it is still unclear which specific leader behaviors promote EIB. Previous research has focused on leadership in terms of broad, non-innovation-specific leadership styles. Behavioral sub-factors have been neglected, and prioritization according to the importance of individual behaviors is still lacking. To address these issues, we identify innovation-specific leader behaviors and analyze which behaviors are best suited to increase EIB. To explain the relationship between the respective leader behaviors and EIB, we rely on the Ability–Motivation–Opportunity (AMO) framework and distinguish between ability-enhancing, motivation-enhancing, and opportunity-enhancing leadership behaviors. Our empirical analyzes are based on data from 1214 German employees. Our findings reveal that motivation- and opportunity-enhancing leadership behaviors foster EIB, with certain innovation-specific behaviors being particularly important for EIB. Building on our results, we provide guidelines for innovation-specific leadership.

Successful employment outcomes are often beyond the reach of people with disabilities, but relatively little is known about the factors that best enable the achievement of this goal. Using survey data from 803 people with and without disabilities, we examine the association of eight factors with successful employment outcomes. Using regression tree analysis, five factors emerged as statistically significant predictors of successful employment outcomes for people with disabilities: corporate culture and climate, job characteristics, government support, employer attitudes, and societal attitudes. Key interrelationships between factors include: (1) government support linking with corporate culture and climate; and (2) job characteristics linking with corporate culture and climate. Findings are relevant to organisations and governments to inform policy and practice to improve employment outcomes for people with disabilities.

Learning orientation emphasizes the importance of learning from any experience. It is grounded on commitment to learn, shared vision, open‐mindedness, and knowledge sharing. Organizational knowledge management literature based on social complexity theory posits that learning orientation makes companies generate new knowledge through spontaneous multi-level iterations and self-organization. Challenges related to the current business environment requires companies to constantly adjust to remain competitive. Still, the mechanisms making learning-oriented companies more capable to develop innovative product have been scantly explored. Pertinent literature actually conjectures this relationship as spontaneous, directed, and unmediated. Moreover, Small and Medium Enterprises (SMEs)rarely represent the context of analysis of research on this topic. Frequently lacking resources to systematically pursue product innovation, SMEs rely on solutions deriving from the combination of internal knowledge and external sources; thus, these companies depend on learning orientation principles to remain innovative. In this vein, the research aims to understand how learning orientation allows product innovation in SMEs through the achievement of strategic flexibility. Structural equation modelling was used to analyse data from 300 British SMEs. The results demonstrate the mediating role of strategic flexibility in the relationships between learning orientation and product innovation. The importance of innovation culture also emerged.

Work stress and employee wellbeing have gained heightened attention since the COVID-19 pandemic. Until now, organizations have primarily sought to conceptualize these variables as an individual-level phenomenon; thereby neglecting the potential influence of social dynamics within the workplace. Drawing on conservation of resources and emotional contagion theories, this study examines the extent to which team-level emotional contagion moderates the impact of stress on wellbeing, factoring in multilevel effects. Data from 237 professional services employees nested within 41 teams was analyzed. The results show support for emotional contagion as a team-level moderator between individual-level work stress and employee wellbeing. The role of organizational resources in shaping stress and wellbeing outcomes was also significant. This study underscores the significance of team dynamics and organizational resources in shaping employee wellbeing. Well-targeted, stress alleviation, and team-contagion enhancing initiatives will have a more positive impact on wellbeing, than individually targeted stress alleviation initiatives in isolation.

While employees actively seek out workplaces that offer meaningful work experiences, the concept of meaningful work remains notably underexplored within the turnover literature. The present study addresses this gap by examining the role of work meaningfulness among knowledge workers and its direct and indirect effects on turnover intentions and job satisfaction through the lens of self-determination theory. Our findings show significant effects on turnover intentions and job satisfaction, with work meaningfulness emerging as a stronger predictor of job satisfaction, while still contributing to reducing turnover intentions. Most extant literature focuses on sources and ways to enhance work meaningfulness. We contribute to more recent research on its relationship with its outcomes especially the link with turnover intentions, offering insight into a relationship that has produced few, but conflicting,results.

Former refugee women’s entrepreneurial journeys are embedded in social, cultural, and legal environments in their home, transition, and host countries. Their multiple context embeddedness creates contradictions and identity issues. Thus, women adopt behaviours that make them visible or invisible simultaneously when navigating these contradictions. Using intersectionality and translocational positionality lenses, this study explored this phenomenon. We collected narrative data using semi-structured interviews from refugee women resettled in New Zealand. The findings illustrate that multi-country social processes, that is, ‘translocational’ experiences, create (in)visibility paradoxes for women entrepreneurs. Women dynamically create visibility for themselves through reliance on or defiance of ethnic, cultural or refugee identities in their ventures and by creating a business identity aligning with the host country’s values. In contrast, cultural conformity and playing a role behind the ‘shopfront’ make women invisible. This study synthesises these paradoxical entrepreneurial strategies, develops a conceptual framework and contributes to women’s entrepreneurial identity studies.

This study aims to provide insights into the values entrenchment strategies that indigenous Black founders and next-generation (NextGen) leaders use in their efforts to entrench values into their family businesses. The study uses a qualitative methodology and an inductive approach, and draws on seven indigenous African family business cases operating in various industries within the services sector. Our findings show that founders and NextGen leaders use explicit and implicit carriers as they strive to entrench values in their family businesses. It was established that these leaders are influential institutional constituents who contribute to entrenching values into the family business and, by doing so, shape institutional knowledge. Our study contributes to family business literature by extending the founder centrality to include that of the NextGen leaders in values entrenchment, explaining how these leaders articulate their personal and family values and how they seek to translate them into family business values.

Differences in cultures, religious beliefs, and philosophical views suggest that leadership ethics may vary between Western and Eastern perspectives. However, ethical leadership scales are mostly rooted in Western conceptualization. This systematic review explores the cultural contributions, philosophical perspectives, and underlying theories shaping the measures of ethical leadership. A comprehensive search across Scopus, Web of Science, ProQuest Management, and Emerald Insight from 1990 to 2021 yielded over 3900 articles, with only 15 focusing on an Eastern conceptualization of ethical leadership. Findings reveal that Eastern ethical leadership encompasses unique dimensions, including leaders’ responsibility and concern for long-term sustainability, often overlooked in existing measures. Despite some similarities in virtues and values between Eastern and Western philosophical views, past studies predominantly employed Western theoretical perspectives to explain ethical leadership. This review highlights the imperative for measures that authentically capture Eastern cultural distinctions, crucial for advancing ethical leadership research amid the East’s increasing global influence.

In Asian workplaces, effective innovative work behavior (IWB) presents challenges. Knowledge on how Asian leaders can promote employee IWB through their behavioral repertoire is needed. This assumption prompted us to develop and validate the so-called Innovative Leader Survey (ILS), covering a repertoire of leader behaviors by which employee IWB is stimulated in Asia. Study 1 interviewed 60 high-performing leaders and employees on such behaviors, bringing forth three leader-behavioral dimensions and survey items for fostering employee idea generation, promotion, and implementation, labeled Envisioning, Energizing, and Enabling. Study 2 involved 1,037 survey respondents through which we validated these three sets of specific leader behaviors. Study 3, with 287 respondents, established ILS’s discriminant validity while all of its 11 operationalized leader behaviors were found to predict their followers’ IWB after 4 months. Future research with the ILS is proposed to enrich theory and empirical research on the relationship between effective leadership and employees’ IWB in Asian organizations.

In the global economy, the international strategies of family firms, influenced by family ownership and management, remain underexplored. Bridging the family business and international business fields, we use the socioemotional wealth lens to examine 1,236 international expansions from 2007 to 2013. Categorizing firms into pure family, nearly pure family, borderline family, and non-family typologies, we assess the influence of internal (experience, knowledge) and external (country risk) factors on their entry modes. Results indicate that higher family involvement in ownership/management increases the preference for greenfield investments over acquisitions or equity alliances, a relationship further moderated by international experience and country risk. This study provides nuanced insights into the international behaviors of family firms.

A hegemonic neoliberal ideology dominates all areas of work in Turkey, including healthcare. Though neoliberalism has been studied extensively from the perspective of meaning, values, and processes, managerial and leadership behavior dynamics require further research. This study analyzes the relationship between managerialism, toxic leadership, and ethical climate in an industry swept up by untamed neoliberalism, particularly in a nation where employment and human rights are ceremoniously protected. Through an analysis of medical doctors working in 207 public and private university hospitals in Turkey, we explored the role of managerialism and four distinct ethical climate types, resulting in the emergence of toxic leadership behaviors during the global pandemic. We theorize the extent to which toxic leaders emerge from managerialism. We further explain why the hegemonic Turkish leadership culture thrives in toxic behaviors such as paternalism, fealty, ingratiation, nepotism, and cronyism in the context of neoliberal expansion.