Leadership & Organization Development Journal: Volume 43 Issue 8

Does change agent selection procedure matter? A strategic decision-making toward a more objective selection approach

Arash Mashhady, Hamidreza Khalili, Ardalan Sameti

While studies have established the important role of change agents throughout organizational change programs and emphasized the change agents’ impact on outcomes of change…

The nexus of servant leadership and project success: the mediation of emotional intelligence and job stress and moderation of team effectiveness

Aizaz Ahmad Malik, Dilnaz Muneeb, Noman Khan, Muhammad Usman, Khawaja Fawad Latif

This study investigated the impact of servant leadership on project success in nongovernment organizations (NGOs) working in a developing country like Pakistan. A moderated…

Leader humor and newcomer adjustment: The mediating role of role breadth self-efficacy

Fei Kang, Jiyu Li, Han Zhang, Ying Zhang

Despite the increasingly growing empirical research on leader humor, the critical issue of how and when leader humor affects newcomer adjustment was largely overlooked. The…

The Covid Shift: working women's punctuated equilibrium

Jennifer W. Purcell, Darlene Xiomara Rodriguez, Kelsey A. Ring

The purpose of this paper is to present a conceptual framework for examining the impact of the COVID-19 pandemic on working women.

Does benevolent leadership consistently lead to employees' voluntary behaviors?

Jui-Chieh Huang

Benevolent leadership is a leadership style in which leaders show consideration for their employees' work and life. Empirical studies have shown inconsistent relationships between…

“One of these things is not like the others”: the role of authentic leadership in cross-cultural leadership development

Clif P. Lewis, Maryam Aldossari

The purpose of this research is to explore a possible relationship between the presence of authentic organisational leadership and the leadership development experience.

How CEO transformational leadership impacts organizational and individual innovative behavior: collaborative HRM as mediator

Muhammad Ayyaz Abid Awan, Khawaja Jehanzeb

The purpose of this research is to examine how the chief exective officers (CEO's) transformational leadership impacts organizational innovation and individual innovative…

Authentic leader(ship) development and leaders' psychological well-being: an outcome-wide analysis

Ayse Yemiscigil, Dana Born, Scott Snook, Emily Pate

Despite a fast-growing interest in leadership development programs, there is limited research on the impacts of leadership development and a narrow focus on professional…

Strategic leadership in SMEs: the mediating role of dynamic capabilities

Emmanuel Quansah, Kaveh Moghaddam, Stephanie Solansky, Yuan Wang

Small and medium-sized enterprises (SMEs) play a vital role throughout the global economy, spurring innovation and job creation. This study investigates the effect of strategic…

Exploring the road less travelled: developing the Core4 leader behaviour model by building on the Ohio State studies and comparing it with transformational and transactional leadership

Jos Mesu, Karin Sanders

In this study the Core4 model is proposed as a new model of leader behaviour.

Spiritual leadership and corporate social entrepreneurial orientation: the mediating role of workplace spirituality

Tien Dung Luu

The main aim of this study is to examine a moderated–mediated model empirically to understand whether and how spiritual leadership (SL) affects corporate social entrepreneurial…

Ambidextrous leadership and sustainability performance: serial mediation effects of employees' green creativity and green product innovation

Chaolin Lyu, Can Peng, Ruixue Li, Xiaona Yang, Dongqin Cao

The purpose of this study is to explore the relationship between ambidextrous leadership and sustainability performance. In addition, this study also discusses how ambidextrous…