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This paper aims to examine the relationship between workplace toxicity and psychological capital (PsyCap). It also investigates the moderating role of gratitude in the toxicity–PsyCap link.

The study is based on explorative-cum-descriptive research design. The sample comprises 411 employees engaged in banking, insurance, IT, automobile and oil and gas companies. The collected data is explored for reliability, validity, multicollinearity and common method variance estimates. Also, the relationship between workplace toxicity and PsyCap and the moderating effect of gratitude are examined using structural equation modelling.

The findings report a negative association between toxicity and PsyCap. Also, the study concludes a significant moderating effect of gratitude. The study recommends the institutionalisation of a gratitude-based organisation to reduce the impact of workplace bullying and uncivil behaviour.

The study is based on primary data and one of the few studies that explore psychological capital as a dependent variable, which is influenced by toxic behaviours at work.

This study aims to explore and extend the consumer–brand relationship literature by integrating the relatively new construct of brand coolness with a growing body of work on gratitude. Specifically, gratitude is explored alongside emotional brand attachment as an additional mechanism affecting the relationship between cool brands and the loyalty outcome of repurchase intention. Consumption context is examined as a boundary condition to the effect of gratitude.

Data was collected from an online survey of a Qualtrics panel of 356 US consumers. A moderated mediation model is used to explain the effects of brand coolness on repurchase intention via emotional brand attachment and brand gratitude in the moderating presence of consumption context.

Brand coolness significantly increases repurchase intention. Furthermore, emotional brand attachment and brand gratitude are established as parallel mediators of the relationship between brand coolness and repurchase intention, with brand gratitude exhibiting a significantly stronger mediated effect. The impact of brand coolness on brand gratitude is moderated by social visibility, with publicly consumed cool brands stimulating greater brand gratitude than their privately consumed counterparts.

Brand gratitude is shown to influence repurchase intention independent of the impact exerted by consumers’ emotional brand attachment. Cognitive appraisal theory is used to distinguish brand gratitude from other mediators studied in consumer–brand relationships. Findings establish the moderating influence of the social visibility of the brand on the relationship between brand coolness and gratitude.

Drawing on social information processing theory (SIP), this paper examines whether and how humble leadership affects employees' service improvisation (ESI) in the hospitality industry. Further, the study investigates the mediating role of psychological safety and the moderating role of creative self-efficacy (CSE).

To test the proposed relationships, the study adopts a cross-sectional design, administering questionnaires to 456 frontline staff in Egypt’s hospitality industry across three main sectors: restaurants, hotels and travel agencies. SPSS 27 and AMOS 22 were used for statistical analysis.

The study reveals a positive relationship between humble leadership and ESI, partially mediated by psychological safety. Furthermore, CSE not only strengthens the relationship between psychological safety and ESI but also enhances the indirect effect of humble leadership on ESI via psychological safety.

The study offers valuable insights for practitioners in the hospitality industry. To boost ESI, organizations can incorporate humble leadership attributes into their leadership development programs. Fostering a psychologically safe workplace would facilitate the positive impact of humble leadership on ESI. Recognizing CSE as a pivotal moderator underscores the importance of strategically selecting and developing employees with high CSE. These insights aim to cultivate a more service-oriented and effective workforce in the hospitality industry.

This study significantly contributes to leadership research in the hospitality industry by uncovering a previously unexplored link between humble leadership and ESI. Exploring psychological safety as a mediator and CSE as a moderator enhances our comprehension of how and when humble leadership influences ESI.

Spirituality has long played an important role in conflict and crisis management at both individual and organizational levels, and the interest in spirituality is increasing day by day. Spirituality gives meaning or purpose to one's life and minimizes the potential for conflict, so spirituality has a mitigating role in conflict and crisis processes. In addition, spirituality is thought to foster values such as equality, honesty, compassion, avoidance of harm, respect, peace, justice, forgiveness, sense of duty, reliability, good citizenship, gratitude, optimism, gratitude, love, dedication, and empathy. Therefore, it can be said that employees who have internalized such moral values will definitely reflect them in their actions and discourses in conflict and crisis situations and will achieve successful results. In fact, spirituality drives the behaviors of employees in both crisis management and coping with crisis management. In this context, it can be said that employees with a high level of spirituality can choose the integrative conflict style in conflict situations and can manage conflict positively and thus prevent a crisis from occurring. It is also foreseen that religious spirituality will play a positive role in conflicts and create a peaceful environment in organizations.

This study aims to descriptively identify and refine the role of emotional intelligence (EI) in the retail banking employee–customer contact context, and prescriptively use this knowledge to develop a framework for improving true customer service without excess organizational cost, in Lebanon.

The research adopts the classical interpretive/constructivist ontology and the interpretivism/constructivism epistemology, and it rests on a tripod of methodological foundations. The first leg is the theoretical work that sets the extant scientific ground for the empirical work to develop. The second incorporates the main (qualitative) empirical tools, i.e. 40 interviews with customers and HR managers (NVivo-analyzed), plus a critical incident technique study. The third includes the supportive tools of secondary data and an expert panel composed of industry and scholarly specialists.

EI was empirically shown to modulate the levels of customer satisfaction and to hold a critical role in the company–customer interface, albeit one that is currently and unjustly both undervalued and ineffectively controlled. The findings identify the key factors and exhibited behavioral attributes of EI within the customer service process, and they integrate all into a comprehensive framework of both scholarly and executive worth.

This study provides distinct theoretical elucidations and conceptualization that have identified and interrelated the relevant works on the subject; empirically refines the variables involved in the EI context of retail banking customer service; and culminates in the form of the proposed framework that incorporates and interrelates the findings into an empirical-data-based composition of both scholarly and executive orientation and worth.

Drawing upon work-home resources model, this study aims to investigate how and when humble leadership influences followers’ work–family enrichment. Specifically, this study focuses on the mediating role of thriving at work and moderating role of promotion focus.

Data were collected from 292 employees of science and technology enterprises in China through a three-wave questionnaire survey. Hierarchical regression analysis and bootstrapping approach were employed to test hypotheses.

This study found that thriving at work significantly mediated the relationship between humble leadership and work–family enrichment. Promotion focus strengthened the positive relationship between humble leadership and thriving at work and the indirect effect of humble leadership on work–family enrichment through thriving at work.

The findings of this study offer guidance for managers to enhance thriving at work and improve employees’ work–family experiences.

First, this study explores the work-to family spillover effects of humble leadership by examining the family outcomes of humble leadership. Second, this study further uncovers the underlying mechanism between humble leadership and work–family enrichment by demonstrating the mediating role of thriving at work. Third, by exploring the moderating role of promotion focus, this study provides insight into the boundary conditions of the impact of humble leadership.

The study aims to define the term “generation” by proposing an integrated design based on age-period-cohort effects and by proposing an Indian generational cohort framework categorizing Indian generational cohorts into four categories, namely, Baby Boomers, GenX, GenY, and GenZ. The study further aimed to capture the existing generational differences between GenY and GenZ cohorts in the Indian teams on team climate, transactive memory system, and team leader humility.

For the first two objectives a literature review methodology along with the author's proposition was adopted. An integrated design was proposed by reviewing the relevant sociological literature to define generations. Thereafter, an Indian cohort framework was proposed categorizing them into four groups Baby Boomers, GenX, GenY, and GenZ. Following that, for the last objective, i.e. to identify the differences between cohorts, empirical data were collected by a structured questionnaire that was disseminated to GenY and GenZ Indian working professionals. A total of 229 responses were used for observing the differences or similarities between GenY and GenZ cohorts on the study variables by employing an independent samples t-test.

The study proposed an integrated design (age, period, and cohort effect). Following that, an Indian generational cohort's framework has been outlined categorizing Indian cohorts based on their birth years, age groups, developmental stages, formative years, major Indian historical events, and various characteristics possessed by them. Moreover, the empirical findings support the existing generational disparities and depict that GenZ holds a higher inclination towards transactive memory systems and team climate whereas GenY holds more inclination toward leader humility.

The study put forth its contribution to research scholars by categorizing Indian generational cohorts in a rationalized manner based on an integrated design (age-period-cohort) effect. The study would further assist concerned authorities and managers in formulating HR policies to deal with the underlying generational differences highlighted by the study.

As there lies a paucity of generational frameworks in the Indian context, this study is the first attempt in this direction which categorizes Indian generational cohorts based on a unique integrated design including age-period-cohort effects. In addition, the study also investigated these cohorts in Indian organizations to observe the existing variations.

Recent years have seen a meteoric rise in the study of narcissism in entrepreneurship, although little consolidation has occurred in this area. The purpose of this paper is the development of an integrative framework to harmonise the academic discussion and serve as a structured foundation for future research.

The authors conducted an artificial intelligence-aided, structured literature review focused on content analysis of concepts and contexts to map out current findings and research gaps in startup narcissism research.

According to the findings of this study, narcissistic tendencies have the potential to positively influence startup success early on in an entrepreneur's journey, but after a certain point in the process, the influence of narcissism on success becomes predominantly negative.

The research field is currently not very harmonised regarding research measures, research subjects and key research terms. Further research must use a standardised approach to add value to the research body.

Narcissism is a two-sided sword for founders. In the early stages of a company, many of the founder’s tasks can benefit from narcissistic tendencies. In the later stages of a company, that might shift to overwhelmingly negative effects of narcissism.

Methodically, this study is the first one to establish an artificial intelligence component to add value to the results of a review paper to the best of the authors’ knowledge. The results of this study provide a clear framework of entrepreneurial intention, entrepreneurial activity and entrepreneurial performance to give researchers the opportunity of a more differentiated way of organising work.

In the wake of the COVID-19 pandemic organisations are adapting to a new environment of global talent shortages, economic uncertainty and geo-political turmoil. As an outcome, the organisational strategies of digital transformation and remote working have been accelerated in the race to boost innovation, competitivity and attract staff. This has led to the rise of two new organisational dynamics: the increase of virtual teams (VTs) and focus on widespread work automation. However, despite the rise of these two related phenomena, literature does not connect them as one research area, and there is a gap in the understanding of the new employee wellbeing needs they form and how to respond to them. This paper aims to bridge this gap through a systematic literature across these areas.

This paper conducts a systematic literature review across the areas of leadership, VTs and automation over the past three years.

In this review, a number of newly arising employee wellbeing needs are identified such as fear of job displacement, a lack of self-efficacy and social cohesion, poor relationships with leaders and more. In addition, this paper recommends three fundamental research gaps to be addressed by future studies: 1. How to build and cultivate the new leadership skills needed to support VTs and workplace automation? 2. How to design work in a way that caters for employee wellbeing needs when operating in VTs or hybrid teams and working on or with workplace automation? 3. How to design work in a way that builds and emphasises the new employee skillsets to support augmentation and solves for the new employee wellbeing needs experienced by workplace automation?

This paper provides a novel contribution to literature by centralising current schools of thought across the cross-disciplinary themes and synthesising literature to recommend new wellbeing and leadership skills for organisations to focus on, alongside producing a new research agenda for scholars to focus.

Research has demonstrated that employees desire to be shown appreciation in various ways. The five languages of appreciation provide a model for exploring these differences. This study aims to explore whether individuals who speak different languages (and are from various cultures) differ in how they prefer to be shown appreciation.

The Motivating By Appreciation Inventory (MBAI) is an online tool that assesses each person’s preferences in how they desire to be shown appreciation at work. Initially developed in English, the MBAI has been translated into seven additional languages. Over 2,200 employees took the MBAI in their preferred spoken language: Mandarin (Chinese), Danish, French (Canadian), Portuguese (Brazilian), Spanish (Latin American), Thai and Turkish. The frequency of each group’s preferred appreciation languages was analyzed to determine similarities and differences across the languages spoken.

Given the non-normal distribution of the data, the Kruskal–Wallis test found that there was a significant difference in preferences for participants’ primary appreciation language across the seven groups of various spoken languages. One key theme was that words of affirmation were most frequently chosen by five of the seven language groups, whereas employees from Thailand and Turkey chose acts of service most frequently. Additionally, tangible gifts were the least frequently chosen appreciation language by all groups, and at rates below their US counterparts. In three of the languages, quality time was preferred significantly less compared with the other languages.

Some of the groups’ findings (Portuguese, Thai) may be impacted by a confounding variable of the type of work setting (manufacturing) in which the employees worked – in comparison to office-based work settings.

One theme was, in comparison to other ways of receiving appreciation, tangible gifts are not highly valued by most employees across all language groups. Therefore, organizations using gifts as the primary way to communicate appreciation to employees may be wasting a lot of money. Similar to English-speaking employees, five of the seven language groups chose words as their preferred appreciation language. A wide range exists, however, across language groups with regards to the proportion who desire words, quality time or acts of service. Multicultural organizations should pay attention to employee preferences, lest they waste time and energy on undesired actions.

To the best of the author’s knowledge, this is the first study that has examined the preferences of how employees like to be shown appreciation across seven different language groups.