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Does entrepreneurship education (EE) really enhance participants’ self-efficacy and influence their attitudes towards starting new business? How does this attitudinal influence relate to participants’ entrepreneurial intention (EI)? Researchers and entrepreneurs alike have been probing into these questions with a view to capacitate the need of EE. This study aims to understand and operationalize a framework for entrepreneurship development by measuring participants’ intention towards entrepreneurship.

The study proposed a sequential mediation framework to examine the impact of EE on EI mediated by self-efficacy and attitude towards starting new business. Testing the hypotheses on data collected from 380 individuals, the study provided differentiated support for the theoretical propositions.

The findings of the study reflect that EE, self-efficacy and attitude towards starting new business contribute in establishing EI of audience. It was concluded that a sequential mediation exists between EE and EI by channelizing through entrepreneurs’ self-efficacy level that transforms an attitude towards starting a new business venture.

The study has both theoretical and practical implications that will enable academicians, managers and practitioners to facilitate entrepreneurship by enhancing their knowledge database, skillset and developing a positive and constructive attitude among potential entrepreneurs.

The study inculcates a cultural lens and differentiates Pakistani context with other developing countries in Asia.

The purpose of this paper is to investigate the mechanism between transformational leadership (TL) and organizational commitment (OC) using job characteristics as a mediator and participative and directive leadership (DL) as moderator.

The authors used a questionnaire-based survey to collect data from 563 employees working in the banking industry.

The data were analyzed using structural equation modeling. The findings confirmed the mediating role of job characteristics and moderating role of both participative and DL styles between TL and OC.

The data for this study were collected at one point of time and it has implications for the policymakers and bankers.

The study is novel as it highlights the importance of job characteristics, participative and DL styles in understanding the relationship between TL and OC.

The main purpose of this study is to evaluate the relationship between transformational leadership (TL) and internal marketing which is underscored by the centrality of human resources in satisfying employee’s needs and how internal marketing, as a moderator and mediator, can facilitate the effects of transformational leadership on social capital and employee loyalty.

This study develops a model and a number of propositions based on preceding literature on transformational leadership and internal marketing on social capital and employee loyalty.

The model proposes that transformational leadership can play a vital role in codification of human resources variables such as internal marketing, which is founded upon the principle of paying greater attention to employees. Moreover, despite the research gap on the relationship between social capital and employee loyalty, it can be concluded that social capital can increase the level of employee loyalty to organization.

The proposed model has a number of academic and managerial contributions. This study contributes the knowledge by examining the relationship between transformational leadership and internal marketing. Managerially, this study helps managers to emphasize the centrality of human resources in satisfying employees and increase their loyalty toward the company. In addition, guarantees management effectiveness and organizational success in reaching their intended goals.

Despite the growing acknowledgment the importance of transformational leadership as a process in which leaders and followers upgrade each other’s level of ethic and motivation. However, there are few studies on the role and importance of transformational leadership on developing and reinforcing the internal marketing.

The purpose of this paper is to investigate to what extent bank manager's coaching, a managerial relationship behavior based on mutual trust, openness and quality of exchanges, affects front-line employee's performance through the mediating effect of salesperson's customer orientation.

The paper conducted a non-experimental, cross-sectional study; a Canadian bank agreed to participate in the study and 122 financial advisors with sales responsibilities answered a web-based survey; data were analyzed using structural equation modelling.

The paper found support for the hypotheses that managerial coaching behavior can help bank employees develop their customer orientation and increase their performance, as well as reduce opportunistic behavior (sales orientation). The paper found that the direct link between coaching and performance, plus the mediating effect of sales orientation and customer orientation (SOCO) can potentially explain a significant variation in employee's performance (r2=0.23). The paper also found that the hypothesized model provided better explanations of the phenomenon when compared with two rival models, one considering SOCO as a full mediator between coaching and performance, and the other one considering only the effect of coaching on performance.

In the banking sector, practitioners and scholars are paying increased attention to the role of trust and relationship behaviors in the development of market orientation and customer relationships. The paper identified a key relationship behavior (customer orientation) and tests its impact as a mediator between a relationship managerial behavior (coaching) and business outcomes (performance) in an international banking setting (Canada).

This research aims to explore the relationship between transformational leadership and employee creativity. In addition, we intend to study the moderating role played by learning orientation in the relationship between transformational leadership and employee creativity.

Data have been collected from employees working at the Airtel and Aircel call centers of J&K (India). A two-step approach to structural equation modeling (SEM) was applied. Confirmatory factor analysis was conducted to assess the proposed measurement model fit and construct validity. The structural model was generated to test the significance of the theoretical relationships.

The results revealed that there is a positive relationship between transformational leadership and employee creativity, and it is being moderated by learning orientation.

Although this study expands our knowledge about the role of learning orientation between transformational leadership and employee creativity, the prospects for further research are still present. The cross-sectional design of study might not have been able to extract the true essence of the cause-and-effect relationship between transformational leadership and employee creativity.

Transformational leaders promote followers’ creativity, so the management may find it valuable to invest in transformational leadership training for supervisors and team leaders, or use personality testing to screen for high-caliber candidates, who have high potential of becoming a transformational leader. The characteristics of a transformational leader, when coupled with the learning orientation of employees, yield positive results in the form of employee creativity, which managers can use to generate sustainable competitive advantages for their organizations.

This paper is original, as it contributes to existing theory by establishing the moderating role played by learning orientation in between transformational leadership and employee creativity. The moderation has been proved via SEM with the help of latent constructs, which is seldom done.

By drawing on leader–member exchange theory, this study aims to understand the relationship between job autonomy, transformational leadership and psychological well-being mediated by job satisfaction among front-line employees in Chinese commercial banks.

A cross-sectional study which consists of 96 respondents from 5 Chinese commercial banks is conducted.

Through data analysis, the results reveal that transformational leadership and job autonomy are significantly positively related to job satisfaction and directly related to the psychological well-being of front-line employees in Chinese commercial banks. Another interesting finding is that there is a mean difference between male and female front-line employees in Chinese commercial banks on the preference of job autonomy and transformational leadership.

The current study offers further evidence for which strategies Chinese commercial banks should adopt to enhance and protect the rights of front-line employees’ psychological well-being. As front-line employees in commercial banks play a vital role in contributing to bank profits and operational efficiency. They are not only the employees for making profits but also have the right to experience the psychological well-being as a human. Employees with a high level of job satisfaction and psychological well-being benefit both their own health and organizational performance in the long run.

Over time, the role of followers within leadership discourse has gained greater status, leading to followers being acknowledged as significant actors in the leadership process. This has led to the development of follower-centric leadership studies, as well as the more emergent research area of followership, with followership research having the specific intention to find out about followers from the perspective of followers. In this paper, the authors provide a review of role-based followership approaches, and implicit leadership and followership theories as a basis to build a case for follower implicit followership theories (FIFTs) as a focus area for future research.

The authors conducted a review of seminal and current role-based followership literature, with a specific focus on FIFTs and followership studies conducted within the African context.

Implicit theories have been an area of leadership research that has added much value, and as such could do the same for development of followership research. FIFTs as a research area are nascent and, as such, should continue to be explored in order to expand our understanding of followership.

To the best of the authors' knowledge, this is one of the first literature reviews to have a specific focus on FIFTs, as well as on followership research conducted within the African context.

This paper aims to investigate the influencing dynamics of culture (national and organizational), employee characteristics, employee job satisfaction and organizational commitment in determining the organizational performances of firms in the retail banking sector in a developing country such as Ghana.

A conceptual framework linking national and organizational cultures to employees’ job satisfaction, job characteristics, organizational commitment and organizational performance was developed, and their measurement scales were adapted to guide the empirical investigation. Data were collected using a questionnaire filled in by 300 employees in nine retail banks in Ghana. The results were first analyzed by carrying out data reduction of the measured scales by using the Statistical Package for the Social Sciences-based factor analysis approach. The reduced data obtained from the factor analysis were then analyzed for model goodness fit by using the Analysis of Moment Structures-based structural equation modeling approach.

Effective organizational performance of retail banks in Ghana is directly influenced by the relationships among organizational culture, employee job satisfaction and organizational commitment.

The study sample was drawn from a single sub-sector of the Ghanaian economy. Replications and extensions of the study in different sectors that are experiencing high growth will help test the robustness and generalizability of the findings.

The study provides empirical knowledge that could be used to understand the influencing interrelationships among organizational culture, employee job satisfaction and organizational commitment on the organizational performances of retail banking firms in a developing country context.

The study adds to the literature as one of the most comprehensive studies of the links between culture, job satisfaction, employee characteristics and organizational commitment toward organizational performance within the banking sector in Ghana to date.

The purpose of this paper is to examine the relevance of “carrot and stick” (transactional) leadership style in predicting employees’ job satisfaction in a modern business organization.

The study was cross-sectional in nature and made use of structured questionnaire to collect data. Stratified and simple random sampling techniques were used to select the respondents. In total, 215 questionnaires were returned by respondents out of the 220 administered. Taylor and Bowers (1974) overall job satisfaction questionnaire and Bass and Avolio (2004) multifactor leadership questionnaire, were used to measure job satisfaction (α=0.812) and transactional leadership style (α=0.761), respectively. Simple linear regression was also used to predict the relationship between the constructs.

Results indicated significant and positive relationship between managers transactional leadership style and employees overall job satisfaction (β=0.292, p<0.001). Moreover, contingent reward (β=0.313, p<0.001) and management by exception (active) (β=0.208, p<0.001) were, respectively, found to be statistically significant and positively related with job satisfaction. However, there was no significant relationship between management by exception (passive) and job satisfaction.

This study adds to research that transactional leadership is broadly ideal for employees of manufacturing firms in Ghana where tasks are routine, objectives are clearly stated and work outputs can easily be measured.