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The purpose of this study is to investigate the relationship between leadership styles and organizational effectiveness in the oil and gas industry, with a particular focus on the moderating role of knowledge acquisition capacity (KAC).

Using a survey research design, data was collected from 322 respondents comprising faculty employees in the upstream, midstream and downstream of the oil and gas sector in Ghana. The data were analyzed by using the ordinary least squares approach to structural equation modelling with the use of SPSS and Amos software.

The findings contribute to the existing body of knowledge by confirming the positive associations between transformational and transactional leadership styles and organizational effectiveness. Moreover, the study highlights the significant moderating role of KAC, shedding light on the interaction between leadership styles and the ability to acquire and integrate external knowledge.

By investigating the influence of KAC, which represents a company’s ability to acquire and integrate external knowledge, this study provides a deeper understanding of how leadership styles interact with knowledge acquisition to shape organizational effectiveness. The study makes a contribution to the upper-echelon theory and a practice-knowledge contribution for managers in the oil and gas industry in Ghana.

The purpose of this study is to investigate the views of African higher education scholars about effective leadership and if those views reflect a unique, African meaning of leadership.

The study sought to explore the views of African higher education scholars about leadership in general and if those views reflect a unique, African meaning, that does not necessarily fit the widely accepted western theories. Using a researcher-designed questionnaire, higher education faculty and administrators were asked their understanding and beliefs about leadership. Data from quantitative responses were analyzed using descriptive statistics and t-test. In addition, qualitative answers, from one open ended question, were utilized to possibly triangulate with quantitative responses.

This study found that most research participants believe that the widely used western leadership theories are not fully applicable to Africa's context. However, the list of qualities of effective leadership, these participants suggest to be unique to Africa, included mixed attributes from Western, Non-Western and Culture-Neutral theories.

This study has some limitations. First, the data for this study was collected electronically which might have affected the potential responses from those with limited Internet connection or who have not updated their current email addresses. Second, the participants of the study are higher education professionals whose insight about leadership may not necessarily reflect the views of others from different background.

By examining leadership effectiveness in Africa's context, this study adds to the body of literature on the ongoing discussion on the topic of culture and leadership. It is hoped that the findings of the study provide important insights regarding the debate on “western vs non-western” leadership theories.

The universal understanding of leadership and the application of leadership theories across cultures have been an issue of debate for leadership scholars and practitioners around the globe. Many authors argue that the widely used leadership theories are “too western” in value and character (Bass, 1990; Hofstede, 1993; House and Aditya, 1997). This study adds the perspectives of African scholars to the ongoing debate and expands the understanding about leadership across culture.

The current viewpoint addressed the old debate on whether leaders are born or made and argues that both perspectives are relevant and that leaders are a combination of both.

Based on personal experience working and researching leadership development this viewpoint argues for the need to understand that both leaders are born but they need to be developed.

The article provides arguments for the synergy that exist between the view that leaders are made and the view that argues that leaders are born.

From an originality perspective the article attempts to build a bridge between the ideas that leaders are born or made by focusing on the synergies of both camps.

This study aims to investigate the role of team problem-solving creativity in new product development (NPD) in the bottom-of-the-pyramid (BoP) in business-to-business firms. This study synthesizes perspectives from NPD, creativity and leadership to examine how work-related factors such as NPD managers’ role ambiguity and individual-related factors such as CEO’s ambidextrous leadership style interact to determine team problem-solving creativity and its effect on new product performance (NPP).

The hypotheses are tested using data from a multi-informant survey of 274 middle-level managers within 137 local BoP manufacturing firms in a sub-Saharan African country.

The results show that an NPD team’s ability to solve problems creatively determines NPP in BoP markets. The findings also show that NPD managers’ role ambiguity has a negative effect on team problem-solving creativity. However, a CEO’s ambidextrous leadership neutralizes the negative impact of role ambiguity on problem-solving creativity.

This study combines three distinct streams of literature, including NPD, creativity and leadership, to explore the antecedents and outcomes of problem-solving creativity. Drawing on creativity and leadership theories, this study reports that the success of creative idea exchanges depends heavily on a supportive environment for NPD team members and minimizing the NPD manager’s role ambiguity.

The purpose of this study was to test a four-variable research model using organizational behavior, social and technical systems, and leadership theories. This study set out to determine how different leadership philosophies, such as transformational leadership and empowering leadership, affected innovation. In addition, the model’s mediating role for psychological empowerment was quantified.

This study used a quantitative approach, which is primarily a questionnaire, to gather information from 320 health-care sector workers at four public hospitals in the Basrah Governorate.

The majority of the relationships in the research model were shown to be positive by data analysis outcomes. The findings also showed how crucial the mediating variable was in preserving the link between the independent and dependent variables. Discussions were made on the theoretical and practical ramifications and suggestions for additional research.

This study concentrated on the application of contemporary leadership styles, gathered information on them and combined them into a single model to boost innovation. This study, which was conducted in the setting of the Iraqi health-care industry, stands out from previous studies because it used a large sample to provide conclusive and significant results, making it a valuable resource for academicians who seek to cultivate innovation.

Knowledge management is a common practice in organizations, with empirical evidence suggesting that organizations value the breadth of their knowledge capabilities. This study investigated transformational leadership styles and their influence on knowledge management practices and organizational performance.

A quantitative survey was conducted, and data from 270 managers of Islamic banks in the United Arab Emirates were analyzed.

Transformational leadership (TL) considerably affects organizational performance and knowledge management capabilities (KMC).

This study offers critical insights into adopting knowledge management practices and discusses the theoretical and managerial implications of its findings. Furthermore, it elucidates the crucial impact of transformational leadership on organizational performance and KMC.

Police procedural justice is essential in shaping police legitimacy and public willingness to cooperate, yet factors that affect police fair treatment of citizens are not fully understood. Using the data of the National Police Research Platform (NPRP), Phase II, this study examines the effects of three key organizational factors (i.e. effective leadership, supervisory justice and department process fairness) on officers’ procedural justice in police stops.

Innovatively, this study links police data with citizens’ data and conducts multilevel analyses on the effects of a host of citizen, officer, incident, and, importantly, agency characteristics on officer behaviors during over 5,000 police stops nested within 48 police agencies.

The results showed that the fairness of the departmental process had a positive effect on officer procedural justice, while the fairness of the supervisor was inversely associated with procedural justice on the street.

The linked data demonstrated that organizational fairness affected street procedure justice.

This paper draws on African anti-colonial thought and Black consciousness to propose critical conscious leadership (CCL) as a decolonising leadership approach appropriate for pursuing emancipation, social justice and innovation in a new African university.

I utilised the method of critical discourse analysis to study Ihron Rensburg’s language as he reflected on his leadership at the University of Johannesburg (UJ). The study engaged with Rensburg’s writings and texts on his account of leading the merger and transformation of UJ. The primary text draws from his book “Serving Higher Purposes” (2020).

Through the construction of CCL, the paper proposes alternative tenets for leading transformation towards a new African university. CCL grounds a decolonised and pluriversal new African university’s character premised on a consciously revitalised alternative thinking that will carry the communitarian spirit of Africa in knowledge production, dissemination and consumption in humanising all and serving the greater good. And it operates within the dialectical tensions of the social and economic purpose of higher education (HE), African and global relevance, African and Western paradigms, excellent performance and attainment of social justice.

The proposed CCL offers an alternative leadership approach that responds to the call to “Dethrone the Empire” by centring Blackness in HE leadership, which is crucial for authentic transformation and decolonisation.

This study aims to investigate how the role of female leadership works in sports coaching. Drawing key insights from the ability–motivation–opportunity (AMO) framework of human resource management, the authors explore the underlying mechanisms of female leadership and the role female coaches play in enabling athletes to develop their self-initiative through AMO enhancement.

The sample in this study is made up of 11female coaches from eight teams in China selected using purposive sampling. Data was collected and analyzed on various aspects of female leadership.

Analysis of interviews and secondary data show that the mechanisms and enablers related to AMO enhancing practices stimulated by female coaching leadership can increase team performance.

This study opens new avenues for sports science research and strengthens the theoretical and practical understanding of the intentions and mechanisms female coaches implement as leaders in sports coaching.

First, this study contributes to the AMO framework by helping form new theoretical insights based on the understanding of female sports coaching mechanisms. Second, this study provides novel insights into female leadership literature by investigating the mechanisms of female leadership in the context of sports exercise. Third, this study also contributes to the body of research on sports coaching in Asia, especially that of Chinese women in such leadership roles.

Restaurants are challenged to secure attraction attributes that provide motives, satisfaction and experiences for guests. The social interaction between server and guest can provide. Our case study aims to examine the perspectives of hospitality executives towards showmanship and server performances in restaurants to enhance servicescape and elevate guest experiences.

A literature review examined employee showmanship as part of the cocreation of gastronomic experiences and servicescape. Additional data were obtained from semi-structured interviews with 15 hospitality executives affiliated with Macao’s integrated resorts (IRs), and the information was examined using thematic analysis.

The study outcomes showed management support for showmanship performed by servers or chefs in cocreating immersive memorable dining experiences and social media and user-generated content (UGC). This was perceived to distinguish a restaurant from the competition. However, server talent and showmanship interaction with guests must be well managed, and bundled with additional restaurant servicescape attributes.

The comments from hospitality management provide key insights towards implementing and maintaining showmanship which will involve resource challenges including server artisan talent and restaurant design.

Server showmanship social interaction and value cocreation with guests are rarely discussed, although a key part of guest restaurant motivation and in creating an immersive experience. We address the limited understanding of hospitality management assessment towards developing showmanship, providing practical perspectives to assist restaurant and bar management to integrate and develop showmanship to enhance customer dining experiences.