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The study aims to examine the role of initiative climate as a resource caravan passageway in engaging employees and developing a proactive frontline service workforce to identify the mechanisms whereby scarce resources efficiently yielding the desired outcomes can help organizations improve productivity and gain competitive advantage, thereby helping clarify the leadership–performance relationship in service organizations.

The study employed a quantitative research design with a cross-sectional survey conducted among frontline hospitality employees in Malaysia. Partial least squares structural equation modeling (PLS-SEM) was used to examine the hypothesized relationships.

The initiative climate is significant as a resource caravan passageway to transmit the positive impact of interpersonal leadership onto the engagement and proactive performance of frontline hospitality employees in whom initiative climate and employee engagement sequentially mediated the relationship between interpersonal leadership and proactive service performance.

The online data collection procedure conducted through LinkedIn and Facebook and cross-sectional, self-reported survey method are significant limitations of the current study.

The findings of the study will aid in developing organizational interventions for an engaged and proactive frontline service workforce, as interpersonal leadership can positively impact the engagement and proactive behavior of frontline service employees via initiative climate. Therefore, hospitality managers should value interpersonal leadership and initiative climate as coexisting organizational resources.

The study shows the significance of initiative climate in the relationships between interpersonal leadership, employee engagement and the proactive performance of frontline service employees.

This study aims to explore the formation and consequences of a cross-selling initiative climate, as well as how a service climate, which provides an important boundary condition, affects both its formation and its ultimate impact on service-sales performance. This article identifies two important predictors of a cross-selling initiative climate: frontline employees’ perceptions of supervisors’ bottom-line mentality and their own sense of accountability.

The multilevel data set includes 180 frontline staff and supervisors (team leaders) from 31 teams employed by a spa/beauty salon chain. Hierarchical linear modelling and partial least squares methods serve to analyse the data.

Supervisors’ bottom-line mentality disrupts a cross-selling initiative climate. A sense of accountability exerts a positive impact at both individual and team levels. A service climate at the team level weakens the impact of a sense of accountability on a cross-selling initiative climate. A cross-selling initiative climate has a positive effect on team-level service-sales performance, but this effect is weakened by the service climate.

This study conceptualises an important frontline work unit attribute as a climate. It offers an initial argument that a cross-selling initiative climate is a central factor driving a work unit’s service-sales performance, which can increase firms’ productivity and competitive advantages. With this initial attempt to explore the antecedents and consequences of a cross-selling initiative climate, the study also offers novel insights into the interplay between a service and a cross-selling initiative climate.

The purpose of this paper was to explore the role of empowering leadership, organizational climate for initiative and job autonomy in spurring innovative work behavior (IWB).

This study resorted to the structural equation modeling technique along the Bayesian estimation approach to analyze the mediating role of the organizational climate for initiative and job autonomy in the empowering leadership-IWB link in data gathered from CEOs, middle managers and non-managerial employees of 444 small and medium enterprises in Morocco.

The findings revealed that empowering leadership is a prerequisite of IWB as subordinates, who are empowered by their leaders, demonstrate IWB. Further, organizational climate for initiative and job autonomy mediate the empowering leadership-IWB link.

This research has demonstrated that firms and organizational leaders who seek to make their middle managers innovative in their job should adopt empowering leadership practices, build an organizational climate that is favorable for initiative-taking and grant middle managers with autonomy in the way they carry out their tasks.

This paper extends our understanding on the mechanisms linking empowering leadership and IWB by testing the mediating effects of organizational climate for initiative and job autonomy.

This study explores the interconnectedness and complexity of risk-varied climate initiatives such as green bonds (GBs), emissions trading systems (ETS) and socially responsible investments (SRI). The analysis covers the period from September 2011 to August 2022, using six indices: three representing climate initiatives and three indicating uncertainty.

To achieve this, the study first examines dynamic lead-lag relations and correlation patterns in the time-frequency domain to analyse the returns of the series. Additionally, it applies an innovative approach to investigate the predictability of uncertainty measurements of climate initiatives across various market conditions and frequency spillovers in the short, medium and long run.

The findings indicate changing relationships between the series, increased linkages during turbulent market periods and strong co-movements within the network. The ETS is recommended for diversification and hedging against uncertainty indices, whereas the GB may be suitable for long-term diversification.

This study highlights the role of climate initiatives as potential hedges and contagion amplifiers during crises, with implications for policy recommendations and the asymmetric effects on market connectedness.

The paper answers questions that previous studies have not and contributes to the literature regarding financial risk management and social responsibility.

Although previous research has shown that proactive initiatives are mostly related to performance- and creativity-related outcomes, the questions of “how” and “when” proactivity brings about creativity are not still fully answered. This conceptual investigation aims to explain the intervening role of job crafting by conceptualising it as a behavioural mechanism that employees engage in to increase their functioning. Besides, this study examines initiative climate as a contextual factor that shapes this intervening mechanism.

Drawing on job demands-resources (JD-R) theory, we put forward propositions explaining how proactive employees engage in promotive and preventive forms of job crafting, which results in creative outcomes. This study’s theoretical approach also illuminates the person–context interaction in creativity research by incorporating initiative climate.

This study underscores the behavioural and contextual determinants of the employee proactivity and creativity relationship. This study discussed how proactive employees reveal their creative potential by engaging not only in promotive job crafting but also in preventive job crafting. Besides, this study suggested that a sufficient level of initiative climate might be a prerequisite for enacting proactive behaviour.

This study attempted to contribute to the current understanding of employee proactivity and creativity literature by conceptually investigating this relationship from the JD-R perspective. Therefore, in addition to the predictable outcomes of promotive job crafting, we also underscored the temporal role of preventive job crafting on employee creativity. Besides, this study stressed that initiative climate reflects a crucial contextual determinant in this relationship.

This paper aims to investigate how chief executive officer (CEO) responsible leadership impacts corporate social responsibility (CSR) and organization performance by considering diverse organizational climates (including ethical, service and initiative climates) as mediators and CEO founder status as a moderator.

This study analyzed survey data from 212 service organizations in China with structural equation modeling.

The results clearly established that CEO responsible leadership played a crucial role in augmenting both CSR and organization performance by shaping positive organizational climates. Notably, CEO responsible leadership significantly fostered ethical, service and initiative climates. Furthermore, an ethical climate promoted CSR and organization performance, whereas service and initiative climates specifically enhanced organization performance. Additionally, responsible CEOs with founder status exhibited a higher propensity for enhancing ethical, service and initiative climates within service organizations.

Service organizations should take measures to build CEO responsible leadership, especially for CEOs with founder status. Furthermore, service organizations should motivate employees to reach consensus on ethical conducts, superior service and proactive approach to work.

First, the findings on CEO responsible leadership’s effects on CSR and organization performance extend the research on responsible leadership outcomes. Second, this paper adds to responsible leadership literature through exploring the mediating effects of ethical, service and initiative climates. Finally, the finding on the moderating role of founder CEOs offers a novel perspective regarding the boundary condition of the effects of CEO responsible leadership.

Substantial pressure from civil society and investors has forced governments around the world to take climate neutrality initiatives. Several countries have pledged their nationally determined contributions towards net-zero. However, there exist various obstacles to achieving the same and the agriculture sector is one of them. Thus, this study identifies and models the critical barriers to achieving climate neutrality in the agriculture food supply chain (AFSC).

Sixteen barriers are identified through a literature survey and are validated by the questionnaire survey. Furthermore, the interactions amongst the barriers are estimated through the application of the “weighted influence non-linear gauge system (WINGS)” method which considers the both intensity of influence and the strength of the barrier. To mitigate these barriers, a framework based on green, resilient and inclusive development (GRID) is proposed.

The obtained results reveal that lack of collaboration amongst AFSC stakeholders, lack of information and education awareness, and lack of technical expertise obtained a higher rank (amongst the top five) in three indicators of the WINGS method and thus are the most significant barriers.

This paper is the first attempt in modelling the climate neutrality barriers for the Indian AFSC. Additionally, the mitigating strategies are prepared using the GRID framework.

The purpose of this paper is to offer a better understanding of managing engagement in an emerging economy service. It explores the role of organisational climates for initiative and psychological safety as the key drivers of employee engagement (EE). It also examines the effects of EE on customer engagement (CE) and, in turn, on relationship commitment and switching intention.

Data were collected through a structured survey of service employees and customers of 69 bank branches in Bangladesh using two survey instruments. Responses were collected from 156 employees and 316 customers. A dyadic data set was created by matching customer data with the corresponding employee data collected from each bank branch. Structural equation modelling using AMOS (version 22.0) was employed for data analysis.

Organisational climates for initiative and psychological safety positively influence EE. In turn, EE significantly influences CE which has a significant impact on customer relationship commitment and switching intention.

Future research could consider actual customer behaviour, such as repeat purchase, as the key outcome variable.

The findings emphasise that investment by service managers in organisational resources to facilitate favourable climates for initiative and psychological safety would engage employees at work, which would ultimately help to attain CE and commitment, and reduce switching intention.

This research extends the existing engagement literature with empirical evidence supporting two new EE drivers and two new CE outcomes. It offers a better understanding of managing engagement in the financial services industry of an emerging economy, focussing on the relationship chain from organisational climate to EE, CE and customer-based outcomes.

The purpose of this paper is to provide a deeper understanding of how transformational leadership relates to followers' innovation implementation behavior, the psychological mechanisms of this relationship, and the role of individual perceptions of climate for initiative.

Perceptual data were collected from 198 employees in lower and middle management positions of a multinational automotive corporation. Relationships were tested using hierarchical regression analysis.

Results demonstrate that transformational leadership was strongly related to followers' innovation implementation behavior and that the nature of this relationship was moderated by followers' levels of perceived climate for initiative. Additionally, commitment to change fully mediated the relationship between transformational leadership and followers' innovation implementation behavior.

The paper is based on a cross‐sectional design. A causal interpretation requires studies with experimental or longitudinal designs.

Companies should invest in transformational leadership training and in the selection of supervisors with this leadership style before initiating the implementation of innovations. Enhancing contextual factors, such as a perceived climate for initiative, should be promoted by integrating them into organizations' reward systems.

The paper is one of the first to investigate the relationship between transformational leadership and followers' innovation implementation behavior. It specifies the organizational contexts under which transformational leadership is most likely related to innovation implementation behavior, and those in which such a relationship is unlikely to occur.

The purpose of this paper is to advance the theoretical perspective of complexity leadership paradigm to introduce shared leadership style as a precursor of taking charge behavior in public sector higher educational institutions (HEIs) of Pakistan. Moreover, this study unveils the underlying mechanisms of the climate of initiative and psychological safety for clarifying the link of shared leadership and taking charge.

The multi-source and multi-wave data were analyzed by employing double mediation analysis (PROCESS Model 4); using 282 valid responses obtained from a proportionate stratified sample of faculty members working in public sector HEIs of Pakistan.

The result indicates that shared leadership is a suitable style for governing the public sector HEIs and it fosters taking charge behavior in teaching faculty. Additionally, shared leadership creates climates that support initiatives and are psychologically safe that set stage for taking charge behaviors in teaching faculty of public sector HEIs of Pakistan.

This research has filled the gap of focusing on more collaborative leadership styles instead of traditional vertical leadership practices in public sector HEIs of Pakistan. Theoretically, this study suggests new insights into the contextual antecedents and mediating mechanisms of taking charge behaviors.