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This study provides theoretical and empirical insights into how firms can enhance their performance strategically and financially by integrating learning and transformational capabilities into research and development (R&D) activities based on the dynamic capabilities approach. To achieve this, the authors propose that transformational capabilities in R&D mediate the relationship between learning capabilities in R&D and competitive advantage.

Using a purposive sampling technique and standardized questionnaires, data were collected from 118 R&D and senior managers. To analyze the data, multiple regression analysis, along with SPSS PROCESS macro (Model 4), was used.

The results support the theoretical assumption that there are direct and indirect positive and significant effects between learning capabilities in R&D and competitive advantage as mediated by transformational R&D capabilities.

This study explores R&D from a dynamic capabilities perspective and suggests that learning capabilities should come first to enhance businesses’ competitive advantage. Furthermore, transformational R&D capabilities can explain the relationship between learning capabilities in R&D and competitive advantage. The authors recommend that researchers should investigate the contributions of R&D to promote competitive advantage.

Given the important role of change capability for organizational development and competitive advantage, the purpose of this study is to clarify the influences of transformational leadership (TL) on organizational change capability (OCC) via mediating roles of two specific aspects of trust in leadership namely disclosure-based trust and reliance-based trust.

Structural equation modeling is applied to test the degree of influences of TL and employee trust on OCC via empirical data collected from 376 participants in 115 small and medium firms in China.

The results show the positive and significant impacts of TL and aspects of employee trust in leadership on OCC. It indicated that disclosure-based trust in leadership has a greater influence on change capability in comparison with the effect of reliance-based trust in leadership. Especially, the findings have shown the evidence supporting the mediating mechanism of aspects of employee trust in leadership between TL and OCC.

This study provides the practical initiatives that highlight the importance of applying TL style to build and improve the trust of employees in their leadership for fostering OCC.

The paper has significantly advanced and deepened insight of how transformational leaders nurture employee’s specific shades of trust in leadership for fostering OCC. The valuable findings of this study contribute to enriching the theoretical basis of organizational behavior and change management, and can be used to analyze and explain the relationships between TL, employee’s trust in leadership and organizational capability for change.

Drawing on the transformational leadership (TL) and knowledge-based view (KBV) theory, the present study investigates the impact of TL on radical innovation (RI) through the mediation of knowledge management capabilities (KMCs) and moderation of competitive intensity (CI) of textile and apparel industries with an Asian context.

Data were collected from the relevant stakeholders of the industry-university collaboration teams with a structured survey questionnaire. Working with 304 textile and apparel industry respondents, structural equation modeling based partial least square (PLS-SEM) is used to test the conceptual framework. PLS-SEM technique was applied to test the hypothesis using Smart-PLS 3.8 packages program.

The results proposed TL has a positive impact on KMC and RI. Furthermore, the study reveals KMC positively mediated the relationship between TL and RI. This mediation is conditional on the moderating role of CI for the KMC (knowledge acquisition capability + knowledge-sharing capability) path to RI. Conversely, moderation of CI is insignificant and does not influence on fostering RI.

Leaders and managers have realized creative and innovative culture is built within the organizations by leader-follower collaboration through actual knowledge acquisition and knowledge sharing. Moreover, industry policymakers and practitioners establish the knowledge management department to enhance the innovation culture among the firms' stakeholders to encourage RI to sustain the global business market.

The study has introduced KMC as a mediator and CI as a moderator in the proposed model between TL-RI and KMC-RI. Further, it explores the linkages between TL, KMC, CI and RI.

This study aims to investigate the impact of digital leadership (capabilities, experience, predictability and vision) and green organizational culture on firms' digital transformation and financial performance. Additionally, the research aims to evaluate the mediating role of digital transformation in the relationship between digital leadership and firms' financial performance.

A purposive sampling technique was employed to identify and select individuals with relevant expertise and experiences in the field of digital transformation. A total of 164 responses were collected, and the questionnaire was designed based on a five-point Likert-type scale. The data were analyzed using SmartPLS 4 (Statistical Software for Structural Equation Modeling).

The findings indicate that digital leadership capabilities, experience, predictability and vision do not directly impact firms' performance. However, there is an indirect influence on firms' performance through digital transformation. While both digital transformation and green organizational culture (GOC) positively influence firms' financial performance, GOC, leader predictability and leader vision positively influence digital transformation. The results confirm that digital transformation mediates the relationship between capabilities, experience, predictability and vision and firms' financial performance.

The study highlights that strategic capabilities can enhance value-added processes during digital transformation, contributing to sustainability in the digital era. Overall, this research significantly advances both theoretical understanding and practical applications in the context of digital leadership and its impact on firms. Limited digital transformation stages among Malaysian firms impact the research, with some entities cautious about data disclosure and having limited cooperation with researchers. Gathering data from diverse sources would have strengthened the findings and methodological rigor of this multilevel study. Despite these limitations, the research offers fresh insights into the role of GOC, different facets of digital leadership and their influence on digital transformation and financial performance. This enhances existing knowledge and challenges assumptions of the transformational leadership theory (TLT) framework.

The study opens the door to further research into distinct leadership components and their effects in a similar context. By highlighting the positive influence of capabilities, experience, predictability and vision on digital transformation, it expands the theoretical and empirical scope in the realm of digital leadership. These findings encourage critical examination, refinement and evolution of TLT, providing insights for leaders and managers as they navigate digitalization, financial performance and digital leadership within organizations. In an era of digital transformation, leaders play a central role in building a psychologically safe environment and nurturing digitally skilled teams capable of managing technological changes. Leaders should possess the digital capabilities, experience, vision and predictability necessary to drive digital transformation, mitigate potential threats and adapt to the dynamic digital landscape.

These findings support government initiatives to accelerate digitalization and Industry 4.0 implementation. Collaboration between the government and private organizations is essential to create policies and practices that facilitate broad participation in digital transformation programs. Policymakers must adopt a proactive approach to address issues related to Internet accessibility, trade barriers, financing access and resource reallocation. These policies aim to ensure a high-quality and affordable digital infrastructure, cultivate trust in digital technologies and equip organizational leaders with the necessary digital skills.

This research provides valuable insights for practitioners to enhance firms' digital transformation. As a practical contribution, this study’s findings can inform how firms can better manage their key digital leadership resources and GOC to foster digital transformation and improve their financial performance.

The aim of this research is to analyze the success of digital transformation (DT) in the management and performance of organizations. To do so, the role of IT and its ability to integrate in organizations that provide professional services with high added value for their clients are investigated. These services require highly developed skills as they solve complex problems for the clients and this means that success depends on gathering knowledge from different sources (customers, public administrations and competitors). This study analyses the decisive and complementary role of IT in this process.

The analysis combines quantitative and qualitative methods. After questioning managers of Spanish KIBS companies about certain components of DT, the gathered data are subsequently processed with PLS-SEM to establish causal relationships.

The results show that digital capability is the determinant of DT. It has a positive effect on the digital resources integrated in KIBS companies and on their organizational performances.

Future research should continue to analyze other components of TD that drive the organizational performance of KIBS firms, such as technological culture or government policies that encourage digital transactions. The present study analyzes data from companies that are part of a single economic sector in Spain which may limit the conclusions drawn. It would be particularly useful to confirm the applicability of the results in companies operating in different markets to explore the direct relationship between digital capability and organizational performance.

This research has implications for managers of KIBS companies, as it shows the high potential of the ability of IT to implement and manage a TD process. Managers can benefit from IT management practices using the appropriate tools (ERP, CRM and management software) to gain more knowledge of customer behavior with the possibility of easily codifying and analyzing the data, which significantly influences innovation activities. The objective is to develop a strong internal capability to absorb knowledge from day-to-day interactions with customers by using IT effectively. This process leads to an improvement in the organizational performance of KIBS companies, as they become more effective in decision making with improved internal communication, generate greater employee satisfaction and reach new customers. Following strategies aimed at the implementation and use of the technological resources studied creates more agile firms and helps to close the production gap between SMEs and large companies.

The results obtained can help create sustainable businesses through cloud-based technology tools. It can provide insights for policy makers to implement economic policies that help SMEs to become more competitive and sustainable.

The development of digital technologies and the ability to manage them is one of the decisive factors that conceptualizes DT and improves organizational performance. This research contributes to the understanding of the need for managers of KIBS companies to follow strategies oriented towards the digitization of their organizations and for the collaborators to have a high level of IT training, especially in the use of cloud technology.

The present study contributes to our understanding of how to curb burnout among hospital staff over time. The authors extend existing research by examining the mediating role of mission valence in the link between transformational leadership and burnout.

Self-administered questionnaire data from employees in a Canadian general hospital (N = 185) were analyzed using a time-lagged research design to examine whether transformational leaders can increase employees' attraction to the organization's mission (i.e. mission valence) and in turn alleviate long-term burnout.

Structural equation modeling analysis demonstrated that transformational leadership (time 1) was negatively related to the burnout components of emotional exhaustion and depersonalization (time 2). Further, the results showed that mission valence mediated these relationships.

The study findings are important for managers and professionals as they identify transformational leadership as a potent strategy to alleviate employee burnout and clarify the process through which this is achieved, namely, by increasing mission valence.

To date, surprisingly little research has explored how transformational leadership influences followers' burnout. To address this issue, the present study examined the role of transformational leadership on staff burnout through the mechanism of increasing mission valence. Understanding how to mitigate burnout is particularly critical in health care organizations given that burnout not only negatively impacts employee wellbeing but also the wellbeing and quality of care provided to patients.

The purpose of this paper is to analyse the moderating role of psychological empowerment on the relationships between authentic leadership and innovative work behaviour, as well as transformational leadership and innovative work behaviour.

We have applied the mixed-method research on the selected case study. The quantitative field study was conducted on a sample of 126 employees in a multinational technological company. A series of paired sample t-tests were followed by a hierarchical regression analysis to test the hypotheses. The qualitative study consists of a content analysis of in-depth semi-structured interviews with four leaders.

The research provides further confirmation of the positive relationship between leadership and innovative work behaviour. Specifically, the results showed that psychological empowerment moderates the relationship between leadership (authentic as well as transformational leadership) and innovative work behaviour.

This paper contributed to leadership and innovation literature and provided insights in studying the boundary conditions on the relationship between authentic leadership, as well as transformational leadership, in stimulating innovative work behaviour through the moderating role of psychological empowerment. The added value is expanded by introducing the comparison of the two leadership theories.

This study aims to investigate the mediating and moderating effects of psychological ownership and belief in just world in the relationship between transformational leadership and work engagement.

The data were collected from 183 lecturers who teach in an Indonesian university. The questionnaires covered transformational leadership, psychological ownership, belief in just world and work engagement. The collected data were examined with structural equation model analysis.

The results demonstrated a significant moderated mediation index, which indicated that the relationship between transformational leadership and work engagement is mediated by psychological ownership and is moderated by belief in just world.

To achieve higher work engagement, organizations should increase employees’ feelings of ownership and boost just world belief.

The present study offers new insight on how personality trait plays a moderating role in the relationship between transformational leadership and work engagement.

The study aims to reveal the effects of transformational leadership on nonfamily employee international intrapreneurship with the mediating role of psychological empowerment.

The study sample consists of 379 employees at 132 family export and import firms in Ho Chi Minh City of Vietnam. The data is analyzed by a partial least squares structural equation modeling (PLS-SEM).

The paper reveals that transformational leadership had a positive and significant influence on nonfamily employee international intrapreneurship. The effect of transformational leadership on international intrapreneurship is strongly mediated by psychological empowerment.

Family firms would have to form the architecture and mechanisms for supporting the dedication of nonfamily international intrapreneurship actions with transformational leadership and psychological empowerment.

The paper grants the driving mechanism of the transformational leadership on nonfamily employee international intrapreneurship through the mediating role of employee psychological empowerment in the context of family businesses in an emerging market.

A leader plays an important role in the growth of an organization. The leader is a person who influences the standards, structure, culture and behaviour of the individuals employed in the organization. A leader also has effects on the result and productivity of teams. The purpose of this paper is to analyze the effect of transformational leadership style on team performance. This paper will also analyze the existence of a relationship between transformational leadership style and team performance.

For this study, the researcher collected the data from 354 individuals employed in IT organizations in Pune. The team members answered questions asked about the transformational leadership style, and the team leaders answered questions related to team performance. The data has been analyzed using the latest available version of Statistical Product and Service Solutions.

The results of this examination suggest that there is strong and positive relationship between the transformational leadership style and team performance. Further, it was also found that transformational leader helps in a great way in improving team performance which in turn increases the organization’s productivity.

Few limitations of this research work are that the data collected for this research work is non-cognitive in nature and simultaneously respondents may incline to evaluate the positive facets of opinion poll more propitiously than negative facets. Secondly, the data have been collected only from companies located in Pune.

This research study provides empirical data that will be helpful for human resources department of an organization, as it can help them in the development of policies and practices. It will also provide help leaders to support employees who are seeking effective ways to support struggling employees in context to their team performance.

The present study can be differentiated from past studies, as it thinks over an ensemble of transformational leadership style as an essential antecedent of team performance and also enhances the knowledge of the researchers and practitioners about the leadership style that upshot to the team performance. This will also help the managers, researchers, organizational development specialist and employees who are seeking effective ways to support struggling employees in context to their team performance.