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Purpose – The purpose of this study is to analyze the impact of motivation and organization citizenship behavior on performance of employees at PT. Bank Aceh Syariah Lhokseumawe. The research was conducted at Bank Aceh Syariah located at Lhokseumawe. The population in this research were all members of the employees at Bank Aceh Syariah Lhokseumawe (146 employees), the samplesof this research were 74 employees at Bank Aceh Syariah Lhokseumawe.

Design/Methodology/Approach – The tool of analysis was path analysis using SPSS, while the method of data analysis was path analysis.

Finding – The results of this study indicate that the work motivation had positive and significant impact on organization citizenship behavior and performance of employees on PT. Bank Aceh Syariah Lhokseumawe. Otherwise organization citizenship behavior had positive and significant effect on employees performance at PT. Bank Aceh Syariah Lhokseumawe. From this research, the effect motivation of this research can be applied and that organization citizenship behavior had partial mediation to influence work motivation on employees performance at PT. Bank Aceh Syariah.

Research Limitations/Implication – The quality and good performance of human resources owned by Bank Aceh in terms of experience, knowledge, and skills that they can compete with other commercial bank employees, especially in Aceh province.

In this chapter, we explain the significance and need for a spiritual approach among techies that would help them be human-centric, compassionate and value-based for sustainable development. We introduced four perspectives of workplace spirituality, higher purpose, interconnectedness, meaningfulness and mindfulness, as significant indicators of sustainable behaviour among the techies. Finally, we discuss how a spiritual approach could help techies contribute to sustainable development. We contribute to the literature by elucidating the role of spirituality among techies that could help advance sustainable technological development and techie's well-being.

Leadership cannot exist without followership. The phenomenon of direction and guidance, coaching and mentoring, has at least three components: the leader, leadership, and followers. With each component, the composition of purpose and goals, ethics and morals, rights and duties, and skills and talents is critically important. While the leader is the central and the most important part of the leadership phenomenon, followers are important and necessary factors in the leadership equation. Leaders and followers are engaged in a common enterprise: they are dependent upon each other; their fortunes rise and fall together. Relational qualities define the leadership–followership phenomenon. A major component of such a relationship is how the leaders create and communicate new meaning to followers, perceive themselves relative to followers, and how the followers, in turn, perceive their leader. This mutual perception has serious ethical and moral implications – how leader uses or abuses power, and how followers are augmented or diminished. This chapter features the essentials of ethical and moral, corporate executive leadership in two parts: (1) the Theory of Ethical and Moral Leadership and (2) the Art of Ethical and Moral Leadership. Several contemporary cases such as inspirational leadership of JRD Tata, Crisis of Leadership at Infosys, and Headhunting for CEOs will illustrate our discussions on the ethics and morals of corporate executive leadership.

Building trust and living interpersonal trust are crucial corporate executive virtues that are needed today. Once you have developed and solidified a high level of genuine interpersonal trust with all your stakeholders, especially customers, suppliers, and employees, then you are on the right path of managing and transforming your company. A high level of interpersonal trust between all stakeholders and corporates in a business situation will break down communication barriers, foster serious conversation and sharing of ideas, and will eliminate corporate transactional anxieties of fear, mistrust, guilt, rigidity, blame, and resentment. When stakeholders trust you and you trust them, then you speak freely, they speak freely, and your mutual sustained transparency is a gateway to survival, revival, and sustained corporate recovery and transformation, and steady growth and prosperity. Conversely, when there is low trust, high mistrust, and high distrust among stakeholders in a business situation, communications and conversations are stressed and fragmented, teamwork and team spirit are very low, and the company is heading toward its ruin and extermination. Such is the crucial role of interpersonal trust in business. This chapter explores the crucial phenomenon of corporate interpersonal trust. We review various cases, models, concepts, definitions, and theories of trust from the management literature in general, and from the marketing field in particular, to derive psychological, behavioral, ethical, and moral principles of corporate trust, trusting relations, and trusting strategies.

The chapter describes the emergence of the profession in Czechia. The major driver for universities and research and technology organisations (RTOs) was the country’s accession to the European Union (EU) in 2004. The country has a rich system of national research, development, and innovation (R&D&I) funding and EU Framework Programmes are witnessing a slowly growing interest and success of Czech researchers.¹ Yet, the major force in changing the research management and administration (RMA) culture and addressing the need of professionalising the environment of research administration, management, intellectual property rights, and technology transfer (TT) was European Structural and Investment Funds (ESIF). The Czech government repeatedly, through four EU programming periods, stressed the need for investments to reshape the research infrastructure, environment, and conditions on a scale not experienced by the universities or the RTOs ever before. The availability of EU funds and increasing emphasis on international cooperation enabled Czechia to witness slow, yet steady growth of demand to deliver better service in the field of RMA. This is illustrated through several EU-funded projects focussed on RMA skills development and the recent establishment of the Czech Association of Research Managers and Administrators (CZARMA) in 2022 (Masaryk University, 2022a).

The chapter discusses the assumptions and main conclusions from the international comparative research, the key purpose of which was to identify and characterise the representatives of the sandwich generation (SG) in selected European countries in relation to professional activity. The research covered five countries, and when choosing them we took into account the diversity of welfare state models. The research was carried out in the autumn of 2020 with the use of a proprietary questionnaire on representative samples of Internet users aged 45–65 from Belgium (only Flanders), Finland, Italy, Poland and Great Britain. The conducted analyses confirmed the diversification of the situation of SG representatives in specific countries.