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The purpose of this paper is to better understand whether firm cooperation and absorptive capacity foster success in seeking public financial support for innovation activities and, by doing so, how they contribute to innovation output.

The authors therefore extend the existing literature focusing on the effects of cooperation and absorptive capacity on specific public financial support for innovation activities in Portuguese firms from local or regional government, central administration and the European Union by using available data from the Community Innovation Survey CIS 2010 and the application of logistic regression models. The empirical analysis enabled a better understanding of the positive relationship of the variables that determine the form of public financial support in the integration of incentives within firms to stimulate innovation.

Therefore, as the level of absorptive capacity in Portuguese firms increases, so does the demand for benefits from public financial support to stimulate innovation from the European Union also increases. The same analysis, now considering the determinant cooperation, notes the positive effects of institutional sources of information and cooperation, in the propensity for seeking public financial incentives from the Central Administration and the European Union. As for internal information and cooperation sources, they are positively related to the integration of incentive measures from the local or Regional Administration and Central Administration.

The paper presents results that allow us to propose some suggestions that both the firms and those responsible for the implementation of public policies can undertake to increment innovation performance.

The purpose of this paper is to explore the effects of R&D investment as a determinant of ongoing or abandoned innovation activities. The literature review focuses especially small and medium-sized enterprises (SMEs) that deploy R&D investment as a way of developing innovation processes.

This study’s design used a sample of 4,229 Portuguese SMEs to analyse the effects R&D investment has on the innovation activities; the results obtained demonstrate the great importance of firms investing in R&D internal activities for the development of their innovation process.

The most important findings highlight the types of activities that emerge as relevant to innovation processes susceptible for development to avoid abandoning and maintaining ongoing innovation activities. Among them, the authors would highlight the design of products or services, the introduction of innovations to the market and the acquisition of machinery, equipment and specific software, among others.

In addition, other types of activities emerge as relevant to innovation processes susceptible for development to avoid abandoning and maintaining ongoing innovation activities. This research adds value to the current literature mainly showing several determinants related to R&D, which could be used by SMEs to improve and develop their activities of innovation.

This study seeks to find an interactive effect between ethical leadership (EL) and corporate governance (CG) variables and investigate whether they would affect employee organizational citizenship behavior (EOCB) in a Malaysian organizational setting. The collected data from the 300 accounting/finance department employees were analyzed using Statistical Package for Social Sciences (SPSS) and Partial Least Square–Structural Equation Modeling (PLS-SEM; SmartPLS 3.0). Several primary results confirmed a coherent significant relationship between EL and ethical climate (EC), EL and EOCB, EL and CG, and CG and organizational success. Theoretically, it implies a more enhanced EOCB literature on how it can be infused in an organization. It also offers valuable knowledge by providing organizations with several insights concerning the improvement of EOCB, enabling the organization to achieve its desired success and, more importantly, how the findings could contribute directly and indirectly to emerging markets in terms of their industrial and financial performance.

The contemporary human resource management (HRM) sector is faced with continual leadership development challenges. Unethical behavior in leaders is not the norm, but it is also not the exception. Human resource training and development focus significantly on better leadership but have largely failed to create more effective leaders. The result? Employee and follower wellbeing have not seen their best days. In this chapter, authentic relationships comprising authentic leaders and authentic followers are posited as a solution. The call is for more rigor in the theory underpinning leadership development programs, assurance of such programs, and embedding ethics into the core of what leadership developers do.

Based on the theory of planned behavior (TPB) and stakeholder theory, the model proposes that responsible leadership (RL) is mediated by affective commitment (AC) on both outcome variables (organizational citizenship behavior [OCB] and patient satisfaction [PS]) while distributive justice (DJ) moderates the relationship among RL, OCB and PS through the mediator of AC.

Overall, data collected from 275 employees and patients in India’s healthcare sector support this model both in online and offline mode. SPSS 25, AMOS 22 and PROCESS macro were used to analyze the data.

The influence of RL, OCB and PS was seen insignificant in the Indian healthcare sector. This study examines the role of AC as a mediator which does not affect extra-role behavior and PS. The findings also show that the moderation-mediation effect of DJ through AC strengthened the link between RL and OCB, but not PS. Commitment does not affect extra-role behavior and PS.

Until now, there has been no research in the Indian context that has tested the effect of RL on extra-role behaviors and PS, as mediated by AC, according to researchers’ knowledge. Since RL and outcome variables are related through AC, the current study aims to understand how DJ acts as a moderator to that relationship.

The purpose of this paper is to provide a more comprehensive understanding of how authentic leadership (AL) can affect individual performance through creativity and organizational citizenship behavior (OCB)’s mediating roles.

The sample included 177 leader-follower dyads from 26 private and small and medium-sized organizations. Followers reported their perceptions of AL, and leaders assessed each follower’s level of creativity, individual performance and OCB.

The findings show that AL has a positive impact on OCB (i.e. altruism, sportsmanship, civic virtue, conscientiousness and courtesy), employee creativity, and individual performance. Creativity partially mediates the relationship between AL and individual performance. Some dimensions of OCB, namely, altruism, civic virtue and courtesy, also play a mediating role in this relationship.

Additional studies with larger samples are needed to determine more clearly not only AL’s influence on individual performance but also other psychosocial variables affecting that relationship.

Organizations can increase employees’ creativity, OCB and individual performance by encouraging managers to adopt more AL styles.

This study is the first to integrate AL, creativity, OCB and individual performance into a single research model, thereby extending previous research. The study also used a double-source method to collect data (i.e. leader-follower dyads) to minimize the risk of introducing common-method variance.

This study aims to examine the impact of authentic leadership (AL) on employees’ organizational citizenship behaviors (OCB) by investigating the mediating effect of affective commitment (AC).

Data were collected on 194 leader-follower dyads in diverse organizations, using individual surveys. Followers reported their perceptions of AL and their AC, and leaders assessed each follower’s level of OCB.

The results support the research hypotheses proposed, confirming that employees’ perceptions of AL are positively related to both their AC and OCB. Moreover, AC completely mediates the relationship between AL and OCB, indicating that authentic leaders increase employees’ affective bonds to their organization, and therefore, strengthen workers’ tendency to engage in OCB.

Additional studies with larger samples are needed to clarify more fully not only AL’s influence on OCB but also other psychosocial variables affecting this relationship.

The findings suggest that organizations can foster employees’ AC and OCB by encouraging managers to adopt a more AL style. Authentic leaders are likely to focus on the collective as they care about their teams, the wider organization and even society’s welfare and sustainability.

Growing concerns about sustainability and business ethics and the crisis of trust in organizations can be addressed through further research on positive leadership forms such as AL. This study’s findings suggest that AL fosters employees’ affective bond to organizations and their willingness to engage in OCB, which are two indicators related to organizational sustainability.

This study integrated AL, AC and OCB into a single research model, thereby extending previous investigations. In addition, the data were collected from two sources (i.e. both leaders and followers in dyads) to minimize the risk of common-method variance.

Post-traumatic stress disorder (PTSD) is associated with risk of suicide and chronic psychological impairment. The continued exposure to stress suffered by health-care workers (HCWs) during the COVID-19 pandemic can be considered a mass traumatic event and contribute to higher rates of PTSD in this population. The purpose of this research is to find out the prevalence and factors associated with PTSD among HCW in a general hospital.

The authors devised a survey to assess the prevalence of PTSD among HCWs in a general hospital and its relationship with sex, social support, profession, work experience in health care, time spent caring for COVID-19 patients and place in which the COVID-19-related activities were carried out. PTSD symptoms were assessed using the PCL-5, Portuguese version.

A total of 226 HCWs were included in the study. Provisional diagnosis of PTSD was made based on the PCL-5 responses, considering DSM-5 criteria and the cutoff score of 33. In total, 79 (35.0%) HCWs had a provisional diagnosis of PTSD, and a significant association was found between PTSD and time spent working with COVID-19 patients and between PTSD and place of work, namely, the COVID-19 emergency room and intensive care unit.

The results highlight the need for a reflection on the importance of mental health promotion among HCWs, specially in adverse conditions such as the current pandemic.

The ethical issues arising at work demand the role of both leader and employees, but how both the levels are linked in determining the ethical responses is an area that has not gained due attention in the past. Against this backdrop, this study aims to address the influence of a leader’s authenticity and ethical voice on ethical culture and the role ethicality of followers.

Survey design has been used, and a questionnaire is used to elicit the responses. In total, 381 filled questionnaires were used for data analysis.

The findings of this study highlight the role of authentic leadership in predicting the role ethicality of followers both directly and through the mediation of ethical culture. Furthermore, a leader’s ethical voice strengthens the authentic leadership and outcome relationships (with ethical culture and followers’ role ethicality). The moderated-mediation mechanism has proved as the leaders’ voice foster the indirect mechanism.

There is a dearth of literature that has focused on leadership traits (authenticity) and behavior (ethical voice) in predicting the followers’ outcomes (perceptions – ethical culture and behaviors – role ethicality). The moderated-mediation mechanism has been unattended in the past.

The importance of innovation has attracted growing attention due to the complex and rapidly changing business environment. This study aimed, first, to examine the joint effect of servant and authentic leadership (AUL) styles on employee creativity (EC), second, to examine the direct and mediated effect of servant leadership (SL) on employees' innovative work behaviour (IWB), third, to examine the effect of EC on IWB and finally, to investigate the moderating effect of creative self-efficacy (CSE) on the relationship between AUL and EC.

A quantitative approach was used, and the data were collected from 446 employees in the Qatari public sector. The data were then analysed by employing partial least squares structural equation modelling (PLS-SEM) using SmartPLS software to validate the measures before testing the proposed model.

The results of this study emphasized the strong hypothesized link between EC and IWB. It also endorsed the mediating role of EC between SL and IWB and the moderating role of CSE in the AUL-EC relationship.

The originality of this study comes from various aspects. First, it is unique in separately examining EC and innovation and the link between them. Second, it investigates the joint impact of servant and AUL styles on EC. Third, it explores the mediating role of EC between SL and IWB. Fourth, the moderating effect of CSE on the AUL-EC link also was examined to gain a full understanding of the relation effect. Finally, the value of the current study also comes from the integration of the triangular theory of creativity, SL and AUL theories and self-efficacy theory to explain the proposed model of the study. Moreover, this study serves as a guideline for decision-makers on how to enhance IWB among employees by focusing on leadership programmes and the creative and innovative culture.