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The purpose of this paper is to look into the theories regarding leadership, organizational culture, and organizational socialization and the theory that some aspects of socialization (e.g. employee enthusiasm for, or lack of, cooperation) can influence an organization's culture.

Via questionnaire, 166 employees from a variety of organizations evaluated their leaders and companies on all variables. Correlation and regression analyses were employed.

Correlations revealed leader behaviors to be more control‐oriented in bureaucratic culture; and more flexible‐oriented in innovative culture; but, contrary to expectations, more control‐oriented in supportive culture. Regressions confirmed these results and revealed that both leadership and socialization explained significant variance in all cultures. The leadership behaviors were also differentially associated with the socialization content domains, supporting most but refuting some aspects of organization theory.

The unexpected finding of highly control‐oriented leader behaviors in supportive culture suggests the need for more research in this area.

A need for more flexible leader behaviors in certain organizational cultures was found. Leadership behaviors needing development in regard to socialization were likewise revealed. Also found, were aspects of socialization content that need more management attention in all three types of organizational cultures examined.

This is the first empirical analysis of the interrelationships among the organizational socialization content areas, leadership behavior, and organizational culture.

The purpose of this paper is to explore leader flexibility in the manufacturing sector. The objectives are to understand the nature of uncertainties that leaders face and how their personal attributes facilitate them in responding to uncertain situations.

A total of 20 middle- and senior-level executives were interviewed, using seven semi-structured questions, from four states in India. Responses were analyzed using thematic analysis.

In this paper, two themes were identified: the need for flexibility and competencies. The need for flexibility included the factors that warrant adaptability and the performance requirements, such as changes in external environment, reconciling opposing demands, unpredictability of human resources and day-to-day contingencies. Performance requirements included monitoring the environment, anticipating changes, creating shared meanings, developing adaptability in human resources, understanding contradictions and generating alternate solutions. Competencies included balancing different values, roles, and behaviors, coaching and team building skills, planning skills, systems thinking, social skills, conflict management skills and openness to learning.

Interviews were conducted with only executives; interviewing their subordinates may have revealed different perspectives. With the accounts being retrospective, few details may have been missed or exaggerated.

The findings can be used to apprise leaders of the challenges they may face and develop competencies required for leader flexibility.

Leadership research in the manufacturing sector is mostly focused on leaders’ responses to environmental uncertainties. This research identifies the task demands associated with unpredictability of human factors and daily contingencies, and the competencies used to respond.

In the following theoretical article, the author generates a theory of Leadership Pedagogy and its connection to Creative Arts Education.

The article analyzes Leadership Theory across three pillars: Socio-relational, Cognitive and Creative, and how these areas underscore thoughtful and caring pedagogy and inclusive teaching in undergraduate education.

Drawing on the Scholarship of Teaching and Learning (SoTL), the article advocates for a flexible, multifaceted approach to curricular design rooted in theoretical pluralism, prioritizing interdisciplinary methods to bridge theory and practice in Creative Arts Education.

The article concludes with implications for future research and collaboration connecting Leadership Studies and the Arts.

This study aims to explore how female leadership contributes to corporate innovation through a systematic literature review. The authors provide a framework based on empirical studies to provide a broader perspective of corporate innovation based on female leadership.

To understand the most recent developments in leadership, a thorough literature study is carried out to discover the antecedents of women’s leadership and their contribution to corporate innovation, with an emphasis on literature published between 2013 and 2022. An intensive research plan was developed, and 1,120 outcomes were obtained. Finally, 35 studies met the criteria for inclusion in the study. A comprehensive and systematic approach is followed, with the goal of not just summarizing current empirical studies on the subject, but also including an aspect of analytical critique besides organizational policies.

The findings show that organizations with female chief executive officers (CEOs) are more likely to innovate. When female CEOs come on board, organizations are more likely to engage in creative activities. Research also reveals that female CEOs who head organizations are more likely to engage in new and creative business practices that are environment friendly. Moreover, developing nations are encouraged to accelerate the adoption of structural transformation initiatives that would provide women with access to information and technologies.

This research is limited to literature published between 2013 and 2022.

It is important to select the organizational response to board female representation institutional logic to reflect the intended sort of performance. Organizational stakeholders were unfavorable to female leadership, implying that such perceptions harm women but benefit men. Prior research emphasizes distinctions in leadership effectiveness between males and females, diverting attention elsewhere from examining the reasons that generate differences among executives in organizations. For policymakers to promote more women in top positions based on female knowledge, skills and abilities (KSAs), they need to understand how firms deviate from traditional standards. In addition, it is crucial to pay attention to how male and female leaders are supported by their followers.

This research offers organizations a holistic view regarding female leadership and helps them understand their contribution in innovation.

In modern, dynamic and technological landscapes, female participation is one of the key aspects that corporates consider to sustain and drive growth. That is why, modern societies without women’s contribution to economic growth and innovation are deemed incomplete. The current study highlights their contribution to the economy. Literature also indicates that the presence of female leadership on boards impacts corporate innovation, as well as financial performance and contextual factors.c

This paper aims to answer whether the notion of the gender and leadership stereotypes theory has already reached its boundaries.

To accomplish such a goal, it relies on the extant literature looking for more robust findings, problems, disruptions and pathways toward building a better understanding of this problematic.

The evidence gleaned throughout this paper suggests that the interplay between gender and leadership stereotypes theory has reached its boundaries. Moreover, the traditional sex stereotype or gender traits approach within companies seems to be highly limited taking into account that it tends to nurture rivalry and prejudice among people of different genders. Rather than focusing on leader sex approach or egalitarian quotas, in terms of leadership role and despite the fair argument of diversity, the author proposes that it is wiser to concentrate on a meritocratic view.

It suggests that an androgyny leadership style appears to be welcomed in organizations, yet some shift about this understanding may be occurring. At present, however, female aspirants of leadership roles should work increasingly toward adapting themselves to this profile. In doing so, it is likely that they may be benefited from organizational evaluations in which the merit issue constitutes an imperative.

Overall, it is expected to contribute to theory by arguing that the traditional understanding of gender and leadership stereotypes theory is not suitable anymore to deal with the uncertainties and complexities that shape today’s business arenas. On the contrary, it argues that such approach tends only to encourage gender bias and to nurture a somewhat sex war game in detriment of organizations efficiency and productivity.

This paper aims to identify which top leaders’ behavioral emotional intelligence (EI)-competencies affect firm performance when considering the overall organization orientation toward efficiency, human resources and adaptability to the external environment as an interface (i.e. a filter) between the individual leader and firm outcomes.

The research was conducted on a sample of Italian top leaders. The authors used a cross-level analysis that distinguishes individual characteristics, mid-level performance determinants and organizational results. The authors used a variety of methods of assessment: behavioral event interviews for top leaders’ EI-competencies; subject matter experts’ evaluations for organizational orientation; a non-parametric statistical analysis for distinctive competencies; objective financial data for firm financial performance. To identify which competencies impact on financial performance, factor and regression analysis was used.

In firms oriented toward efficiency, human resources and adaptability to the external environment, top leaders’ people management EI-competencies are the most frequent distinctive abilities. These distinctive competencies can be further distinguished into task, relationship and change-oriented behaviors, although only the first two appear to be related to firm performance.

To foster firm performance, top leaders should leverage certain EI-related competencies, especially those that are task and relationship oriented. Leaders should not only see the organization as an extension of themselves but also be aware that the organization might obstacle their individual impact.

This original empirical study uses different data sources and methodologies, it assesses a multi-level model and is conducted in Italy. No previous empirical study has considered the organization as a filter – and not an enhancer – between the top leader and firm performance.

This paper aims to explore if and how employees in a healthcare organisation perceive changes in their managers’ leadership behaviour over time.

An interview study was conducted with employees whose managers had participated in a two-year leadership development programme offered by their employer, Healthcare Provision Stockholm County. Qualitative content analysis was applied, and the interview discussions focused on areas in which the majority of the informants perceived that a change had occurred over time and their answers were relatively consistent.

The majority of employees did discern changes in their managers’ leadership over time, and, with very few exceptions, these changes were described as improvements.

The knowledge that employees perceived changes in their managers’ leadership supports investments in leadership development through courses, programmes or other initiatives.

The present findings contribute to a deeper empirical understanding of leadership as it is practised over time in everyday contexts among employees in healthcare organisations.

Transformational leaders have long been known to use emotions to motivate their followers and guide their energy toward the vision set forth by the leader. Much of the past research and theory on this topic has exhibited a bias toward positively valenced emotions. Negative emotions have received limited attention relative to positive emotions, and this imbalance has led to a skewed understanding of the relationship between emotions and transformational leadership (TL).

The study reviews the organizational literature regarding negative emotion expression in TL.

The study integrates research regarding negative emotions and TL with the existing body of research regarding positive emotions and TL. The authors argue that the range of emotions considered needs to be broadened and rebalanced. Practical and theoretical implications are also discussed.

The study integrates the benefits of negative emotions and TL the more well-known and explored the benefits of positive emotions and TL. The study uses the four components of TL theory, i.e. inspirational motivation (IM), idealized influence (II), individualized consideration (IC) and intellectual stimulation (IC), to explore how transformational leaders can effectively display negative emotions. The study ultimately presents a more balanced overview of emotions and TL.

The purpose of this empirical research was to investigate the individual effects of three dimensions of flexible human resource management (HRM) practices – skill flexibility, behavioral flexibility and human practice flexibility on firm performance and to what extent these relationships are strengthened/weakened when there was the moderation of empowering leadership in small- and medium-sized enterprises (SMEs) of the Kingdom of Bahrain.

The data were collected from chief executive officers (CEOs) through a questionnaire survey method to test the hypothesized relationships. A final dataset of 315 valid responses was utilized for data analysis, and results were analyzed using the Smart partial least squares structural equation modeling (PLS-SEM) technique.

The findings revealed positive effects of skill flexibility, behavioral flexibility and human practice flexibility on firm performance. The moderating role of empowering leadership further strengthened the effects of employee skill flexibility and employee behavioral flexibility had on firm performance. However, empowering leadership did not pose any moderating effect on human practice flexibility and firm performance relationship.

This paper offers implications for theories on HRM and leadership. It also provides valuable insights for organizations and leaders seeking to boost firm performance across SMEs.

This paper offers implications for theories on HRM and leadership and also contributes in the understanding of the modern managers.

This paper investigated the effects of flexible HRM practices on firm performance and the role of empowering leadership across SMEs in Bahrain. It also explored how the performance of SMEs can be improved using flexible HRM practices followed by the presence of empowering leadership.