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The purpose of this study is to investigate the influence of transformational and instrumental leadership on the individual performance of the employee and the financial performance in Brazilian startups.

The adopted methodological construction strategy was structural equation modeling, with the purpose of applying the model to primary data collected from a sample of leaders of Brazilian startups (n = 126).

Results suggest that when leadership types are analyzed separately, both directly influence employee performance.

This study has four main contributions: to test the influence of the two leadership styles on employee performance and thus to help advance the theoretical understanding of leadership; to perform this test in the context of Brazilian startups; to equip professionals with more information about the effects of crucial leadership types on individual type of employee performance; and to expand knowledge for recruitment and managerial training in initial-stage companies.

A growing number of studies have investigated the effect of ethical leadership on behavioral outcome of employees. However, considering the important role of ethics in IS security, the security literature lacks a theoretical and empirical investigation of the relationship between ethical leadership and employees' security behavior, such as information security policy (ISP) violation. Drawing on social learning and social exchange theories, this paper empirically tests the impact of ethical leadership on employees' ISP violation intention through both information security climate (i.e. from a moral manager's perspective) and affective commitment (i.e. from a moral person's perspective).

The research was developed based on social learning theory and social exchange theory. To measure the variables in the model, the authors used and adapted measurement items from previous studies. The authors conducted a scenario-based survey with 339 valid responses to test and validate the research model.

Results indicated that information security climate fully mediates the relationship between ethical leadership and ISP violation intention. The authors also found that information security climate enhances the negative effect of affective commitment on ISP violation intention.

This research contributes to the literature of information security by introducing the role of ethical leadership and integrating two theories into our research model. This study also calls attention to how information security climate and affective commitment mediate the relationship between ethical leadership and employees' ISP violation intention. The theory-driven study provides important pragmatic guidance for enhancing the understanding of the importance of ethical leadership in information systems security research.

This study aims to investigate the effects of transformational and transactional leaders’ behaviors on employees’ affective commitment and organizational citizenship behavior in the context of nonprofit organizations (NPOs). Additionally, this study attempts to examine the role of work engagement, as an intervening mechanism as work engagement in NPOs has been empirically neglected (Park et al., 2018).

Data were conducted from 400 employees working in Italian NPOs in the North of Italy. For verifying the hypotheses of this study, structural equation modeling techniques were implemented.

It was found that both transformational and transactional leaderships influenced positively affective commitment and organizational citizenship behavior, and work engagement was revealed to have significant positive mediating effects on the relationship between the variables examined in this study.

The results of this study may be beneficial to leaders and supervisors of NPOs, specifically regarding the influence of the leaders’ behaviors on the employees’ outcomes.

Due to the limited number of studies conducted on leadership in nonprofit organizations, this study theoretically and empirically contributes to the leadership literature as it is the first study to investigate the two styles of leadership on work-related outcomes via work engagement in the nonprofit sector.

This paper aims to examine the mediating role of knowledge sharing (KS) on the relationship between the transformational leadership (TL) and innovation in banks.

Quantitative analysis was conducted by using the structural equations modeling with AMOS 24 to examine the influence of the mediating role of KS on the TL–innovation relationship. Data were collected from 310 employees at 27 banks in Lebanon.

The research highlights that leaders exhibiting transformational behavior were able to promote knowledge-sharing culture that enhances the generation of new ideas, products and processes. The findings confirmed that KS mediates the association of TL and innovation.

The findings point to how TL mobilizes employees to engage in innovative products and processes by encouraging a knowledge-sharing culture.

The research findings advance the understanding of how TL stimulates innovation and highlights the benefits gained by cultivating KS to generate more innovative outcomes.

Cybersecurity attacks on critical infrastructures, businesses and nations are rising and have reached the interest of mainstream media and the public’s consciousness. Despite this increased awareness, humans are still considered the weakest link in the defense against an unknown attacker. Whatever the reason, naïve-, unintentional- or intentional behavior of a member of an organization, the result of an incident can have a considerable impact. A security policy with guidelines for best practices and rules should guide the behavior of the organization’s members. However, this is often not the case. This paper aims to provide answers to how cybersecurity-related behavior is assessed.

Research questions were formulated, and a systematic literature review (SLR) was performed by following the recommendations of the Preferred Reporting Items for Systematic Reviews and Meta-Analyses statement. The SLR initially identified 2,153 articles, and the paper reviews and reports on 26 articles.

The assessment of cybersecurity-related behavior can be classified into three components, namely, data collection, measurement scale and analysis. The findings show that subjective measurements from self-assessment questionnaires are the most frequently used method. Measurement scales are often composed based on existing literature and adapted by the researchers. Partial least square analysis is the most frequently used analysis technique. Even though useful insight and noteworthy findings regarding possible differences between manager and employee behavior have appeared in some publications, conclusive answers to whether such differences exist cannot be drawn.

Research gaps have been identified, that indicate areas of interest for future work. These include the development and employment of methods for reducing subjectivity in the assessment of cybersecurity-related behavior.

To the best of the authors’ knowledge, this is the first SLR on how cybersecurity-related behavior can be assessed. The SLR analyzes relevant publications and identifies current practices as well as their shortcomings, and outlines gaps that future research may bridge.

In identifying both the topics of interest and key limitations of the extant organizational security research, both opportunities for future research as well as some underlying challenges for conducting this research may be revealed.

To identify the leading organizational cybersecurity research topics of interest and their key limitations, the author conducted a topic modeling analysis of the organizational level studies published in the Association for Information Systems (AIS) senior scholars' “basket of eight journals” (Association for Information Systems, 2022) over the past five years.

Leading topics include (1) organizational security research concerns governance and strategic level decision-making and their role in shaping organizational security successes and failures, (2) cybercriminals and organizations' ability to monitor and detect them from both within and outside the firm; (3) cost, liability and security negligence, (4) organizations' innovation dispositions for security products and services and (5) organizational breach response efficacy; while key limitations of this study include the following: (1) scholars' ability to propose and assess strategic and operational level threat response recommendations, (2) their understanding how influence is formed and maintained among employees and groups and (3) their measurement instruments and models.

Organizations remained plagued by an ever-emerging set of threats to the security of their digital and informational assets. New threats are regularly discovered and remedies to existing threats are continually proven ineffective against these new threats. Providing an orientation to the current research on organizational security can help advance their security efforts.

The purpose of this paper is to demonstrate that common method variance, specifically single-source bias, threatens the validity of a university-created student assessment of instructor instrument, suggesting that decisions made from these assessments are inherently flawed or skewed. Single-source bias leads to generalizations about assessments that might influence the ability of raters to separate multiple behaviors of an instructor.

Exploratory factor analysis, nested confirmatory factor analysis and within-and-between analysis are used to assess a university-developed, proprietary student assessment of instructor instrument to determine whether a hypothesized factor structure is identifiable. The instrument was developed over a three-year period by a university-mandated committee.

Findings suggest that common method variance, specifically single-source bias, resulted in the inability to identify hypothesized constructs statistically. Additional information is needed to identify valid instruments and an effective collection method for assessment.

Institutions are not guaranteed valid or useful instruments even if they invest significant time and resources to produce one. Without accurate instrumentation, there is insufficient information to assess constructs for teaching excellence. More valid measurement criteria can result from using multiple methods, altering collection times and educating students to distinguish multiple traits and behaviors of individual instructors more accurately.

This paper documents the three-year development of a university-wide student assessment of instructor instrument and carries development through to examining the psychometric properties and appropriateness of using this instrument to evaluate instructors.

The purpose of this paper is to present a degendered organizational resilience model challenging current and dominant conceptualizations of organizational resilience by exploring how gendered organizational power structures, language and practices of everyday organizational life interplay and limit inclusive constructions of organizational resilience.

The degendered organizational resilience model was developed using Acker’s (1990) model of gendered organizations, Martin’s (2003) gendering practices, Lorber’s (2000) degendering and other feminist research on gendered organizations. The purpose of the model is to explore power structures, practices and language within the organizational context during conditions requiring organizational resilience.

A conceptual model for analyzing the theoretical development of organizational resilience is presented. The model analyzes the following three different aspects of organizations: power structure, to identify which resilient practices receive status based on established gendered organizational hierarchies and roles; actions, to identify how resilience is enacted through practices and practicing of gender; and language, to identify how and what people speak reinforces collective practices of gendering that become embedded in the organization’s story and culture.

The degendered organizational resilience model offers a process for researchers, managers and organizational leaders to analyze and reveal power imbalances that hinder inclusive theoretical development and practices of organizational resilience.

The degendered organizational resilience model can be used to reveal power structures, gendered practices and language favoring normative masculine organizational practices, which restrict the systemic implementation of inclusive democratic practices that incorporate and benefit women, men and other groups subject to organizational subordination.

This paper offers an original perspective on the theoretical development of organizational resilience by proposing a degendering model for analysis. A feminist perspective is used to reveal the gendered power structures, practices and language suppressing the full range of resilient qualities by restricting what is valued and who gives voice to resilient processes that lead to resilient organizations.

The study represents a theory-based leadership approach in exploring the subordinate's perceptions of leadership behaviors in relation to age, gender and type of work environment. The aim was (1) to compare subordinates' ratings of their respective leaders' leadership behaviors based on of the leaders' age and gender, controlling for type of work environment and (2) to analyze the relationship between the subordinates' ratings of their leaders' leadership behaviors and their ratings of the outcome of these leadership behaviors.

Data were collected using the Developmental Leadership Questionnaire (DLQ) from a sample of Swedish leadership course participants (n = 10,869) and their respective subordinates (n = 97,943). The DLQ measures leadership behaviors designed to reflect the following leadership styles: developmental leadership, conventional-positive leadership, conventional-negative leadership and destructive leadership.

Results showed that older leaders (51 years or older) were rated less favorably than younger (29 years or younger) and mid-aged leaders. Female leaders received more positive ratings than male leaders. A 3-way analysis-of-variance showed strong main effects for age, gender, and type of work environment and no significant interaction effects. A significant model with high equivalents of R² coefficients (Cox and Snell, 1989; Nagelkerke, 1991) was obtained in a logistic regression analysis. Developmental leadership and conventional-positive leadership made significant positive contributions to the subordinates' ratings of the outcome of their leaders' leadership behaviors. Destructive leadership behaviors contributed negatively to the outcome ratings.

Weaknesses include the cross-sectional study design. The large sample size is a strength, and the results have novel implications for leadership theory related to subordinates' view on leadership.

Counter-stereotype age and gender findings may have implications for organizational decisions and processes regarding selection of managers. Development programs are suggested for all categories but for older, male leaders with a focus on reducing their use of leadership behaviors perceived negatively by their subordinates, whereas younger female leaders should be encouraged to continue to develop their positive leadership behaviors.

The theory-based approach on subordinates' perceptions of leadership behaviors with a simultaneous focus on age, gender and type of work environment, based on a large-scale data set, is new.

While both perceived job autonomy and self-leadership are assumed to be important for optimal functioning of healthcare workers, their mutual relationship remains unclear. This cross-lagged study aims to theorize and test that perceived job autonomy and self-leadership have a reciprocal relationship, which is moderated by need for job autonomy.

Two-wave panel data were used to measure cross-lagged relationships over a time period of three months. Self-leadership is indicated by both self-leadership strategies and self-leadership behavior. The data were analyzed using hierarchical multiple regression (HMR).

Job autonomy was not causally nor reverse related to self-leadership strategies, but did relate to self-leadership behavior in both directions. Need for job autonomy did not influence the causal and reverse relationships between job autonomy and self-leadership (strategies and behavior). Instead, need for job autonomy discarded the influence of job autonomy on self-leadership behavior, and predicted self-leadership behavior over time.

For optimizing healthcare jobs, human resource management (HRM) policy makers need to consider other interventions such as training self-leadership, or developing an autonomy supportive work environment, since job autonomy does not lead to more use of self-leadership strategies.

This study used a cross-lagged study design which gives the opportunity to investigate causal relationships between job autonomy and self-leadership. Both self-leadership strategies and self-leadership behavior are included.