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Despite some academic recognition that leadership is particularly significant in reshaping the oil and gas industry’s contributions to global economic development and the sustainability of global energy supplies at affordable prices (Sharma et al., 2022), the attendant problem of how the industry’s leadership contributes towards the preservation of global environment and the maintenance of ecosystems’ balance, among other sustainability challenges, remains an academic lag. This calls for the urgent need for oil and gas companies to practice effective sustainable leadership approach at multiple organisational levels to address global environmental, economic and social challenges.

This paper adopts an interpretivist/constructivist philosophical stance, where findings have been extracted from in-depth thick descriptive qualitative research in Bahrain oil and gas industry. Companies operating within Bahrain oil and gas industry were identified as the unit of analysis. Empirical data are gathered through semi-structured interviews from senior management and analysed using thematic analysis. This paper is structured as follows: introduction, contextualisation of the UNSDGs in the oil and gas industry, literature on network leadership, research methods used to gather and analyse data from Bahrain oil and gas industry findings, contributions, limitations and trajectories for further studies.

The study’s participants argued that the emergence of transformational and Sustainable Network Leadership is essential to successfully and sustainably implementing the UN SDGs. In other words, the Sustainable Network Leadership is a contribution to the single, leadership competences approach of previous scholarship (Weber et al., 2022; Kumalo and Scheepers, 2021) partly because it evolves around the notion of positioning different network and change actors based on their capacity to lead, exchange their knowledge, effectively communicate the need to comply with SDGs and the skills to establish high density within a complex network of actors.

This study recognises its limitations in the sense that it is based on the single context of Bahrain oil and gas, and data were collected from senior management and executives only. Gathering data from a broader swathe of employees may have provided greater levels of leadership and organisational member nuances in both single and collective differences of leadership attributes.

Transformational and Sustainable Network Leadership provides a new construct in the perception (the “what”), instrumentalisation (the “how”) and theoretical re-conceptualisation of leadership within organisational change settings needing radical rethink for sustainable and successful change. The practical implications of transformational and Sustainable Network Leadership expose the way a variety of highly challenged organisational change contexts are interconnected to highlight not only their different sets of challenges but also their opportunities and the resolution mechanisms they present for organisational leaders and staff alike.

This paper identified the single, leadership competence approach as the dominant discourse in organisational change, leadership studies and presented an alternative collective set of leaders’ attributes. The less utilised network leadership concept was drawn upon to contribute network leadership attributes as a way of addressing the challenges faced by Bahraini oil and gas company leaders. Therefore, this study contributes to both network leadership, transformational leadership by expanding both domains to include organisational transformation and the leadership-of-risky change. This was done by identifying attributes and characteristics of Sustainable Network Leadership, then showing their significance as an approach to successfully and sustainably implementing the UNSDGs.

This paper aims to validate a broader conceptualization of ethical leadership and a matching measurement scale (BELS) using survey data from 909 public servants in leadership positions in the Netherlands.

The confirmatory factor analysis (CFA) (using AMOS) and exploratory factor analysis were carried out with repeated CFA. A social desirability scale was used to check for model fitness.

Our findings support the notion that ethical leadership is broader in conceptualization and hence reject the theories that limit the role of ethical leaders within the confines of organizations. This study confirms that attributes like sustainability, leadership learning, ethical competency, diversity and resilience are part of ethical leadership. Such characteristics could not be measured with previous scales for ethical leadership. Also, ethical leadership is not separate from associated leadership styles.

A self-assessment scale for leaders was used for this study. Although there is no indication of social desirability bias, future research can also focus on follower assessments of their leaders. This study only focuses on the public sector context only.

Our results suggest that ethical leadership contains more subvalues than in the seminal definition. This study has, therefore, corroborated a broader definition of ethical leadership.

This study indicates the need for ethical leadership to be studied and assessed using a broader conceptualization and measurement scale.

The study explores the current research trends within the responsible leadership (RL) domain and proposes a future research agenda by conducting an extensive review of past research. The study aims to understand recent developments in theories, constructs and contexts in RL literature.

Scopus database is used for the data collection on RL and patterns from 1998–2022. In total, 138 articles were covered for a systematic literature review (SLR) of RL behaviors. Further, the search was extended, and 109 more articles were included for bibliometric analysis of RL using R software. In total, 247 papers were reviewed.

The results present the consequences and antecedents of RL behaviors with external and internal stakeholders. Literature also indicates that researchers are more attentive to empirical studies with internal stakeholders, such as responsible leaders' impact on employee outcomes. Among theories, stakeholder theory's normative integrative and instrumental perspectives are used with RL.

The first limitation of the study is that this study collected data only from the Scopus database and the choice of language was English. Future studies may use other databases, languages and keywords. Instrumental and integrative RL behavioral styles would help balance organizations' financial and social goals.

This research enhances the literature on RL by combining content and bibliometric analysis to develop a more systematic and comprehensive understanding of integrative and instrumental leadership behaviors.

Previous research has mainly focused on the outcomes of empowering leadership, and empirical evidence on how to encourage leaders to display empowering behaviors has been overlooked, particularly from an interpersonal perspective.

Based on the integrative model of organizational trust, we investigate the relationship between employees' taking charge behaviors and empowering leadership considering the mediating role of leader trust in employees and the moderating role of risk propensity.

The results indicate that taking charge is positively associated with leader trust in employees, which influences the development of empowering leadership. Additionally, leaders' risk propensity moderates these relationships, that is, a higher level of risk propensity can enhance the promoting effect of leader trust on empowering behaviors.

This study explores the antecedents and mechanisms influencing empowering leadership and proposes the moderating effect of risk propensity. The findings not only clarify how and why employees' taking charge behaviors can stimulate empowering leadership but also offer a more comprehensive understanding of the antecedents of empowering leadership.

Based on the theories of social learning, social exchange and social identity, this study aims to examine the impact of ethical leadership on organizational attractiveness and diversity-valuing behavior as well as the mediating role of psychological meaningfulness in the public healthcare sector.

Data in this study was collected from 545 nurses working in Palestinian hospitals. Structural equation modeling was used to analyze the data.

The results show positive effect of ethical leadership on organizational attractiveness and diversity-valuing behavior. The findings likewise support the mediating role of psychological meaningfulness on the focal relationships.

This study follows a more comprehensive and a multitheoretical approach and it uses a novel model in an underexamined setting, which is the nursing sector.

This paper aims to examine the influence of the interplay between servant leadership behaviors and Machiavellianism on leader effectiveness.

Drawing on trait activation theory and motivation to lead theory, the authors hypothesize that the effect of servant leadership behaviors on perceived leadership effectiveness is manifested differently in teams with high-Machiavellian vs. low-Machiavellian leaders. In teams with low-Machiavellian leaders, servant leadership behaviors are expected to be associated with a cooperative way of handling team conflicts, which enhances employees' leader effectiveness ratings. In contrast, in teams with high-Machiavellian leaders, this mediation role vanishes due to the incongruency between Machiavellian traits and the cooperative context. The authors conducted a two-wave survey-based study and tested the hypotheses with a matched supervisor-employee sample from 310 employees and their leaders in 91 teams.

The results showed that servant leadership behaviors positively impact leadership effectiveness and that this effect takes place through cooperative team conflict management (TCM) without controlling for leaders' Machiavellian trait. Further analysis shows this mediation mechanism is only strong and significant in teams led by low-Machiavellian leaders, but not high-Machiavellian leaders.

To the authors’ best knowledge, this is the first study that examines the interplay of servant leadership behaviors and Machiavellianism on perceived leader effectiveness.

本文旨在探討僕人式領導行為與馬基雅維利主義之間的相互作用會如何影響領導效能。

我們根據特質激活理論和領導動機理論、建立了一個假設，這個假設就是： 僕人式領導行為對感知的領導效能所產生並顯示出來的影響、是會視乎團隊是高/強馬基雅維利主義，還是低/弱馬基雅維利主義而有所分別的。若團隊的領導者是低/弱馬基雅維利主義的話，僕人式領導行為大概會與使用合作的方式去處理團隊衝突有相互之關聯，這會提高僱員對領導效能的評分。與此相反，若團隊的領導者是高/強馬基雅維利主義的話，這調節作用和角色將會因馬基雅維利主義的特質與合作的環境之間存在著不協調而消失。我們進行了一個兩波的、以及基於調查的研究，在這研究中，我們利用管理者和員工相應的樣本來測試各個假設;這些樣本包括91個團隊內的310名員工及其領導者。

研究結果顯示、僕人式領導行為對領導效能會產生積極的影響，而這影響是透過以合作方式管理團隊衝突而產生的，亦沒有對領導者的馬基雅維利主義特質加以管控。我們進一步的分析顯示、這調節機制只會在由低/弱馬基雅維利主義的領導者領導的團隊內顯得強烈和顯著，但若領導者是高/強馬基雅維利主義的話，情況就不一樣了。

盡我們所知，本研究為首個研究、去探討僕人式領導行為與馬基雅維利主義之間的相互作用會如何影響感知的領導效能。

The current paper is part of a larger scoping review project investigating the intersection of leader(ship) identity development and meaning-making. In this review, we analyzed 100 articles to determine the current extent of literature that covers the intersection of leader(ship) identity development, meaning-making and marginalized social identities.

A review of the extant literature is included, and a conceptual model is suggested for further exploration into this critical and under-researched domain.

More research is needed at the intersection of leadership identity development, meaning-making and marginalized social identities.

As this area of study has expanded, scholars have noted an absence of research on the effect of multiple social identities, especially marginalized identities, on meaning-making and leadership identity construction.

This study provides a meta-review of global virtual team (GVT)–related reviews, creating a resource that highlights dominant themes, research trends and shifts in topics over time culminating in a summary of opportunities for future research. By analyzing and grouping the evidence presented in previous research, this meta-review provides key insights toward future research and managerial implications.

This meta-review identifies 35 existing GVT-related reviews across 32 publication outlets, providing a longitudinal and cross-disciplinary view of GVT research to date.

Results of the analysis reveal over time that there has been a largely adopted reconceptualization of the GVT paradigm toward a continuum of virtuality. There has been a shift in the view of the cross-cultural and global components of GVTs toward a recognition that a greater variance of dimensionality exists. Additionally, popular themes across the literature emerge, notably, virtuality, concepts of culture, trust, leadership and communication technology.

As a multidisciplinary GVT-focused meta-review, this study complements previous efforts by taking a tour across this wide topic and is dedicated to those who are researching, teaching, working and managing GVT-related strategies. The reviews selected represent work published across multiple literature streams, providing a comprehensive and forward thinking perspective.

This study aims to examine nurses’ motivation for leadership and explore important challenges nurses face in leadership positions.

Semi-structured interviews were conducted with 20 nurses in leading positions. Thematic analysis was used to analyse the data.

Nurse leaders are recruited from clinical settings, and the transition process from clinical nurse to leader is demanding. Their motivation for leadership seems to be in human values and caring for others. Lack of strategic focus might be a challenge. Nurses in leadership positions emphasize the importance of good relationships with the staff and require an increased focus on strategic leadership.

Studies have revealed the frustration associated with the role of a nursing leader. According to an evaluation of a clinical leadership development programme, nurses were found to be inadequately prepared for their roles. They had not experienced positive role models, they felt overwhelmed and they regarded colleagues and nursing management structures as unsupportive. There is a need for further research into effective measures to strengthen nurse managers.

The role of leaders has changed over time. There are now increasing requirements and objectives with regard to laws, action plans, improvement projects and cost-effectiveness. A nurse leader has both many tasks and great responsibility. Good leadership relies on skilled nurse leaders meeting statutory requirements in patient care and delivering good quality and patient-safe services. Engaging in process-oriented guidance, such as mentoring, is one way to become more aware of oneself as a professional leader (Mathena, 2002).

By identifying and understanding the specific challenges that nurse leaders face, this study can contribute to the development of interventions and strategies to improve leadership practices, thereby enhancing organizational effectiveness.

This study aims to identify the intermediate psychological mechanism – organizational identification – that links authentic leadership with follower’s organizational citizenship behavior (OCB). Moreover, it examines the moderating role of perceived organizational support (POS) in the relationship between authentic leadership and organizational identification.

This study uses a cross-sectional research design involving 356 employees from diverse corporations in South Korea. Data were collected using a structured questionnaire to measure perception of authentic leadership, organizational identification, POS and OCB.

The results indicate that organizational identification significantly mediates the relationship between the perception of authentic leadership and follower’s OCB. Furthermore, POS acts as a moderating variable, strengthening the relationship between authentic leadership and organizational identification. Specifically, followers who perceive strong support from their organization are more likely to develop a robust sense of organizational identification under authentic leadership, which in turn, enhances their OCB.

This study offers a novel integration of social identity theory and organizational support theory to examine how authentic leadership influences follower’s OCB. It is among the first to introduce organizational identification as an intermediary in this context and to investigate the moderating effect of POS. The findings provide valuable insights for managers aiming to cultivate a workplace culture that fosters organizational identification and citizenship behaviors, thereby enhancing organizational effectiveness. Future research directions are also highlighted.