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This article provides a historical-comparative conceptual analysis of entrepreneurial leadership and transformational leadership, aiming to critically appraise how the latter has informed the former.

A narrative review methodology and three-stage framework is used to develop the analysis and structure the discussion. The framework consists of the following three stages – concept introduction and elaboration, concept evaluation and augmentation and concept consolidation and accommodation.

The key ‘narrative’ emerging from the review concerns how entrepreneurial leadership as a concept has evolved into a re-iteration of the transformational leadership approach, absorbing the conceptual merits, and more significantly, conceptual flaws of the latter. Notable critiques of transformational leadership theory, namely, a lack of conceptual clarity, over-reliance on quantitative methodologies and the ‘heroic bias,’ can similarly be raised against existing research on entrepreneurial leadership. To redress these issues, the conceptual, methodological and practical implications of the historical-comparative analysis are outlined, which includes avenues for further research – with and without key elements of transformational leadership theory.

The article is the first to discuss the historical evolution of entrepreneurial leadership as a concept in relation to transformational leadership theory, which has been influential in research on the former. In particular, the critical analysis illustrates how the conceptual evolution of entrepreneurial leadership has failed to acknowledge the significant limitations associated with transformational leadership theory, despite considerable application of it.

Extant research supports the importance of dynamic managerial capabilities in capturing managers’ individual roles in organisations’ adjustments to change. This paper develops a multidimensional scale for measuring dynamic managerial capabilities consisting of sensing, seizing and reconfiguration capacities that mediate between managers’ affective states and their firms’ performance.

The scale is validated in a survey-based study among 204 managers in companies in the United States of America (USA). We applied a multiple regression model (a triple mediation) using each of DMCs’ three dimensions to test the effects of managers’ affective states on their firms’ performance.

The multidimensional construct of DMCs adds about 15 % of variance explained to a firm’s performance, as perceived by its managers. So managers’ affective states do have an impact on DMCs and, later, on their firms’ performance.

We show the impact of negative and positive affect on DMCs. We also show that DMCs’ three dimensions should be treated in a formative manner that advances discussion on DMCs and their role in a firm’s performance.

Understanding managers’ affective states helps incorporate “hot cognition” into firms’ strategising processes. Although both positive and negative emotions can be helpful, depending on the situation, positive affect is generally more valuable than negative affect as it relates to a firm’s performance.

Our work proposes measuring DMCs based on Teece’s (2007) disaggregation of DMCs into sensing, seizing and reconfiguration capacities. We approach each of these dimensions separately and show that managers’ affective states influence each dimension differently.

Globally, prefabrication in housebuilding has evolved as an innovative approach to attain sustainability and affordability. However, the SC, including non-producers and producers, of prefabricated housebuilding projects is still not perceptually aligned, hindering innovation diffusion. This paper investigates the contemporary industry perspective on PHB for conceptualisation, market share and growth, innovation diffusion and the producer's role in the context of New Zealand.

An exploratory qualitative research design was chosen to learn the perceptual stance of the industry. A semi-structured survey was conducted, followed by interviews with selected supply chain participants, who were producers and non-producers and had relevant experience in the PHB industry.

This study reports the common terminologies used by supply chain members, with justification and explanation. Further, the perceived market share and growth of the PHB industry are obtained and compared with subsequent studies to determine the capability and capacity. The perception of the diffusion of PHB by type is reported to portray the overall trend of the industry. In the last, the role of producers as the suppliers of PHB projects is investigated to establish the stakeholder positional criticality.

This study can help researchers and practitioners gain insight into the PHB industry from a multi-dimensional perspective. This study is a potential first step to formalise the policy, programme, strategies and action plan for the uptake of the PHB in the New Zealand.

PHB diffusion in the supply chain perspective, considering multi-dimensional aspects, has not been considered in previous studies as government agencies produce most of the literature. This academic research establishes the theoretical linkage towards PHB diffusion and reports the current status.

The current study seeks first to examine the prediction of school functioning in crises during the COVID-19 pandemic by school principals’ self-efficacy; second, to explore the differences in all dimensions of self-efficacy and school functioning during crises in Arab and Jewish schools in Israel and third, to determine which of school principals’ self-efficacy dimensions best predicted school functioning during the COVID-19 crisis.

Data were aggregated at the school level for structural equation modeling (SEM) analysis using AMOS analysis of 103 middle schools across Israel, 53 from Jewish and 50 from Arab society. Participants included 103 school principals (who answered the school principals’ self-efficacy questionnaire) and 1,031 teachers who answered the school functioning during crises questionnaire (477 Jewish teachers and 554 Arab teachers).

The findings showed that the principals’ self-efficacy positively predicted school functioning during the crisis. Among the five self-efficacy dimensions (general management efficacy, leadership efficacy, human relations efficacy, efficacy in managing external relations and pedagogical management efficacy), significant differences were found only in “external relations efficacy,” which was higher for “Arab” school principals; the only dimension that predicted school functioning during crises in both societies was “human relations efficacy.”

The current results emphasize the importance of principals’ self-efficacy in general and specifically caring leadership practices “human relations efficacy” in their relations with the school staff, the students and the parents for effective school coping and functioning during crises in two societies in Israel: Arab and Jewish. Further, no previous studies have explored this correlation.

This article aims to elucidate the effect of transformational leadership on commitment to change, assuming the existence of mediating variables (Leader–Member Exchange) influencing this relationship.

Data was collected through a survey based on a sample of 240 observations (Tunisian context with respondents from the healthcare sector). These findings were processed using SPSS and AMOS 23 software, employing exploratory factor analysis and structural equation modeling.

Research results affirm that leader–member exchange plays a mediating role between leadership styles and commitment to change.

Methodologically, the sample choice lacked diversity. Only hospitals were encompassed in this study. Hence, the generalizability of the results might be questioned. It is crucial to acknowledge that outcomes could vary based on culture and organizational type (Yu et al., 2002; Hechanova and Cementina-Olpoc, 2013). Moreover, our assessment of commitment to change relies on a unidimensional measurement scale focused on affective commitment. However, a multidimensional approach (Herscovitch and Meyer, 2002) could provide a more detailed understanding of the relationship between transformational leadership and different dimensions of commitment to change, including affective, normative and continuance commitment.

On a practical level, the outcomes of this study hold significance for the healthcare domain, especially concerning change management and leadership within healthcare institutions. Grasping how transformational leadership can positively influence commitment to change through leader–member exchange offers healthcare managers concrete strategies to foster employee adherence to change initiatives. This understanding can be particularly crucial in a constantly evolving environment, where practices and protocols need adaptation to meet new requirements and medical advancements.

This research clarifies how transformational leadership influences commitment to change through leader–member exchange. Furthermore, this study guides organizations toward cultivating transformational leaders. The strength of transformational leadership lies in its ability to channel and transform energies to evoke enthusiastic motivation for achieving anticipated goals (Bass, 1985). However, it's pivotal to recognize that transitioning from a manager-directed approach to an empowerment approach presents inherent challenges (Manz et al., 1990). Investing in leadership development, as underscored by this study, can yield tangible enhancements in commitment to change.