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The personalities of leaders have been shown to impact the culture of their organizations and are also expected to have a more distal impact on the firm’s financial performance. However, the authors also expect that leader gender is an important intervening variable such that exhibiting various personality dimensions may result in unique cultural and performance-based outcomes for women and men leaders. Thus, the authors seek to examine first the impact of leader personality on organizational performance, as driven through organizational culture as a mediating mechanism. In doing so, the authors propose the expected impact of specific personality dimensions on certain types of organizational cultures, and those cultures’ subsequent impact on the organization’s performance. The authors then extend to consider the moderating effects of leader gender on the relationship between leader personality and organization. To support their propositions, the authors draw from upper echelons and implicit leadership theories. The authors encourage researchers to consider the proposition within a sample of the largest publicly traded US companies (i.e., Fortune 500) at an important era in history such that for the first time, 10% of these companies are led by women. In doing so, the authors hope to understand the leadership dynamics at the highest echelons of corporate governance and provide actionable insights for companies aiming to optimize their leadership composition and drive sustainable performance.

Interim leaders often have little advance notice of their new assignments. Yet, they must skillfully lead their organizations, provide stability for staff and continue the direction of the mission and vision in a time of change. In addition, temporary leaders – often termed interim executive directors or interim chief executive officers (CEOs) – are frequently asked to guide the transition for a new and permanent leader.

This qualitative study presents the insights of 24 interim leaders, largely in the Chattanooga, Tennessee (TN) region, who participated in individual virtual interviews and a subsequent virtual focus group to address a protocol of questions concerned with all phases of carrying out the interim position.

The findings confirmed existing literature on how the interim was selected, the responsibilities of this leader and the costs and benefits for the organization of using an interim and extended findings with guidance for interim over their tenure.

The findings uncovered new insights into personal and career growth, along with unexpected personal and professional enrichment and satisfaction from the experience. The practical implications include providing detailed guidelines for interim leaders at each stage of their tenure, which can help them navigate the complexities of their roles more effectively. Additionally, the findings highlight the potential for significant personal and professional growth, offering interim leaders unexpected enrichment and satisfaction from their experiences.

The exploratory research validated the existing literature on interim leadership and added additional detail in practical guidance for beginning an interim position, carrying out the interim position and even ending the position. This study delineates practical guidelines at each stage of the interim lifecycle for both the temporary leader and the organization and provides areas for future research. Qualitative findings also identified key characteristics of an interim leader. This study also includes discussion of the political implications of interim CEOs.

The study presents original insights into the role of interim leaders by combining qualitative data from 24 participants in the Chattanooga, TN region with existing literature, thereby enhancing understanding of the challenges and successes these leaders face. It confirms previous findings regarding interim leadership and provides practical guidelines for navigating the interim lifecycle, highlighting aspects of personal growth and satisfaction that have not been extensively explored in prior research.

The construction industry is facing an enormous number of challenges due to continuous advancements in construction technologies and techniques. Hence, construction management theories have to confront critical newly issues concerning market globalization and construction innovations. The key factor to address these challenges is to ameliorate the competitive abilities of the competing construction firms. In this context, measuring competitiveness of construction firms is an efficacious approach to amplify their competitive growth and profitability. To this end, the purpose of this research paper is to design a three-tier multi-criteria decision making model for competitiveness assessment and benchmarking of construction companies, meanwhile tackling a wide range of essential factors and attributes that covers broad aspects of the present competitive market.

In the first tier, four new pillars (4P) of competitiveness assessment are introduced for construction firms, namely, organization performance, project performance, environment and client and innovation and development. These pillars are able to aid in construction firms’ management on both long and short term basis. Hence, 21 key competitive factors and eighty key competitive criteria are identified, incorporated and analyzed in this research study. The second tier encapsulates carrying out a questionnaire survey in the Canadian and Vietnamese market to garner two main sets of information. The first set of information incorporates responses of the pairwise comparisons between competitiveness factors and criteria. The second set involves gathering utility scores pertinent to each competitiveness criteria. The developed model then leverages the use of analytical hierarchy process to scrutinize the relative importance priorities of competitiveness factors and criteria. The third tier of the developed model encompasses the use of multi-attribute utility theory to compute competitiveness scores for construction companies through blending criteria’ relative importance weights alongside their respective utility functions. In addition, the third tier comprises conducting a sensitivity analysis to derive the most important criteria influencing the overall competitiveness of construction companies. The developed model is tested and validated using three case studies; one construction company from Canada and two construction companies from Vietnam.

Results demonstrated that the developed model has a potential to render a synthesized and methodical performance evaluation for the competitive ability of a given construction company. Furthermore, it was found that Vietnamese companies are more considerate towards pillars pertaining to environment and client while Canadian companies are more attentive towards innovation and development. The outcome of sensitivity analysis revealed that effectiveness of cost management highly affects the competitive ability of Vietnamese companies while effectiveness of cost management exhibits the most significant influence on the competitive of Canadian companies.

The developed model can benefit construction companies to understand their competitiveness in their market and diagnose their strengths and weaknesses. It is also can be useful in efficient utilization of their limited resources and development of sustainable and long-term strategic plans strategic plans, which consequently leads to maintaining better position in their dynamic business markets.

Literature review manifests that reported competitiveness assessment models and practices are not able to address present challenges, technologies and developments in construction market.

This study relied on the affective events theory to test the mediating role of the ratio of emotions in the relationship between employees' perceived leadership effectiveness and their well-being at work.

A quantitative methodology was used, based on a deductive approach of a transversal nature. Data were collected from a convenience sample consisting of 255 working adults.

Structural equation modeling results demonstrated that perceived leadership effectiveness positively influenced well-being and the ratio of emotions, showing that when employees perceived their leader as effective, they tended to experience more positive emotions and less negative ones (as indicated by a positive ratio). Furthermore, the results supported the hypothesis that perceived leadership effectiveness influenced well-being through increases in the ratio of emotions.

The nature of the sample makes it impossible to generalize the results. Also, the fact that the questionnaires were self-reported may have biased the results because only the employees' perception of the variables under study was known.

This study highlights the fact that perceived leadership effectiveness can be seen as an affective event that triggers positive and negative emotional responses at work, which, in turn, will have an impact on employee well-being.

An effective leadership style has been shown to be pivotal in reducing the prevalence of negative emotions within a team. When leaders foster a welcoming work environment where team members enjoy their roles, it often results in heightened positive emotions and overall well-being.

The purpose of this study is to investigate the role and features of internal online events (IOE) in organizations and measure their impact on employee outcomes (communication satisfaction and loyalty in active and passive forms).

The study conducted a mixed-method process – first, which involved three semistructured interviews in India, Russia and France, and the data were analyzed through a qualitative coding procedure. Subsequently, a survey was conducted among employees regarding their perceptions of IOE. One hundred eighty-four fully completed questionnaires were collected, and the results were analyzed using structural equation modeling.

The analysis of qualitative data revealed common patterns in IOEs in the organizations across India, Russia and France. The quantitative analysis showed the significant impact of IOEs on perceived communication satisfaction. Which in turn primarily stimulates the development of active employee loyalty rather than passive loyalty.

This study acknowledges that the samples were limited to only a few geographical regions of India, Russia and France. Also, the research is subject to sampling limitations due to snowball approach.

Internal communication (IC) managers can use this research findings to develop more effective IOEs to address organizational goals and create synergy-based positive outcomes (such as loyalty) within the employees of the organization.

Research contributes to exploring the role and characteristics of IOEs by applying engagement theory, emphasizing their capacity as a strategic IC channel to enhance employee involvement. Moreover, the study investigated the impact of IOEs on communication satisfaction and employee loyalty by applying affective events theory to communication.

The purpose of this study is to identify and synthesise the best evidence on health-care leaders’ and professionals’ experiences and perceptions of compassionate leadership.

A mixed-methods systematic review was conducted in accordance with the Joanna Briggs Institute methodology for mixed-methods systematic reviews using a convergent integrated approach. A systematic search was done in January 2023 in PubMed, CINAHL, Scopus, Medic and MedNar databases. The results were reported based on Preferred Reporting Items for Systematic Reviews and Meta-analyses. The data was analysed using thematic analysis.

Ten studies were included in the review (five qualitative and five quantitative). The thematic analysis identified seven analytical themes as follows: treating professionals as individuals with an empathetic and understanding approach; building a culture for open and safe communication; being there for professionals; giving all-encompassing support; showing the way as a leader and as a strong professional; building circumstances for efficient work and better well-being; and growing into a compassionate leader.

Compassionate leadership can possibly address human resource-related challenges, such as health-care professionals’ burnout, turnover and the lack of patient safety. It should be taken into consideration by health-care leaders, their education and health-care organisations when developing their effectiveness.

This review synthesised the knowledge of compassionate leadership in health care and its benefits by providing seven core elements of health-care leaders’ and professionals’ experiences and perceptions of compassionate leadership.

Every organization must deal with new challenges such as automation, digitization, or structural transformation, which requires a highly resilient and engaged workforce to stay competitive. Strong leadership in a firm and specific abilities of the leader are necessary to manage uncertainties and to be able to react to certain changes. Various studies regarding organizations and resilience focus on large enterprises, while studies on small- and medium-sized enterprises (SMEs) are lacking. SMEs account for 99.6% of all companies in Austria and are largely run by entrepreneurial owners and their families. Based on transformational theory, the theory of resilience as well as positive psychology, we investigate five SME owners and their personal resilience in an exploratory study. The owners were selected by purposive sampling with the aim to develop a framework with recommended actions for the personal resilience of SME leaders.

This study examines the relationship between servant leadership and its dimensions on firm performance, with big data playing the role of a mediator.

Survey responses used for analysis in this study have been taken from business managers associated reputed private sector organizations in India. A conceptual model is proposed grounded to the Conservation of Resource Theory (COR). Structural equation modeling has been used to test the proposed model.

Servant leadership significantly relates to firm performance, whereby Big Data is seen to play the role of a mediator. The results also indicate that none of the dimensions of servant leadership independently affect firm performance.

The study adds to extant research by examining the mediating mechanism of Big Data in servant leadership and firm performance. It also suggests that each dimension of servant leadership gets reflected in overall servant leadership. Here it is important to note that Big Data analytics partially mediate the effectiveness of servant leadership.

Despite considerable evidence of the benefits of organizational transparency, policies to enhance transparency often fail or are met with resistance and unexpected results. In part, this is due to a lack of knowledge about the drivers of organizational transparency and their interrelationships. This study examines the interplay among the forces that influence organizational transparency, and thus answers numerous calls for developing a deeper theoretical understanding of the determinants of organizational transparency. We propose three forces that influence organizational transparency and theorize how they combine in nonlinear ways to form five archetypical transparency regimes that organizations operate within. We then discuss contingencies to organizational transparency within each regime.

We employ configurational theorizing to capture the complexity of transparency and the nonlinear relationships among the forces of transparency.

We propose three forces that influence organizational transparency: institutional, societal, and leadership. We identify configurations of the three forces that yield five archetypical transparency regimes. We then discuss contingencies for cultivating organizational transparency within each regime. Vanguard transparency and pioneering transparency represent the desired regimes for fostering organizational transparency. In contrast, hollow transparency and deceptive transparency reveal a combination of determinants that cultivate less desirable forms of organizational transparency. Paradoxical transparency represents a regime in which socially desirable outcomes are associated with undesirable consequences for an organization.

This paper is among the first to theorize the drivers of organizational transparency and to discuss the limits and boundaries of organizational responses to transparency determinants.

Despite the many benefits of transparency, we explain why efforts to enhance organizational transparency often fail or are met with mixed results. By considering the three forces, managers and policymakers can avoid unexpected and undesired organizational responses to transparency regimes.

We propose five transparency regimes that place a spotlight on social contingencies to enhance transparency.

This study offers an integrative theory of organizational responses to transparency determinants and develops its theoretical foundations. The model integrates the fragmented empirical findings from previous studies on the determinants of transparency and draws attention to overlooked institutional, societal, and leadership forces that influence organizational transparency.