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The key to preventing employees from engaging in deceptive knowledge hiding is fostering a responsible environment. Drawing on social cognitive theory, this study aims to explore the factors that inhibit deceptive knowledge hiding and to construct potential pathways for enhancing individual moral cognition. This study further analyzes the moderating effect of leader–follower value congruence on these relationships.

Using data from 341 full-time employees in various service industries in China, this study conducted path analysis, the product-of-coefficients method and bootstrapping to test the hypotheses through a three-stage, time-lagged survey.

The empirical results show that responsible leadership is negatively associated with employees’ deceptive knowledge hiding. Employee moral reflectiveness mediates this relationship, whereas leader–follower value congruence moderates the indirect effect of responsible leadership on deceptive knowledge hiding through moral reflectiveness.

First, this study extends field research by introducing positive leadership factors to reduce deceptive knowledge hiding, whereas prior studies focused mainly on negative leadership antecedents. Second, this study sheds light on the underlying moral cognitive mechanisms and explains how responsible leadership can prevent implicit unethical behavior. Third, it reveals how leader–follower value congruence can enhance the impact of responsible leadership on moral reflectiveness, offering novel insights into the role of value-based fit in reducing deceptive knowledge hiding.

In the dynamic landscape of the modern business world, the pursuit of employee well-being and satisfaction with life (SWL) has gained prominence. Yet, few studies exist on SWL among Indian working professionals. This study aims to investigate the impact of inclusive leadership (IL) on the employees’ SWL. Moreover, employing a mediation approach, the study also reveals the mediating role of workplace inclusion (WI) and career satisfaction (CS) in the relationship between IL and SWL.

The study involves a cross-sectional quantitative approach, drawing upon a sample of 279 professionals belonging to the Indian IT sector by administering standardized questionnaires. Data were analyzed using PLS through SmartPLS4.0 software.

The findings reveal a fully complementary mediating role of WI and CS in the IL–SWL relationship, supporting the hypothesized mediation model.

This finding implies that leaders, with their inclusive behavior, can significantly influence employees’ SWL when accompanied by a sense of inclusiveness and CS among employees. The study offers valuable insights for organizations and leaders seeking to enhance employee satisfaction in the IT sector, emphasizing the significance of career-focused and inclusive practices in the workplace through leadership to promote a fulfilling workplace.

This study represents a pioneering effort to integrate the relationship between IL and SWL within the Indian context, going beyond the existing literature on WI and SWL. Additionally, the research model explores the influence of WI and CS in the IL–SWL relationship, a novel approach that has not been previously investigated.

This paper aims to extend our understanding of the concept of crisis leadership based on perceptions of 48 Australian leaders drawn from various sectors including Australian politics, higher education, not-for-profit and corporate sectors.

This qualitative study employed semi-structured virtual interviews of 48 leaders from Australian politics, higher education, not-for-profit and corporate sectors during the COVID-19 pandemic. The Leximancer text analytics program was used for data analysis.

Participants perceived effective leadership during a crisis as encompassing four macro themes: leadership as power, leadership as emanating from people, leadership as management and leadership as specific to the organization. While these findings reinforced extant literature on facets of effective leadership, leaders from different sectors differed on the relative importance of some leadership themes and their relevance to specific sectors.

While the data were collected from a convenient sample, our findings from multiple sectors in Australia extend our knowledge on crisis leadership by revealing differences in sectorial perspectives of crisis leadership. Further, these findings help refine the extant traditional explanations of leadership and especially offer an enhanced understanding of leadership during a crisis. Consequently, our findings support future research that could help identify specific attributes of leaders navigating organizational crises. Such future research could subsequently help develop a theory on crisis leadership based on a valid and reliable measurement for assessing crisis leadership effectiveness in diverse organizational settings.

Our study is based on multi-sector data and consequently lays a solid foundation for extending the conceptualization of leadership during crisis, and the need to reconceptualize effective leader attributes useful in crisis contexts. Theoretically, the current study extended recent research on crisis leadership, by examining the conceptualizations of crisis leadership within specific Australian sectors.

The purpose of this study is to develop a model of a starting situation for relationship initiation in turbulent business networks.

The study is designed as an extreme single case study that takes its point of departure in a company’s bankruptcy in the Swedish automotive industry.

This study illustrates how a new business relationship can start from a resource combination previously controlled by one actor (i.e. a single company) in a turbulent business network, thereby bringing nuances to the common understanding that new relationships start in stable business networks where resource combinations are developed between actors in established business relationships.

Previous studies have stated that the development of a mutual orientation between actors leads to the formation of a business relationship. The business relationship then leads to resource adaptations between the two companies. The developed model, however, illustrates that this pattern can be reversed in situations of turbulence. Hence, previously adapted resources might lead to the formations of a business relationship. Based on this observation, the authors argue that there are reasons to question if previous models of business relationship initiation and development in business networks are adequately equipped for analysis in turbulent business networks.