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Purpose: Leaders must come up with new ideas and motivate their people to welcome new beginnings if they are to adapt to the changing demands of the business. Organisations face challenges in navigating the vast array of possibilities and choices in the volatility, uncertainty, complexity, and ambiguity (VUCA) world. This chapter explores various leadership styles, highlighting leadership initiatives in the context of (VUCA) during the COVID-19 pandemic.

Methodology: Secondary sources were used to collect information and data, including published articles, journals, newspapers, reports, books, and websites. The logical progression was used to comprehend the idea of VUCA leadership and strategies.

Findings of the Study: The VUCA accurately depicted the global landscape after COVID-19. It offered a valuable framework for examining strategy and leadership in a swiftly evolving world. To portray the dynamic characteristics of the corporate environment and to lead, many businesses use VUCA. Furthermore, this study highlights the VUCA leadership essential skills needed for effectively navigating VUCA circumstances.

Practical Implications: This study focuses on VUCA leadership practices and strategies in the workplace. The chapter outlines six key competencies: setting goals, being prepared, putting the customer’s needs first, flexibility and adaptation, decision-making, and collaboration and teamwork. These skills are essential for corporations to endure and thrive in VUCA circumstances. Corporate leaders are encouraged to integrate these skills into their repertoire, equipping themselves to confront challenges in a volatile environment.

Drawing on power approach-inhibition theory, this study develops a conditional indirect effect model to explore how team vertical leader position and expert power indirectly impact members’ shared leadership through vertical leader’s empowering behaviors.

Multi-source data was collected using a field survey research design. The final sample includes 944 employees in 164 teams from 14 companies in China.

This study found that the interaction of team vertical leader position power and expert power was positively related to their empowering behaviors, which in turn were positively associated with shared leadership. Moreover, our post hoc-analysis revealed the moderating effect of team power distance orientation on the relationship between vertical leader empowering behaviors and shared leadership.

This study sheds light on shared leadership literature by examining vertical leader position and expert power as antecedents. We also offer new directions for exploring how power functions by discussing leadership through the lens of power approach-inhibition theory.

This study investigates how personality traits influence individuals’ intention to become community group buying (CGB) leaders.

Data include 517 valid questionnaires that are employed to examine the research model and test the hypotheses using partial least squares structural equation modeling.

This study reveals that among the Big Five personality traits, extroversion and neuroticism have more impact on the perceived ease of use and usefulness of social media, and individuals with high levels of these traits are more likely to become CGB leaders. Perceived ease of use only mediates the relationship between agreeableness and CGB leader intention, whereas perceived usefulness mediates the relationships between conscientiousness and CGB leader intention and neuroticism and CGB leader intention.

This study can serve as a catalyst for advancing the exploration of how personality traits and social media affect the intention of being CGB leaders. In addition, the study investigates the mediating effect of social media technology acceptance obtaining valuable insights into how social media affects individuals’ intention to become CGB leaders, expanding the research in this field.

• (1)

  Individuals with extroversion, neuroticism, and conscientiousness personality traits exhibit higher perceived ease of use and usefulness of social media.

• (2)

  Unlike previous research suggested, neurotic individuals appear to be attracted to becoming community group buying (CGB) leaders.

• (3)

  Individuals with high agreeableness are encouraged by ease in pursuing CGB leadership.

• (4)

  Perceived usefulness mediates the relationship between conscientiousness and CGB leadership intention and neuroticism and CGB leader intention.

Individuals with extroversion, neuroticism, and conscientiousness personality traits exhibit higher perceived ease of use and usefulness of social media.

Unlike previous research suggested, neurotic individuals appear to be attracted to becoming community group buying (CGB) leaders.

Individuals with high agreeableness are encouraged by ease in pursuing CGB leadership.

Perceived usefulness mediates the relationship between conscientiousness and CGB leadership intention and neuroticism and CGB leader intention.

With the growing need for employees to be innovative, public-sector organizations are investing in employee training. This study aims to examine the effects of a combined Lean Six Sigma and innovation training, using action learning, on public-sector employees’ creative role identity and innovative work behavior.

The authors studied a public service agency in Singapore in which a five-day Lean Innovation Training was implemented, using a combination of Lean Six Sigma and Creative Problem-Solving tools, with a simulation on day one and subsequent team-based project coaching, spread over six months. The authors administered pre- and postintervention surveys among all the employees, and initiated group interviews and observations before, during and after the intervention.

Creative role identity and innovative work behavior had significantly improved six months after the intervention, enabled through senior management’s transformational leadership. The training induced managers to role-model innovative work behaviors while cocreating, with their employees, a renewal of their agency’s core processes. The three completed improvement projects contributed to an innovative work culture and reduced service turnaround time.

Starting with a role-playing simulation on the first day, during which leaders and followers swapped roles, the action-learning type training taught all the organizational members to use various Lean Six Sigma and Creative Problem-Solving tools. This nimble Lean Innovation Training, and subsequent team-based project coaching, exemplifies how advancing the staff’s creative role identity can have a positive impact.

Based on the moral licensing theory, this study aims to reveal the mechanism of self-sacrificial leadership inducing abusive supervision from two paths of leader moral credit and leader moral credential. At the same time, it also discusses the moderating effect of leader behavioral integrity on the two paths.

In this study, 434 employees and their direct leaders from six Chinese companies were investigated in a paired survey at three time points, and the empirical data was analyzed using Mplus 7.4 software.

Self-sacrificial leadership has a positive effect on leader abusive supervision through the mediating role of leader moral credit and leader moral credential. In addition, this study also finds that leader behavioral integrity is the “gate” for self-sacrificial leadership to promote abusive supervision, and the leader behavioral integrity has a moderating effect on the process of self-sacrificial leadership influencing on leader moral credit and leader moral credential.

This study explores the evolution of self-sacrificial leadership from “good” to “bad” from the perspective of moral licensing and broadens the research on the mechanism and boundary conditions of self-sacrificial leadership. At the same time, it also provides important reference value for preventing the negative effects of self-sacrificial leadership in organizations.

The purpose of this paper is to describe the mediating effects of transformational and transactional leadership styles on the relationship between organizational ethics and workplace incivility.

The study employed cross-sectional survey design. Data were obtained from 209 employees from the telecommunication sector. The structural equation model was employed as the analytical tool to test the hypotheses of the study.

Organizational ethics was negatively related to workplace incivility. Both transformational and transactional leadership styles mediated the relationship between organizational ethics and workplace incivility.

Human resource developers and managers can employ, appraise, train and develop managers who can ethically demonstrate transactional, and transformational leadership behaviors to deal with workplace incivilities.

The paper makes an important contribution to the existing organizational literature by establishing the relevance of transformational and transactional leadership styles as mediators of the nexus between organizational ethics and workplace incivility in the telecommunication sector.

This study explored how organizational leaders at different hierarchical levels may communicatively enhance employees' health and well-being. Drawing on interdisciplinary research, it proposed a model that connects health-oriented leadership communication at supervisory and executive levels with remote workers' self-care and stress levels during the COVID-19 pandemic.

Data collected through a survey of 363 full-time United States (US) employees were analyzed to test the model.

Results showed health-oriented communication at the two leadership levels directly influenced employees' self-care, which in turn reduced their stress levels. Further, executive leaders' health-oriented leadership communication indirectly impacted remote workers' self-care through its positive association with supervisors' health-oriented leadership communication.

This study offers much-needed guidelines for executive leaders, supervisors and communication practitioners seeking to meet employees' growing expectations for a healthy work environment in today's post-pandemic era.

Although the literature has established organizational leadership as a vital determinant for a healthy workforce, few studies have explored leaders' health-specific communication to enhance employee health. This study is the first to conceptualize health-oriented leadership communication at dual hierarchical levels and uncover its influence on employees. The results suggested the importance of health-oriented leadership communication across hierarchical levels in building a healthy workplace.

Although nonwork mastery generates personal resources and improves employee well-being and performance, employees must invest personal resources to experience mastery during nonwork time. Drawing on conservation of resources theory and resource exchange perspectives, the purpose of this study is to examine the role of day-to-day provisions of affiliation resources by the leader in generating the personal resources necessary for employees to engage in nonwork mastery.

Daily diary data were collected from 198 employees (768 days). The proposed model was tested using Bayesian multilevel path analysis.

The results showed that on days when employees perceived that their leader provided more affiliation resources, they reported higher self-esteem and work engagement and, in turn, experienced higher levels of mastery. Furthermore, employees in high-quality (vs low-quality) leader–member exchange (LMX) relationships benefitted more from the affiliation resources provided by their leader in terms of work engagement.

The findings suggest that leaders can actively manage their employees' daily experience and functioning through seemingly ordinary demonstrations of warmth, care, and positive regard.

This study highlights the important role of leaders in improving employee daily work and nonwork experience and functioning and sheds light on the tangible resource provisions in the work context and the associated personal resources that account for daily variations in mastery. By distinguishing between daily affiliation resources and general perceptions of LMX relationship quality, this study contributes to a more nuanced understanding of the implications that resource provisions by the leader have for employees.

The Purpose of the study was to investigate the construct validity and internal consistency of the LaMI among staff in the context of elderly care in Sweden.

Questionnaire data from a longitudinal study of staff working in elderly care were used. Data were collected using the Leadership and Management Inventory. First data collection was for explorative factor analysis (n = 1,149), and the second collection, one year later, was for confirmatory factor analysis (n = 1,061).

The explorative factor analysis resulted in a two-factor solution that explained 70.2% of the total variance. Different models were tested in the confirmatory factor analysis. The final model, a two-factor solution where three items were omitted, showed acceptable results.

The instrument measures both leadership and management performance and can be used to continually measure managers’ performances as perceived by staff to identify areas for development.

The purpose of this paper is to evaluate the impact of leadership development programmes, underpinned by Transformational Learning Theory (TLT).

A corpus-informed analysis was conducted using survey data from 690 participants. Data were collected from participants’ responses to the question “please tell us about the impact of your overall experience”, which culminated in a combined corpus of 75,053 words.

Findings identified patterns of language clustered around the following frequently used word types, namely, confidence; influence; self-awareness; insight; and impact.

This in-depth qualitative evaluation of participants’ feedback has provided insight into how TLT can be applied to develop future health-care leaders. The extent to which learning has had a transformational impact at the individual level, in relation to their perceived ability to influence, holds promise for the wider impact of this group in relation to policy, practice and the promotion of clinical excellence in the future. However, the latter can only be ascertained by undertaking further realist evaluation and longitudinal study to understand the mechanisms by which transformational learning occurs and is successfully translated to influence in practice.

Previous research has expounded traditional leadership theories to guide the practice of health-care leadership development. The paper goes some way to demonstrate the impact of using the principles of TLT within health-care leadership development programmes. The approach taken by The Florence Nightingale Foundation has the potential to generate confident leaders who may be instrumental in creating positive changes across various clinical environments.