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Based on the job characteristics theory (Oldham and Hackman, 2010), the authors highlighted the mediating role of job meaningfulness as a critical psychological state. Employees' positive perception of job meaningfulness could maximize organizational positive outcomes based on task orientation and trustful relationship-based satisfying behaviors. The purpose of this paper is to examine the structural relations among transformational leadership, job characteristics, job meaningfulness and task-related job performance. The conceptual model of this paper is developed based on the theoretical foundations for assessing mediating and moderating path relations among the exogenous and endogenous variables.

Based on the research questions with literature review, the research framework was developed to show the moderated mediating mechanism of the link between transformational leadership and in-role performance. Data analyses for hypothesis testing were conducted by Hayes' PROCESS macro-based hierarchical regression.

Understanding how organizations can optimally design a job based on job characteristics and helping employees maintain psychological states having meaningfulness and responsibility for outcomes are critical. This paper calls attention to how job characteristics and an individual's meaningfulness of work embedded in a given job play a role in influencing job performance.

This study provides a snapshot for examining the job characteristic model on the link between leadership and job performance. By using process analysis (Hayes, 2013), this study examined the moderating role of job characteristics and mediating role of meaningfulness at work in the link of leadership–performance.

The purpose of this study is to identify the leadership characteristics that make a health-care organization ready for lean implementation, analyse the interdependence among them and determine the rank of each characteristic based on their influence in the overall phenomenon.

The leadership characteristics were identified through a review followed by an expert interview. Then, total interpretive structural modelling (TISM) was used to analyse the interdependence and determine the rank, driving power and dependence of each characteristic.

The results suggest that modesty is the most crucial leadership characteristic that makes a health-care organization ready for the successful incorporation of lean practices. Apart from that, attributes such as transparency, accountability, a leader’s ability to empower the employees and communication play a significant role in making the change management programme impactful and effective. A leader’s team building capacity was found to be the dependent characteristic and was ranked the last in the overall phenomenon.

Though this study throws light on various leadership dispositions that prepare a health-care organization to become a lean, it is still not an exhaustive exploration to be generalized. Because the leadership characteristics required for successful lean implementation may vary from one organization to the other depending on the purpose, intensity and priority of the implementation programme, these parameters along with the complexity of the scenario would determine what other leadership characteristics need to be included in the model to make it more robust and holistic.

The novelty of the study lies in capturing the leadership characteristics for organizational readiness in the health-care sector and using the TISM approach to identify the critical characteristics in the context of lean implementation in hospitals.

The purpose of this article is to provide a basis for comparing the interactions between the level of environmental support for leadership development and individual leadership characteristics in determining leadership selection and effectiveness within organizations.

A contextual model of leader selection and effectiveness examining the interactions between the level of environmental support and individual leadership characteristics to predict specific research propositions based on organizational needs is presented. The paper first provides an overview of leadership selection and effectiveness research and then illustrates a contextual model of leadership selection and effectiveness. The model design is based on a four‐quadrant structure with two propositions being suggested for each quadrant. Findings – Describes the context and proposed outcome of each respective quadrant for identifying and selecting potential leadership talent within an organization. The model also highlights the tendencies of organizational leadership to promote or select potential leadership talent from predictable employee groups based on how they match preconceived expectations. Research limitations/implications – The model has not yet been tested empirically. Practical implications – A very useful approach for organizations looking to improve their internal leadership development capabilities and leadership selection processes. This model lays the foundation for leadership identification and selection from all areas of an organization while emphasizing the necessity for leadership development at all levels. Originality/value – All organizations face the challenge of leadership identification, growth, development and effectiveness. This paper offers insights into understanding how leaders are identified for growth and development within an organization and how individuals within those organizations perceive themselves participating in leadership opportunities.

This study compared characterizations of successful leaders held by students enrolled in a college level leadership education program to those of students who did not participate in the program. Participants consisted of students from the following groups: graduating seniors who completed the leadership program, students enrolled in the first course of the program, and students who never enrolled in leadership courses. Each participant rated a “successful leader” on descriptors from Duehr & Bono’s (2006) Revised Descriptive Index. Scoring of these descriptors resulted in five leadership dimensions: agentic, communal, task-oriented, relationship-oriented, and transformational. Analyses compared these dimension ratings across the three groups of participants. Results revealed that non-leadership students ascribed significantly higher levels of agentic and task-oriented characteristics to successful leaders than both beginning and graduating leadership students. Non-leadership students also ascribed significantly lower levels of communal characteristics to successful leaders than graduating leadership students. Results showed no significant differences between the three groups of students in relationship-oriented or transformational characteristics ascribed to successful leaders. These finding have implications for leadership education.

This study examines opinion leadership's personal and social characteristics to see which one is more effective in opinion leadership in four different industries: fashion, travel and tourism, wellness and book and literature. The specific subject of this investigation is how largely openness, exhibitionism and competence in interpersonal relationships and status and attitude homophily affect the opinion leadership and the decision-making of opinion leaders' followers.

The proposed model was tested with the questionnaire shared via stories featured on Instagram among followers of four micro-influencers in different industries. For the purpose of testing the offered hypotheses of this study, the partial least squares method was used.

The findings show that openness, exhibitionism and competence in interpersonal relationships have a substantial effect on opinion leadership. It was also evident that status and attitude homophily impact opinion leadership. The model supports the effect of both personal and social characteristics on opinion leadership; however, based on the results, the effect of personal characteristics on opinion leadership is more remarkable, both in a direct relationship and through the mediating role of para-social interaction.

This study is novel in categorizing opinion leaders' attributes in two different extents of personal and social characteristics. The authors defined a model of the effectiveness of each personal and social characteristic on opinion leaders. The model investigates whether the personal or social characteristics have the most effect on opinion leadership, particularly with the mediating role of para-social interaction.

The purpose of this paper is to investigate the nine‐point strategic leadership characteristics of Malaysian Quality National Primary School Leaders (QNPSL) and to indicate the implications of these findings for the current educational management and leadership practices in their quest for Malaysian quality education.

The study selected 600 senior management team members from 150 schools to complete a seven‐page questionnaire survey and eventually managed to collect back 420 completed survey questionnaires. The study employed SPSS 15.0 and a full‐fledged Structural Equation Modeling (SEM) software Analysis of Moment Structures (AMOS) version 16.0 to confirm the dimensionality and the psychometric properties of the scale, as well as to test the research hypotheses.

Despite what Davies and Davies suggested, the results confirm that the Malaysian QNPSL do not possess three out of nine predetermined characteristics of a strategic leader such as wisdom, strategic intervention point and strategic competence which are pertinent for efficient and effective leadership in realizing the objectives of the National Education Master Plan.

The findings from the study provide useful information to senior management team members of the respective schools, District and State Education Departments in improving the quality of Malaysian education.

As this is the first research of its kind in Malaysia, the findings to a certain extent will be able to contribute to the efforts in achieving the accessibility, equity, quality and enhancement of management goals stipulated in the National Education Master Plan (2006‐2010).

The purpose of this study is to identify and explore what leadership characteristics constitute humanistic leadership in the South Korean context. Moreover, this study examines how these leadership characteristics are connected to Korean culture.

Based on the information gathered from semi-structured interviews and other sources, including books, case study articles and news articles, this study captures a more comprehensive perspective of Mr. Kook-Hyun Moon, the former CEO of Yuhan–Kimberly.

The key characteristics of Mr. Moon's humanistic leadership that are identified in this study are: respect for all mankind, benevolence (seeking the greater good), sincerity (building trusting relationships with stakeholders) and continuous learning and innovation (developing self and others). These key characteristics set Mr. Moon apart from other leaders and are connected to the fundamental values and philosophies of Korean culture.

This study contributes to the current leadership literature by identifying and exploring Mr. Moon's humanistic leadership characteristics that enable him to gain respect and contribute to communities and society in the South Korean context. This study also finds that the humanistic leadership characteristics of Mr. Moon reflect three major attributes of Korean culture: the ideology of the Dangun mythology, the principle of Neo-Confucianism in Korea and jeong – an indigenous cultural concept in Korea (these attributes will be discussed in detail in the South Korean values and philosophies section). Such reflection suggests that investigating how humanistic leadership characteristics are connected to local cultural roots is important to enhance the understanding of humanistic leadership.

The purpose of this paper is to study the relationship between transformational leadership, task performance and perceived measures of job characteristics in French firms.

A questionnaire survey was sent to employees working in the industry and service sectors. A sample of 100 respondents was collected.

The results of the study show that there is a partial relationship between transformational leadership and follower task performance on one hand and, between transformational leadership and follower perceptions of core job characteristics on another hand.

The majority of the firms are big ones. Hence, we recommend that our findings be replicated across a sample of firms where small, medium and big ones are presented proportionally. Also, transformational leadership, job characteristics and task performance measures exhibited restrictions in that they depend on the perception of employees and leaders.

This research showed that French leaders based in Northern France and in Paris and its suburbs cannot be considered as transformational leaders. Second, French firms need to take into account in the recruitment process the gender of the person especially for positions in the middle or top management level since the study revealed that the gender plays a role in the leadership style.

In this study, we took also into account the gender of the leader when studying the relationship between transformational leadership, task performance and job characteristics.

This study aims to, given that most research focusses on leaders and ignores the influence of follower characteristics on either leadership or engagement, investigate whether employee characteristics moderate the relationship between perceived leadership styles and employee engagement. Recent research has shown that visionary and organic leadership paradigms positively influence employee engagement, compared with classical and transactional leadership environments (Zhang et al., 2014).

Questionnaire data from 432 sales assistants, collected from retail shopping malls in Sydney, Australia, were analyzed.

Structured regression analysis confirmed that the employee characteristics of need for achievement, equity sensitivity and need for clarity moderate the relationship between four leadership paradigms and employee engagement. The nature of the moderation varies in complex ways.

There is scope to confirm this study in different contexts, to include additional employee characteristics and reconfirm some scales and to remove common method variance.

The findings suggest that to improve employee engagement: employers should recruit staff exhibiting characteristics predicted to generate high employee engagement; organizations should develop supervisors to ensure that they adopt leadership styles found to drive employee engagement; and recruiters should consider matching the characteristics of employees to the prevailing leadership paradigm(s) in the organization.

This paper addresses a major gap in the literature by examining the moderating effects of follower characteristics on different leadership paradigms and employee engagement.

This paper aims to evaluate how transformational leadership can increase job embeddedness in their employees that persuade them to stay in their organization and how this relationship is contingent upon the job characteristics.

Sample of 328 useable responses was available for analysis. Questionnaires were distributed to the employees who are working in different Pakistani organizations. Regression analysis was used to test for hypotheses.

The findings support that there is a significant impact of transformational leadership for shaping job embeddedness, and the results endorsed the role of job characteristics as a moderator in describing the relationship of transformational leadership and job embeddedness. Transformational leaders would motivate employees to work together in productive manners in challenging work settings.

This paper makes three key contributions to the literature on job design. First, this inquiry shows that a strong link does exist between transformational leadership in creating organizational job embeddedness. Second, it highlights how job characteristics of highly challenging work settings may shape employees’ job embeddedness. Third, this paper offers a novel perspective in leadership research by incorporating high challenging work setting (i.e. job characteristics) as moderator. Managers may get new insight by opting for transformational leaders' attributes and concentrating on high challenging work settings for creating embeddedness in employees to prolong their stay with the job and firm.