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The purpose of this study is to investigate the relationship between leadership behaviors and knowledge management (KM) practices. More specifically, it aims to examine the influence of transformational and transactional leadership behaviors on KM, and the moderating effect of organizational culture on this relationship, in the context of small‐to‐medium sized enterprises (SMEs) operating in Australia.

A total of four hypotheses were proposed for testing. It also provides is a succinct review of KM basics relevant to the study, the relationship between leadership and KM, and leadership and organizational culture.

The results suggest that both transformational and transactional leadership are positively related to KM practices. They also reveal that charismatic leadership and contingent reward leadership behaviors have greater influence on all the dimensions of KM practices.

A key limitation of this study is its cross‐sectional nature. It is possible that at least certain aspects of leadership and organizational culture, and its impact on KM practices emerge with some kind of time lag. A longitudinal treatment of data might yield additional insights into the impact of leadership behaviors and organizational culture. This study was also unable to actually observe managers interacting with followers.

The results of the study are generally consistent with theoretical predictions based on extant research.

The results of this study provide compelling evidence in support of the moderating role of organizational culture on the relationship between transactional leadership and KM and will be of interest to those in the field.

The purpose of this paper is to explore the relationship of organizational culture, leadership and crisis management through exploration of these three constructs with respect to crisis management.

In this paper, a conceptual framework has been proposed that is based on the literature findings of organizational culture, leadership and crisis management. Two types of cultural elements are used; internal versus external focus and low versus high flexibility. Organizational crisis management process is explained through the five-stage life cycle, including signal detection, prevention, damage containment, recovery and learning. Four types of leadership are included; directive, transactional, cognitive and transformational that are critical during crisis management. Five research propositions have been proposed for each stage of crisis management.

Five research propositions have been proposed based on the stages of crisis management.

The conceptual framework needs to be tested for validity. More research is needed on how changing demographics and technology affect these constructs. Organizations need to develop through reflective practices that focus on leadership competencies and crisis-prone culture to tackle any crisis event.

Organizations need to develop leadership competencies and crisis-prone culture. Organizations needs to be reflective on their practices.

The proposed conceptual framework is an expanded version of the crisis response leadership matrix (CRLM) model of Bowers et al. (2017). In this paper, an unique concept is presented by aligning leadership, culture and crisis management with respect to each stage of crisis management and types of crisis.

The purpose of this paper is to investigate important determinants of the culture of collective leadership in academic organizations. The present school improvement framework of Dubai School Inspection Board (DSIB) does not include cultural factors such as collective leadership, which is, according to many researchers, a leading factor of the operational efficiency and sustainable growth. The research objective was to identify the set of conditions that extend support to the development of collective leadership culture in the school work environment. In order to achieve research objectives, a sample of 271 employees from 12 underperforming private schools in Dubai was selected to examine the degree of the presence of visible practices promoting the culture of collective leadership. The past literature was explored to identify three manifest variables as determinants of the culture of collective leadership in the organization. The descriptive research design was adopted, and factor loadings on three manifest variables were examined through exploratory factor analysis (EFA) to validate the scale, and later the model hypotheses were tested using the linear regression model. The study has revealed that shared vision, employee’s commitment to achieving the organizational goal, and collaboration are key determinants, whereas staff commitment is the most important determinant of collective leadership. Generalization of the findings is one of the main concerns due to small sample size, which can be improved in future similar studies by running the model on the larger sample size. Indeed, this study is one of the few that provides a quantitative approach to the measurement of collective leadership in schools, and its findings can be a source of guideline for institutions in higher education and non-academic organizations as well.

The descriptive research design was adopted to explain the the characteristics of the population with respect to variables used in the model. The underlying variables were explored through the past literature; therefore, EFA was also undertaken to validate the relationship between scale items and manifest independent variables of the hypothesized construct. The testing of hypothesis makes this research “confirmatory” that allows making inference about the parameters of the multiple regression models in this empirical model.

The concept of collective leadership is explaining the wider role of leadership function in an organization. It is one of the cultural aspects that can be seen through everyday practices in any educational institution. These practices include shared vision among employees, commitment to achieving the common goal, and collaboration and teamwork. The results show that staff commitment is the most important determinant of collective leadership. The understanding of a cultural aspect of collective leadership is necessary to deal with the problems of nonperforming educational organizations. It is important that school leaders must think beyond the current DSIB model and include elements of collective leadership in their strategic plans. This will enable them to achieve sustainable students and organizational achievements. Employees’ clarity on the objectives, trust and collaboration are prerequisite of such culture.

Generalization is one of the main concerns in this study. The larger sample size can help overcome this problem. The sample size in the current study was also gathered without stratification of the population. Schools can be classified with respect to gender, ethnicity, curriculum and social status. These factors were controlled in this study but can produce different results if included for the analysis. Data collection can be expanded to the entire country, Middle East and Asian region for further generalized interpretation. This will also open the scope to the cross-cultural analysis on the subject. Moreover, the mediating or moderating role of many other variables needs to be involved in the model for more accurate findings, such as curriculum, economic status of students, employees nationality and qualification, leadership experience and school budgetary volume are considered important factors which may affect school performance. A similar study can be conducted for the entire country covering all states.

The culture of collective leadership is not a sole cultural factor that creates success for the institution. When an organization achieves maturity in the collective leadership, employees set up goals in their own work in alignment to the overall organizational objectives. These goals will act as challenges, and with the motivated employees will take up these challenges and find new and improved ways to address the problems. This will provoke the creative thinking among employees. They will start realizing the importance of the critical knowledge in the work. Ultimately, when the organization develops a system to identify, store and make use of such knowledge, it will become learning organization, which is ready to meet future challenges.

This study will help organizations in other sector and industry as well, especially in service industry including financial institutions, higher education, etc. This will also provide guidelines to the education ministries across the region and beyond.

This is a new contribution in the field of HRM or workplace practices. It describes the factors determining the culture of collective leadership that in return creates success for the organization. This paper was never published before.

Most leadership theories are North American in origin. These theories may not be appropriate to be applied on a worldwide basis, especially in cultures, which differ in significant respects from the American culture. This study investigates the suitability of applying Bass and Avolio's transformational/transactional leadership model in a Middle Eastern country such as Egypt. A questionnaire based on Bass and Avolio's multifactor leadership questionnaire, with additional questions which were believed to reflect Egyptian culture, was administered to managers and subordinates in ten Egyptian investment banks. Usable responses were obtained from 70 managers and 173 subordinates. Factor analysis of the data revealed a factor structure, which differed in significant respects from that found on the basis of research in the USA, providing strong support for the argument that adjustment and modification of Bass and Avolio's model of leadership are required in different cultures.

The purpose of this paper is to examine the relationship between CEO leadership behavior and the culture of the organization within the context of Indian organizations.

Two five-scale questionnaires were completed by senior executives (n=485) who have interaction with their CEO. The first instrument captured the executives’ perspective of their CEO’s leadership behavior along six dimensions (People Centric, Global Ambitions, Opportunity Sensing, Visionary, Exemplary, and Dependable). The second instrument captured the executives’ perspective of their organization’s culture along six dimensions (Results Focused, Talent Development, Employee Empowerment, Equity and Fairness, Open Communication, and Decentralization). These data were analyzed using factor analysis, correlation analysis, and least-squares regression.

A correlation analysis indicates that a significant relationship exists between several aspects of CEO leadership behavior and characteristics of the organizational culture. Regression analysis indicated that the overall CEO leadership behavior prominently explains (R²=0.397) the organization’s culture. Notably, two CEO dimensions, People Centricity and Global Ambition, were found to have an exceptionally high degree of association with the culture of the organization.

There is consistency between findings from western academic leader-culture research and the same in the Indian work setting.

Findings of this study can serve as a guidepost for the selection of leaders in an organization.

There is a scarcity of leader-organization research involving national culture features; the Indian context is fundamental to this study and is called for by the growing presence of India-born leadership in western organizations.

In the present era, the achievement of employee Islamic performance has become a significant challenge for organizations. The purpose of the study is to examine the effect of Islamic leadership on employee Islamic performance directly and indirectly by bridging the connections between employees’ Islamic organizational values, Islamic organizational culture, and Islamic work motivation among the employees of Egyptian banks.

The authors used quantitative methods in this study and based its findings on the data received from 312 respondents in response to a questionnaire.

By using SmartPLS 4, this study’s findings demonstrate that Islamic leadership has a positive and significant effect on Islamic organizational values, culture, employee Islamic performance and work motivation. While Islamic organizational values and Islamic organizational culture do not significantly impact employee Islamic performance, Islamic work motivation is a significant predictor of employee Islamic performance. On the one hand, Islamic organizational values and Islamic organizational culture do not mediate the relationship between Islamic leadership and employee Islamic performance. On the other hand, Islamic work motivation is a mediating variable that significantly develops the relationship between Islamic leadership and employee Islamic performance.

The study’s findings support policymakers and human resource management practitioners to develop plans and strategies which enhance the Islamic performance of organizations’ employees. In addition, this study’s findings provide insights for researchers and academicians in developing Islamic leadership within their organizations so that they operate by Islamic values and codes.

Finally, by offering an integrated model of Islamic leadership, Islamic organizational values, Islamic organizational culture and employee Islamic performance, this study’s findings fill the gaps in the context of bank employees in a developing country, namely, Egypt.

In this paper, we discuss a new information processing model of culture and leadership (Hanges, Lord, & Dickson, 2000). First, we review the older cognitive categorization approach that has been used to explain the relationships between culture, preferred leadership attributes and follower behavior. Then we present a new model based on the connectionist theory of information processing. This model focuses on the connections between concepts in a cognitive network, rather than discrete schemas. Finally, we use the new model to suggest strategies that managers might use to manage a diverse workforce.

The purpose of this study is to look into the relationship between leadership skills, especially technical, human and conceptual skills, and organizational citizenship behavior (OCB), with organizational culture acting as a mediator.

For the purpose of this study, a quantitative strategy was adopted. To collect data, paper/online surveys were administered to 294 individuals in various Vietnamese public organizations. Stata 15.1 was used to assess the reliability, validity and consistency of the measurements. Regression analysis was used to evaluate the proposed hypotheses.

It was discovered that leadership skills have a significant effect on OCB, which partially supported the hypotheses. However, only conceptual skill was found to have a significant impact on individual OCB (OCBI). Conceptual skill was also found to have a significant impact on supportive culture. In addition, only supportive culture had a significant effect on OCBI. Finally, supportive culture was confirmed to mediate the relationship between conceptual skill and OCBI.

This study adds to the social exchange theory by filling three significant gaps in previous research on leadership skills. First, it investigates the impact of three leadership skills on OCB in public organizations. Second, it examines the role of leadership skills in fostering an organizational culture. Third, the paper concludes by investigating the underlying mechanism through which leadership skills contribute to OCB via the mediation of organizational culture. The implications of these findings for practice are discussed.

The sound leadership style can be indicative of organizational success and explanatory of quality performance. Besides this, there are various factors that can impact organizational performance. To this end, this study aims to investigate the effect of ethical leadership on organizational performance, with the mediating role of corporate social responsibility (CSR) and organizational culture.

The service sector in Jordan was targeted by this research, and data were collected from 371 middle-level and top-level managers working in service companies. These responses were analyzed by using analysis of a moment structure.

The result conveyed that ethical leadership does not only influence organizational performance, but it also, and positively so, affects the organizational culture and CSR. In addition, CSR and organizational culture significantly mediate the relationship between ethical leadership and organizational performance.

The findings of this study are a guide for managers and owners of service companies who are aiming to enhance organizational performance. If they follow the ethical leadership approach and emphasize CSR initiatives and organizational culture, they can attain, and naturally so, the maximum level of organizational performance.

To the best of the authors’ knowledge, this research paper is the first to analyze ethical leadership in the context of the service sector in Jordan and highlight its influence on organizational culture, CSR and ultimately organizational performance. Moreover, it examined the mediating effects of organizational culture and CSR between ethical leadership and organizational performance.

This study aims to explore how leadership, management practices and organisational cultures have changed in low and high-performing mental health (MH) providers between 2015 and 2020 in the English National Health Service.

The authors used a qualitative case study design comprising a purposeful sample of two low-performing and two high-performing MH providers, based on semi-structured interviews with 60 key informants (mostly internal to the organisation with some external informants from local Clinical Commissioning Groups).

The authors found major differences regarding leadership, management and organisational culture between low and high performing MH providers in 2015/2016, and that the differences had diminished considerably by 2019/20. In 2015/16, low performing providers were characterised by a “top-down” style of leadership, centralised decision-making and “blame cultures”. In contrast, the high performing providers were characterised as having more distributed, collaborative and inclusive styles of leadership/management, with open and supportive cultures. As the low performing providers changed and adapted their styles of leadership and management and organisational culture over the five-year period, they more closely resembled those of the high performing trusts.

To the best of the authors’ knowledge, this is the first study to explore the relationship between changing organisational factors and the performance of MH care providers. It provides evidence that it is possible for radical changes in leadership, management and organisational culture to be enacted over a relatively short period of time and that such changes may help low performing providers to turnaround their underperformance.