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The purpose of this paper is to explore the mechanism and boundary conditions in the relationship between differential leadership and team decision-making effectiveness.

A total of 366 valid questionnaires were received from employees of high-tech enterprises in China, regression-based moderation and bootstrapping analyses were adapted to analyze data and test hypotheses by using the PROCESS syntax in SPSS software.

Differential leadership can positively contribute to team decision-making effectiveness, and thriving at work mediates the relationship between the two, and cooperative goal perception plays a moderating role in the relationship between thriving at work and team decision-making effectiveness and cooperative goal perception moderate the mediating effect of thriving at work between differential leadership and team decision-making effectiveness.

The findings suggest that managers need to focus on leadership style to promote improved team decision-making effectiveness by enhancing thriving at work and cooperative goal perception.

Overall, this study is based on the conservation of resources theory to uncover the “black box” between differential leadership and team decision-making effectiveness and to highlight the important role of thriving at work and cooperative goal perception.

The purpose of this study is to explore the intersection of mindfulness practices and ethical decision-making within organisational leadership. Drawing from ancient Buddhist principles and contemporary neuroscience, this study aims to illuminate how mindfulness can enhance cognitive and emotional regulation, thereby fostering ethical behaviour and improved decision-making among leaders and employees. By examining the theoretical and practical implications of mindfulness in the context of organisational behaviour, this research seeks to contribute to the development of more compassionate, ethical and effective leadership practices, ultimately promoting a more mindful and sustainable business environment.

This concept paper explores the integration of mindfulness meditation practices with decision-making, particularly its influence on ethical choices, through a comparative study of modern techniques and the ancient teachings of the Tripitaka. Using a methodology that spans literature review in organisational behaviour and leadership, alongside in-depth analysis of the Tripitaka and contributions from scholars like Bhikkhu Bodhi, the paper examines the potential of mindfulness in enhancing ethical decision-making. It incorporates a range of sources, including peer-reviewed journals and seminal books across various disciplines, to underscore the transformative potential of mindfulness in addressing contemporary challenges and guiding leadership practices.

This discussion explores how mindfulness, rooted in ancient Buddhist philosophy and aligned with modern neuroscience, can significantly enhance managerial decision-making by fostering a balance between cognitive and emotional factors. It delves into the transformative potential of mindfulness in refining thought processes, promoting ethical decision-making and mitigating cognitive biases. By bridging traditional wisdom with contemporary scientific insights, the analysis underscores mindfulness as an active, dynamic process crucial for personal growth and effective leadership in complex environments.

One limitation of this research is its reliance on theoretical frameworks and literature reviews, which may not capture the full range of practical challenges in implementing mindfulness practices within organisations. Additionally, the diversity in mindfulness methodologies and the subjective nature of mindfulness experiences may affect the generalisability of the findings. Future research should include empirical studies to validate the proposed benefits of mindfulness in organisational settings and explore the most effective strategies for integrating mindfulness practices into leadership and decision-making processes. This would help in understanding how mindfulness can be tailored to suit different organisational cultures and individual preferences.

The practical implications of applying mindfulness in organisational settings include enhanced decision-making abilities, improved leadership effectiveness and increased employee well-being. Mindfulness training can equip leaders and employees with the skills to manage stress, navigate complex ethical decisions and maintain focus amidst distractions, leading to more thoughtful and responsible business practices. Organisations might see a reduction in conflict, enhanced creativity and better teamwork, contributing to a more harmonious and productive workplace. Implementing mindfulness programmes could also support talent retention and attraction by promoting a workplace culture that values mental health and ethical behaviour.

The social implications of integrating mindfulness into organisational decision-making and leadership, as suggested by the document, include promoting ethical behaviour, enhancing emotional regulation and improving team dynamics. Mindfulness practices can lead to more informed and conscious decision-making, reducing cognitive biases and fostering a culture of ethical awareness within organisations. This shift towards mindful leadership could potentially transform organisational cultures, encouraging greater compassion, ethical responsibility and collective well-being, thereby contributing positively to broader societal values and norms.

The originality and value of this research lie in its novel integration of mindfulness concepts derived from ancient Buddhist teachings with contemporary neuroscience and organisational behaviour studies. By exploring the deep-rooted philosophical underpinnings of mindfulness and their applicability to modern ethical decision-making and leadership practices, this work offers a unique perspective that bridges historical wisdom with current scientific understanding. It provides a comprehensive framework for understanding the transformative potential of mindfulness in organisational settings, highlighting its capacity to foster ethical leadership, enhance decision-making processes and contribute to a more mindful, compassionate and sustainable business environment.

Research has shown that business model innovation can facilitate most ventures to innovate and remain competitive, yet there has been limited work on how digital leadership capabilities influence business model innovation. Building on the dynamic capabilities view, we address this gap by linking digital leadership capabilities with business model innovation via managerial decision-making through provision of grants received by new ventures.

The study is cross-sectional research. Data have been collected utilizing purposive sampling from 313 founding members of new ventures in high-velocity markets, i.e. from Pakistan. SPSS has been used to conduct the moderated mediation analysis.

Digital leadership capabilities foster the business model innovation of the new ventures because they enable new ventures to capitalize on digital technologies and create new ways of generating value for the customers and themselves. Moreover, managerial decision-making mediates digital leadership capabilities and business model innovation relationship, whereas, grants moderate the indirect positive effect of digital leadership capabilities on business model innovation via managerial decision-making. The study generates initial evidence on the impact of digital leadership capabilities on business model innovation via managerial decision-making for new ventures. We advance knowledge on new ventures’ business model innovation by deep-diving into dynamic capabilities view and emphasizing digital leadership capabilities as a significant driver for business model innovation.

With the help of dynamic capabilities theory, this study analyzes how new ventures make use of digital leadership capabilities to promote business model innovation.

This study will examine the school principals’ ethical decision-making processes and to explore gender-related differences.

This study employed a mixed-method research design, combining qualitative and quantitative approaches. Data were collected through semi-structured in-depth interviews with a sample of 10 male and 10 female principals, who were presented with ethical dilemma scenarios. The qualitative component utilized a phenomenological analysis, while additional quantitative analyses were performed on the same dataset to explore gender-related differences.

Our analysis of principals' ethical evaluations identified three key areas where gender-related differences were evident: decision-making approaches, leadership styles, and philosophy/value orientations. The analysis revealed that women more frequently employed personal approaches, while men favored institutional approaches in their ethical evaluations. Secondly, men tended to adopt a democratic style, while women leaned towards an autocratic style. Finally, men exhibited a relativist orientation, while women displayed an idealist orientation in their ethical decision-making processes.

Gender-based analysis of school principals’ ethical decision-making process has remained an under-researched area. This study contributes to the understanding of gender-related differences in principals’ ethical decision-making processes.

Successful smart cities' implementation will require organisational leadership decision-making competences. The foundation of smart cities is digital technologies; many of these technologies are emerging technologies that require IT skills, which are scarce and will exacerbate the battle for talent between organisations. Filling the talent gap will necessitate global hiring, which has implications for organisational culture, cultural diversity and organisational leadership. Organisational cultural mix is an important contributor to leadership decision-making. However, decision-making is underpinned by trust. Blockchain is an emerging technology that has the potential to engender organisational trust in decision-making and, by extension, in the leadership with the ‘right’ organisational culture. Smart cities will be required to leverage emerging technologies to give business performance a competitive advantage and use emerging technologies’ applications to build a sustainable competitive advantage.

Human resources (HR) are undoubtedly one of the most important factors of any organization. That is why making decisions on the HR policy is becoming a very sensitive issue, both when hiring adequate candidates for the job and during the process work, i.e., during training and development of employees who work in the organization. The purpose of this study was to investigate the importance of HR and decisions on the HR policy as the premise for generating the organization’s expected business excellence. The starting assumption of this chapter is that appropriate decisions on the HR policy are predictors of engaging adequate employees and managing their potentials on the right way. The research is directed toward identifying differences in decisions on the personnel policy in organizations from Serbia that have different decision-makers and different management styles, which are directly related to their business success. Apart from the decision-maker, a significant role in profiling an organization’s personnel should also be done by the Human Resource Department, who take part in recruiting, selecting for education, building, and motivating personnel. In order to confirm the starting assumption, the comparative analysis method, the synthesis method, and the multiple comparison and statistical test methods are used.

Decision-making plays a vital role in business. Yet as a trait, it is often overlooked when identifying, assessing, onboarding and empowering leadership talent. This study, therefore, aims to focus on the dimensions of organisational decision-making and investigate whether it should be an integral factor in the hiring process. The survey also looks at the relationships between decision-making and executive leadership, talent strategy and employee satisfaction. Could good decision-making as a trait be a factor when it comes to retention, improving organisational thinking and thriving leadership?

A quantitative and qualitative survey was commissioned and conducted by FT Longitude, part of the Financial Times Group. This included a questionnaire sent out to 400 senior executives at C-suite, C-1 and C-2 levels. The respondents were from companies with more than 1,000 employees in 13 industries and from five countries across the Americas, Europe and Asia-Pacific. This was also accompanied by in-depth interviews with three experts from both the public and private sector.

Almost two-thirds (63%) of senior executives have resigned or considered resigning due to frustration with organisational decision-making, while 29% have considered quitting because they were frustrated with the way a company makes decisions. More than a third (34%) resigned for this reason. Yet, a quarter of senior executives say that their decision-making experience was not explicitly discussed before starting their job. Senior executives who were asked about decision-making in interviews were 1.4 times more likely to be satisfied with their jobs. The ability to make decisions should therefore play a central role in hiring senior executives.

Decision-making as a trait has been neglected when hiring executives. For the first time, this research shows how significant it is for leadership teams. If senior executives are to improve organisational decision-making, this trait needs codifying in HR processes. This has led Kingsley Gate to embed it in recruitment profiling.

This is a step-by-step guide for teaching Ethics and Ethical Leadership utilizing the Harvard Everest Leadership and Teams Simulation, V.3. The suggested approach is focused on facilitating a discussion and coaching students to recognize and solve problems by applying moral theory explicitly and deliberately. Applying this approach can also help them develop a habit of analyzing one’s own and others' behavior using ethical lenses and principles of authentic leadership. It offers practical debrief steps and specific discussion questions that can be used as a standalone resource or alongside the Harvard teaching note accompanying the simulation.

This innovative approach enables teaching and coaching students on the ethical aspects of their leadership and decision-making based on this hands-on experience with the Harvard Everest Leadership and Teams Simulation. This approach enriches the original HBR teaching suggestions by enabling students to recognize moral dilemmas, confront typical rationalizations and practice ethical actions and decision-making in real time.

In-class discussion and student reflection assignments provide evidence of the method's effectiveness in translating values into impactful insights and enhanced likelihood of ethical behaviors in real-life scenarios. Students’ end-of-class feedback and course evaluations often cite the benefits of using the Everest simulation as a backdrop for raising self-awareness and practicing ethical decision-making.

The approach discussed in the paper can serve as a flexible framework for analyzing and debriefing the HBR Everest simulation and other simulations, “survival scenario” exercises and activities designed to teach and facilitate practicing ethical leadership, authentic leadership and ethical decision making. It is adaptable and can be effectively applied across various disciplines centered around ethical leadership, teamwork, communication and decision-making in higher education and business.

Harvard Everest Leadership and Teams Simulation is among the most popular ones in business education and is used by teachers worldwide (Roberto & Edmondson, 2017). While a comprehensive teaching note on communication and group dynamics is available through Harvard Business Publishing, it still needs to address the ethical issues students face during the simulation. This paper provides a roadmap for instructors who want to improve the student experience with ethical decision-making and ethical leadership.

Studies have shown that teachers' perceptions and expectations of their working environment shape their perceived stress. The present study draws upon implicit leadership theory and builds on the job demands-control (JD-C) model to investigate whether there are differences in the implications of participative decision-making and paternalistic leadership for teachers' perceived stress in the Israeli Arab education system.

Data were collected through validated questionnaires returned by a two-stage cluster random sampling of 350 teachers randomly chosen from 70 Israeli Arab elementary schools. Paternalistic leadership and participative decision-making were considered as group-level variables to lower the risk of common method variance. The proposed model was tested through hierarchical regression analysis. Finally, to test the hypothesis that paternalistic leadership and participative decision-making standardized beta weights were statistically significantly different from each other, their corresponding 95% confidence intervals were estimated via bias corrected bootstrap (1000 re-samples).

The findings indicated differences in the levels of the principal's paternalistic leadership and participative decision-making as perceived by the Israeli Arab teachers. Also, the results indicated that participative decision-making was negatively correlated with teachers' perceived stress beyond the influence of paternalistic leadership.

Examining teachers' working conditions and resources can be important since they affect teachers' perceived stress, which may in turn affects school results in the Arab education system in Israel. This study can contribute to the development of training programs for teachers to improve and adapt principals' leadership practices to the sociocultural context of the Arab education system in Israel.

This paper aims to explore the common ethical decision-making challenges faced by financial advisers and how they meet these challenges. The purpose is to identify successful decision-making tools used by investment advisers in doing business ethically. Additionally, the authors uncover common challenges and offer decision-making tools to provide support for supplemental ethics training in the future.

Questions were analyzed through a qualitative approach using individual interviews to examine a range of experiences and attitudes of active financial advisers. The sample was represented by 11 practicing financial advisers affiliated with US independent broker-dealers: six women and five men, each with 10 or more years of experience, ranging in age from 35 to 75. Grounded in four ethical decision-making models, this research examines individual ethical decision-making using individual (internal, personal) and organizational (external, situational) factors.

The method used uncovered struggles and revealed strategies used in making ethical decisions. Two research questions were examined: what are the common ethical decision-making challenges faced by financial advisers in the US financial industry? How do financial advisers handle ethical decision-making challenges? Four themes emerged that impacted ethical decision-making: needs of the individual, needs of others, needs of the firm and needs of the marketplace. Financial advisers identified moral obligation, self-control and consulting with others as major considerations when they contemplate difficult decisions.

A limitation of this review is its small sample size. A more robust sample size from investment advisers with a broader range of experiences could have widened the findings from the study.

Investment advisers can use the findings of this study as a tool for improving their own ethical decision-making or designing training for their employees to be better decision-makers.

The study explores the decision-making experiences of investment advisers to reveal multifaceted, often private struggles that qualitative methods can uncover. The study provides support for the development of additional training in ethical decision-making specific to investment advisers.