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Through the lens of social exchange theory, this study aims to assess the relationship between proactive personality and innovative work behavior by incorporating the mediating role of work engagement and moderating role of transformational leadership between proactive personality and work engagement.

Data were collected from 259 employees working in Pakistani small-medium enterprises (SMEs). The purposive sampling technique was used to collect data. For hypothesis testing, Preacher and Hayes process macro was employed.

Confirmatory factor analysis verified the distinctiveness of the variables used in this study. The findings show that a proactive personality had a positive influence on innovative work behavior directly and indirectly through work engagement, and transformational leadership positively moderates the relationship between a proactive personality and work engagement in such a way that with high transformational leadership behavior relationship will be strengthened.

This study has addressed three research questions that have been left unanswered in the literature. The initial research question is “how proactive personality enhances innovative work behavior?” This study found that proactive personality enhanced innovative work behavior. The second research question is “what are the suggested mechanisms for proactive personality to promote innovative work behavior?” This study has proven that a proactive personality enhanced innovative work behavior through an important mediating mechanism, namely work engagement. Finally, the third question of the study is “does transformational leadership moderate the relationship between proactive personality and work engagement? The study shows that transformational leadership positively moderates between proactive personality and work engagement.

This study aims to examine the impact of nurses’ paternalistic leadership style on performance, in the presence of underlying mechanisms, i.e. self-efficacy as a mediator in the high-power distance societies, namely, China and Pakistan, based on social exchange theory. Both healthcare sectors have seen several behavioral advancements in recent years. To improve things, even more, behavioral elements such as the influence of leadership styles, personality traits and so on have become more important. However, leadership styles, particularly paternalistic leadership, have received little attention in this field and need to be highlighted along with the mediating and moderating effects.

Data were collected from public and private sector hospitals in China and Pakistan using a 6-week time lag technique. Firstly, 356 Chinese and 411 Pakistani nurses were surveyed about their perceptions of power distance, self-efficacy and paternalistic leadership. Their managers were called six weeks later for a dyadic response to provide feedback on nurses’ performance. For confirmatory factor analysis, AMOS 22 and for regression analysis, SPSS 22 was used.

According to the study's findings, nurses in both countries perform well when led by a paternalistic leader. Furthermore, self-efficacy explains the relationship between paternalistic leaders and nurses’ performance. The moderated-mediation result also supported the importance of power distance.

This study highlights the kind of nursing leadership which is beneficial in high-power-distance societies and leads to better performance. According to this research, paternalistic leadership improves nurses’ performance in both China and Pakistan. As a result, this study will be useful in high-power-distance societies, where hospital administrators can ensure that paternalism is implemented in leadership, thereby improving nurse performance.

This study aims to focus on the dual outcomes and consequences of gritty leadership, including how it encourages followers to engage proactively and, as a result, succeed in their careers. On the other hand, the way it causes job stress in employees affects the overall work-life balance.

The snowball sampling method was used to gather data to test the dual outcomes of gritty leadership. Mid-level project employees in Rawalpindi and Islamabad provided the data.

The findings of the study indicate that gritty leadership comes with both advantages and disadvantages and adds to the development of individuals. Positive spillover effects (career success) may be created by grit leaders, and vice versa (poor work-life balance). On the bright side, gritty leadership promotes career success favorably through a proactive personality. Contrarily, gritty leadership causes job stress, which has a detrimental impact on work-life balance.

Thus, this study offers the explanatory mechanism by which the advantages and disadvantages of gritty leadership are manifested. The study is unique because it examines the results of gritty leadership and gives practitioners a realistic notion of the direction they should go.

Numerous studies have linked the role of knowledge sharing with project success, while limited attention has been given to the consequences of knowledge hiding. The unwillingness of leaders to share information may cause the failure of assigned tasks, thus affecting the success of any project. Withholding information by leaders can potentially result in incomplete ideas, thus causing poor innovative work behaviour (IWB) among employees. Despite such knowledge-hiding behaviour, most employees continue working positively towards IWB.

In order to test these proposed hypotheses, data were collected from active information technology (IT) projects using purposive sampling technique. The purposive sampling method was selected to specifically focus on projects that require innovation. A total of 324 responses were considered for final analyses, which were collected in time lag.

The study outcomes amplified the important issue of knowledge-hiding behaviour among leaders that adversely affected the IT project industry and how such behaviour led to failure as a result of poor IWB. Apparently, IWB intervened between knowledge-hiding behaviour among leaders and project success. However, high curiosity among employees seemed to reduce the negative effects of knowledge-hiding behaviour among leaders.

This study substantially adds to the leadership literature and holds immense importance for project professionals by drawing their attention to the neglected area causing project failure.

The success of projects is a major challenge for information technology (IT) project-based businesses (PBOs). Employees' negative emotions (NE) disrupt the employees' usual work activities by creating obstacles to routine operations. Organizations should take steps to lessen these NE. The current study assessed the mediating role of NE and the moderating influence of employee mindfulness in the association between despotic leadership (DL) and IT project success (PS).

Time-lagged data were collected from 341 employees working in various IT-based project organizations in Pakistan using purposive sampling.

Results were consistent with the authors' hypothesized framework, as DL increases employees' NE, which in turn negatively affects IT PS. In addition, mindfulness plays a buffering role in mitigating the damaging impact of DL on NE.

Previous researchers focused on the positive aspects of leadership and its influence on PS and paid limited attention to the dark leadership style. The authors' study's findings help understand how project-based organizations can reduce employees' NE.

This study aims to examine the relationship between ethical leadership and project success directly and indirectly through psychological empowerment along with the moderating role of Islamic work ethic.

Using a time-lagged design, data were gathered from 202 employees working in project-based organizations of Pakistan. Confirmatory factor analysis confirmed the distinctiveness of variables used in the study.

Consistent with the cognitive evaluation theory, the findings supported the hypotheses other than the moderating role of Islamic work ethics between psychological empowerment and project success. The results confirmed that ethical leadership promotes project success directly and indirectly via psychological empowerment. Furthermore, theoretical and practical implications are also discussed highlighting the importance of ethical leadership for researchers and practitioners.

Literature is insufficient on the topic of ethical leadership in the project management domain with the effect of Islamic work ethics and psychological empowerment. Therefore, the current study explored unanswered research questions in the project management domain.

Through the lens of the leader–member exchange theory, this study assessed the relationship between inclusive leadership (IL) and project success by incorporating the mediating roles of psychological empowerment (PE) and psychological safety (PS).

Time-lagged data were collected from 328 employees working in project-based organisations across the information technology industry. Structural equation modelling (SEM) using AMOS 26 was employed for data analysis.

By using the SEM approach, the confirmatory factor analysis had verified the distinctiveness of the variables used in this study. The findings displayed that IL increased project success both directly and indirectly through the mediating roles of PE and PS.

This study addressed two research questions that have been left unanswered in the literature. The initial research question is “how IL enhances project success?”, and this study found that IL enhanced project success. The second research question is “what are the suggested mechanisms for IL to promote project success?” This study has proven that IL enhanced project success through two important mediating mechanisms, namely, PE and PS.

Based on conservation of resources theory, the present study aims to investigate the negative leadership style (i.e. despotic leadership) and its influence on a key dimension of project success (i.e. project efficiency) directly and indirectly via employees’ job stress. Moreover, this study also aims to investigate the moderating role of resilience on the relationship between despotic leadership and employees’ job stress.

This study used a time-lagged design and collected data via purposive sampling technique from 342 information technology project employees. Data were analyzed using SPSS 25 and AMOS 24.

The findings are in line with the proposed relationship, as despotic leadership negatively influences project efficiency via employees’ job stress and resilience plays a vital role in mitigating the effects of despotic leadership on employees' job stress.

The findings of this study provide direction to information technology firms to develop strategies to decrease employees’ stress and increase project efficiency.

This study extends the literature on leadership and information technology projects by examining how despotic leadership influences project efficiency via employees’ job stress. Negative leadership exists in organizations but has not yet been empirically explored; this study finds that it increases subordinates’ stress level and ultimately influences project efficiency.

Thriving at work can affect eustress and distress differently, so the main purpose of this study is to determine the impact of thriving at work on stress and to extend the existing literature on stress by examining the mediating mechanism of career growth, which is one of the functions of human resource development, in the relationship between thriving at work and stress. Person environment fit theory is used to explain the framework.

Data were collected from 179 employees of the hospitality sector of Pakistan to assess the impact of thriving at work on eustress and distress through the mediation of career growth. Structural equation modeling was used to test the hypotheses.

Results revealed thriving at work is positively related to eustress whereas it is negatively related to distress, and there is a positive association between thriving and career growth. Furthermore, career growth appeared as an effective explanatory mechanism for relationships between thriving at work and stress. Implications for managers are also discussed.

This study encompasses both positive and negative stressors. There are lots of studies available that examine thriving at work and stress, but the present study aims to examine the impact of thriving on both aspects of stress in the presence of career growth as the mediator in the hospitality sector of Pakistan. It also opens new avenues for research on P-E fit theory to gain benefit from the eustress of employees.