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This study aims to explore the factors that build positive leadership identities in women and reduce woman-leader identity conflict in societies with low gender equality. In doing so, it responds to calls to examine the role of “context” for women aspiring to leadership roles.

The required data were collected through semistructured interviews with 30 senior-level female leaders in the corporate sector of Pakistan and analyzed using NVivo.

Successful professional women are often facilitated by various social and organizational factors that boost their confidence and ability to view themselves positively as leaders, reducing woman-leader identity conflict. The main facilitators observed were egalitarian values practiced at home, male sponsorship in organizations and individual leadership experiences. Furthermore, the age and socio-economic status of women have also emerged as important factors contributing to the success of women leaders in Pakistani society, which is characterized by gender inequality and high power distance.

Organizations committed to developing women for leadership roles and attaining their gender diversity goals need to address the structural and psychological barriers that hinder women’s progress in the workplace. Moreover, men need to be engaged as allies to enable women’s advancement as organizational leaders.

This study highlights how culture, gender norms and significant experiences of women moderate equality lows in patriarchal societies. It aims to demonstrate that women can progress as leaders within a low gender-egalitarian culture in the presence of factors that facilitate the establishment of their identities as leaders, thus reducing identity conflict. In addition, the role that men can play in creating a supportive environment for establishing women’s leadership identities is particularly highlighted in this study.

This study aims to illustrate the mechanisms underlying the effect of stress on flow states in the context of a multilevel organization, in which case employees' perseverative cognition and reactions to challenge–hindrance stressors are affected by leader mindfulness.

Study 1 employed a three-wave time-lag survey, and study 2 conducted a diary study across 10 workdays to replicate the results of study 1. Multilevel structural equation modeling and Monte Carlo simulation were performed using Mplus 8.0 software to test all hypotheses.

Problem-solving pondering transmits the nonlinear effect of challenge stressors on flow, and affective rumination mediates the negative effect of hindrance stressors on flow. Leader mindfulness amplifies the tendency of followers to ruminate on the positive aspects of challenge stressors, consequently increasing their positive reactions and flow. Although leader mindfulness fails to influence followers to ruminate less on hindrance stressors, it negates the harmful effect of affective rumination on the flow experience.

This study is one of the first to examine the associations between stressor types and flow in the workplace. The authors also develop a new theory that highlights the ability of leader mindfulness to shape subordinates' stress, cognitions and reactions through social modeling and the authors identify the boundaries of its beneficial effects.

This study examined the dynamical and positive effects of leader consultation on employee proactivity from a motivational perspective.

Survey data were collected twice a day from 107 employees in a week by using an experience sampling method.

On a daily basis, leader consultation had a positive effect on employees’ state work engagement, which in turn promoted employees’ proactivity. Moreover, authoritarian leadership weakened the positive relationship between leader consultation and employees’ state work engagement.

The findings provided a new perspective regarding the potential dynamic motivational effect of leader consultation on employees and generated interesting implications for paradoxical leadership theory.

Several factors and forces in school-level leaders' work can heighten emotions and incite emotionally charged situations. Challenges that heighten school-level leaders' emotions are related to systemic factors, people factors and personal factors. The extent to which each of these different factors influence the emotional experiences of school-level leaders, and whether that influence ends up being positive, negative or neutral, is contextual in nature. The systemic factors include encountering barriers when advocating for students, managing an intensified and expanding workload, working within disorienting policy contexts, and receiving a lack of support from their employer. Changes in school-level leaders' work and workload due to the COVID-19 pandemic that heightened emotions and emotional labour are also considered when discussing the systemic factors. People factors evident in the literature include workplace conflict, gendered power relations and crises and tragedies in the school community. The emotional labour inherent in school-level leadership comes to the forefront when considering the impact of these people factors on emotions at work because school-level leaders are tasked with making decisions that can have an immense impact on peoples' lives. Personal factors discussed in this chapter surround a school-level leader's individual emotional intelligence abilities and media attention directed towards them.

This study aims to examine the behaviour of institutional and retail investors in response to news about industry leaders (peer firms) and to determine its impact on the stock prices of other firms (focal firms) within the same industry.

The study investigates the impact of peer news on investor behaviour of Chinese A-shares listed on the Shanghai and Shenzhen Stock Exchanges from 2010 to 2019. The media coverage of industry leaders is sourced from prominent Chinese online financial outlets and the Chinese Financial Press. Support vector machine is applied to identify the positive, neutral and negative news within the articles. The study uses event study and logistic regression to examine the effects of peer news on focal firms’ investor behaviour.

The results show that both good and bad news about leaders cause peers’ stock prices to increase initially, but then reverse within one quarter. Further analysis reveals that when leaders’ shares receive positive news coverage, institutional investors tend to exert excessive abnormal buying pressure on peers’ shares, resulting in overreactions. Conversely, retail investors do not actively trade on peers on leaders’ news day due to limited attention. In addition, the study shows that short-selling constraint inhibits bad news from reflecting in the stock prices.

The study highlights differences in investor behaviour. The finding that institutional investors tend to overreact more to peer firms’ news when focal firms are smaller and have a lower frequency of information disclosure supports the salient theory. This is consistent with the previous framework that suggests overreaction is more pronounced when it is difficult to combine external sources of information to evaluate the focal firms. In contrast, retail investors do not engage in active trading on peers on leaders’ news day due to the limited attention theory.

This chapter explores the potential impact of middle leaders on their learning environments and on learning outcomes, focusing primarily on authenticity in leadership in schools. In outstanding schools, middle leaders are very active and visible in their curriculum areas, as well as more broadly around the school. They work together to build leadership capacity through the promotion of shared leadership practices based on a collective ethic of responsibility. They actively influence others to break down silos between departments and teams within a school. It is through the quality of their engagements that they project, maintain, and sustain their presence and influence with and on others. The work of authentic middle leaders is transformational insofar as they promote and support transformational teaching and learning for their students.

Based on social information processing theory, this paper aims to explore how and when leader self-deprecating humor may spark subordinate learning from failure. The authors cast perspective taking as a novel explanatory mechanism for this indirect effect, and further consider leader–member exchange as a boundary condition of the relationship.

The authors tested the hypotheses by conducting a multiwave and multisource survey of 604 members from 152 teams in a Chinese high-technology company.

Results of multilevel path analyses demonstrate that leader self-deprecating humor positively influences subordinate learning from failure via perspective taking. Further, this mediation effect is stronger at higher levels of leader–member exchange.

This study contributes to the theoretical understanding of the relationship between leader self-deprecating humor and subordinate learning from failure. However, the research design was not longitudinal or experimental, and thus the authors were unable to make strong inferences about absolute causality.

The work yields useful insights for practitioners aiming to encourage subordinates to learn from failure.

This study provides evidence that leader self-deprecating humor can stimulate subordinate learning from failure via perspective taking, and the indirect effect is further strengthened by leader–member exchange. The findings offer new directions for research on leader self-deprecating humor and learning from failure.

This paper seeks to examine how leaders shape employee creativity by using interpersonal emotion management (IEM) strategies. Drawing on the social information processing (SIP) theory, the authors argue that psychological safety translates leader problem-focused IEM into employee creativity, an impact which is moderated by organizational justice.

Data were collected in two waves from 201 employees and their leaders in China. Regression analysis was used to test the hypotheses.

Leader problem-focused IEM is positively related to employee creativity, and this relationship is mediated by psychological safety. Organizational justice positively moderates the relationship between leader problem-focused IEM and psychological safety as well as the indirect relationship between leader problem-focused IEM and employee creativity via psychological safety.

This paper identifies a novel and useful predictor of employee creativity from the perspective of leader problem-focused IEM and provides practical insights for organizations regarding ways of improving employee creativity.

This study aims to investigate the impact of the transformational leadership style on the behaviour of restaurant employees. Also, it was aimed to investigate the effect of transformational leadership on trust and the effect of trust on altruistic intention and organizational commitment.

The study integrates insights from transformational leadership to provide a fresh perspective to advance comparative organizational behaviour research. To test the hypotheses, the authors conduct a multiple analysis with observations from Turkey getting staff in culinary department with a quantitative survey.

This study equips different professional entities in the food and beverage industry with useful, contextualized links between transformational leadership. According to results, the perspective of transformational leadership style affects the concepts of trust, altruistic value and organizational commitment positively. Charisma, moral modelling and individualized consideration had a significant effect on trust. Also, trust has a significant effect on altruistic intention and organizational commitment.

The present study incorporated confidence as a mediating variable; however, it is recommended that alternative scales be used in subsequent research endeavours. Future research endeavours may incorporate theoretical frameworks such as theory of planned behaviour or stimulus-organism-response.

Transformational leadership style is a good acquisition for restaurant employees. There is a healthier and safer job sharing in these restaurants. This can be interpreted as a more satisfied customer. A good leader has a great contribution to the future and sustainability of the business.

This research created a new model and examined employees’ views on the company and its management. As a result of the analysis, it was determined that charisma, moral modelling and individualized consideration had a significant effect on trust.

This assists in learning better service quality developing and business practices to augment culinary staff, thereby maximizing their valuable contributions to tourism growth. This research created a new model and examined employees’ views on the company and its management.

This study investigates the mediating role of personal initiative taking in the link between employees' exposure to transformational leadership and their engagement in creative behavior, as well as a potential catalytic role of perceived work overload in this process.

The research hypotheses were tested with survey data collected among employees of a large organization that operates in the telecommunications sector.

Transformational leadership translates into enhanced creative work efforts among employees, because these employees adopt an action-based approach toward work. This mediating role of personal initiative taking is particularly prominent among employees who encounter excessive workloads in their daily jobs, because their initiative and creativity promise solutions to this resource-draining work situation.

For human resource managers, this study reveals that employees who go out of their way to address problem situations offer an important means by which a leadership style that inspires and challenges followers can be leveraged to produce enhanced creative outcomes. It also pinpoints how this process can be triggered by employees' beliefs that work demands are excessive.

This study adds to prior research by detailing a hitherto overlooked factor (personal initiative) and catalyst (perceived work overload), related to the translation of transformational leadership into increased creative behavior.