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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 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 research aims to extend the research on humorous leadership and the hospitality industry by using the theoretical framework of affective events theory (AET). This research aims to close this gap by recognizing that leaders' humor may inspire pro-social motivation in tourism workers and can harness the ability of employees to offer innovative ideas. The effect of leaders' humor on employees’ pro-social motivation is moderated by the personal need for structure (PNS).

A multi-source time-lagged design was employed in this research. The researchers used survey instruments to collect data from frontline employees and their immediate supervisors working in Pakistan’s two- to five-star hotels. The current study considers 279 useable responses and tested them through Hayes process macros.

Results show that humorous leadership has a significant direct impact on the innovative work behavior (IWB) of hotel employees. Pro-social motivation significantly mediates the relationship between humorous leadership and IWB. Further, the PNS significantly buffers the relationship between humorous leadership and pro-social motivation.

Findings are vital for hotel managers to adopt a more flexible leadership style to promote the pro-social motivation and IWBs of hotel employees.

This is one of the first studies to use pro-social motivation to explain the relationship between humorous leadership and creative work behaviors. Employees' individual needs for structure have also been utilized as a novel boundary condition. The results are essential for hotel managers to adopt a more adaptable leadership style to encourage the staff’s pro-social motivation and creative work behaviors.

The word “sustainability” is discussed in several ways since MDGs and SDGs have gained business attention. Sustainability is not just about something’s durability; it also looks at how to advance development projects without endangering the development of others nearby, both now and in the future (Fink, 2000). It is a drive that weaves together the different facets, including the social, economic, and environmental. World Economic Forum’s has emphasised the need for responsive and responsible leadership. It is in this context, the paper focuses on studying the transformational shift in the role and responsibility of leaders in demonstrating responsible leadership and discusses the ‘Locust and Honeybee Leadership styles’.

Literature portrays that responsible leaders are recognized by their qualities, competency and skills. One such model is “Locust and Honeybee Leadership,” where the two leadership styles are contrasted. The paper attempts to discuss the varied contexts of these leadership styles and attempts to draw a matrix on the commonalities of both set in an Indian context. A leader should always have openness of thought and integrity.

Value systems are important for a leader. The major challenge is developing globally responsible leaders and managers who can perform effectively under these conditions of enormous challenge, as they are chronically pushed beyond their capabilities into unexpected roles and unfamiliar domains. Situations compel leaders to make decisions, yet the styles determine the way the decisions are taken. The paper is unique as it discusses the commonalities and contrasting perspectives of the “Locust and Honeybee Leadership.”

The paper is limited to a small number of respondents and is set in Indian context.

To the best of the authors’ knowledge, the paper is an original piece of work and expresses thoughts of the authors on establishing a sustainable leadership model.

The aim of this research, which uses the theories of social identity and social exchange, is to investigate the relationship between responsible leadership, prosocial behavior and the mediating role of psychological ownership in this relationship. In addition, the moderating role of ethical and social responsibility in the relationship between responsible leadership and psychological ownership is tested in the study.

The sample of the research consists of 246 participants who work full-time at İstanbul Sabiha Gökçen Airport in ground handling services (GHS). The convenience sampling method was used in the research, and the research data were collected by the face-to-face survey method. The hypotheses of the research were tested with the partial least squares structural equation model (PLS-SEM) and SPSS Process Macro.

According to the results, it was determined that responsible leadership affects prosocial behavior positively and significantly, and psychological ownership plays a mediating role in this relationship. In addition, the moderating effect of ethical and social responsibility on the relationship between responsible leadership and psychological ownership was determined. When ethical and social responsibility is perceived as high by the employees, it was revealed that the conditional indirect effect of responsible leadership on prosocial behavior through psychological ownership was strong.

When responsible leadership encourages employees to take psychological ownership, they are more likely to engage in prosocial behavior. This study contributes to the field by evaluating the structures discussed with social identity and social exchange theory. In the management practice of organizations, responsible leadership should be strengthened and training should be given to develop responsible leadership.

In the literature review, it was observed that although there are studies conducted with responsible leadership, the concept was not examined with prosocial behavior, and it was not studied in the aviation sector, which has become indispensable for the world economy. With these features, the study distinguishes itself from others and constitutes a source of motivation for researchers.

This study aims to examine the effect of supervisor developmental feedback on employee silence behaviour by developing a moderated mediation model. The model focuses on the mediating role of role breadth self-efficacy and high activated positive affect underpinning the relationship between supervisor developmental feedback and employee silence behaviour, and the moderating role of interdependent self-construal.

The two-wave survey was conducted among 265 employees. Structural equation modelling was conducted to test the mediation and moderation mediation hypotheses.

Results indicated that high activated positive affect mediated the negative relationship between supervisor developmental feedback and employee silence behaviour. The authors also found that interdependent self-construal moderated the relationship between supervisor developmental feedback and role breadth self-efficacy, as well as the indirect effect of supervisor developmental feedback on employee silence behaviour via role breadth self-efficacy.

This empirical study provides preliminary evidence of the mediating role of breadth self-efficacy and high activated positive affect in the negative relationship between supervisor developmental feedback and employee silence behaviour. The moderated mediation results further show that the mediation of role breadth self-efficacy between supervisor developmental feedback is contingent on individual interdependent self-construal, such that the mediation effect is significant among individuals with high interdependent self-construal, but the mediation effect of high activated positive effect is independent of individual interdependent self-construal. The findings further extend boundary conditions (interdependent self-construal) that may constrain the effect of supervisor developmental feedback on role breadth self-efficacy and high activated positive affect. The research makes considerable contributions to the cognitive-affective personality system theory by specifying the cognitive and affective mechanisms between supervisor developmental feedback and employee silence behaviour, as well as the boundary conditions.

Although nonwork mastery generates personal resources and improves employee well-being and performance, employees must invest personal resources to experience mastery during nonwork time. Drawing on conservation of resources theory and resource exchange perspectives, the purpose of this study is to examine the role of day-to-day provisions of affiliation resources by the leader in generating the personal resources necessary for employees to engage in nonwork mastery.

Daily diary data were collected from 198 employees (768 days). The proposed model was tested using Bayesian multilevel path analysis.

The results showed that on days when employees perceived that their leader provided more affiliation resources, they reported higher self-esteem and work engagement and, in turn, experienced higher levels of mastery. Furthermore, employees in high-quality (vs low-quality) leader–member exchange (LMX) relationships benefitted more from the affiliation resources provided by their leader in terms of work engagement.

The findings suggest that leaders can actively manage their employees' daily experience and functioning through seemingly ordinary demonstrations of warmth, care, and positive regard.

This study highlights the important role of leaders in improving employee daily work and nonwork experience and functioning and sheds light on the tangible resource provisions in the work context and the associated personal resources that account for daily variations in mastery. By distinguishing between daily affiliation resources and general perceptions of LMX relationship quality, this study contributes to a more nuanced understanding of the implications that resource provisions by the leader have for employees.

This study investigates the benefits of ethical leadership behaviors for leaders themselves and the underlying mechanisms and boundary conditions of this effect.

Using a multi-time and multi-source survey design, data was collected from both leaders and subordinates across three waves.

Ethical leadership behavior was found to be positively associated with the leader’s moral pride, resulting in the leader’s higher in-role performance and perceived manager effectiveness. The effect of ethical leadership behavior was moderated by core self-evaluation (CSE), such that low-CSE leaders benefit more from these behaviors.

Organizations should encourage ethical leadership behaviors and educate leaders to develop moral pride from conducting these behaviors. Leaders with low CSEs can enhance their in-role performance and overall effectiveness by taking pride in their ethical leadership behaviors.

The field of study on ethical leadership has predominantly focused on the positive outcomes for recipients, yet it is imperative to examine the self-benefits for leaders as well. This study drew upon affective events theory to posit that ethical leadership behaviors generate moral pride in leaders, leading to improved work-related attitudes and performance outcomes.

This study aims to propose a multi-level (bottom-up) analysis to build an organizational change capability (OCC) development model by integrating paradox and social cognitive theories. Using these theories, OCC (Level 2) is influenced by the leader’s paradox mindset (Level 1) and collective PsyCap (Level 2). The study also examined the moderating effect of magnitude to change on the effect of leader’s paradox mindset on OCC.

The proposed hypotheses were tested empirically using data from 327 respondents and 48 work teams from 21 leading private higher education institutions in Indonesia. To analyze the data, a multi-level analysis was conducted with Mplus software.

The results showed that, in a cross-level relationship, leader’s paradox mindset had a positive effect on OCC, whereas OCC mediated the effect of leader’s paradox mindset on organizational change performance. On an organizational level, collective PsyCap affected OCC, and OCC significantly mediated the relationship between collective PsyCap and organizational change performance. Moreover, the authors found a moderating effect of magnitude on change of leader’s paradox mindset to OCC.

This study used a multi-level analysis to evaluate the mechanisms of influence of leader’s paradox mindset (bottom-up) on OCC and the moderation effect of magnitude to change in an Indonesian context.