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The present study aims to elucidate the mediating role of relational energy between empowering leadership and its attitudinal (employee engagement), behavioral (knowledge sharing) and performance (task) related outcomes, respectively, and the moderating role of autonomy between empowering leadership and relational energy, using the social cognitive theory.

The study used surveys in the small and medium-sized enterprises sector and collected time-lagged data to address common method variance and reveal causal relationships. AMOS was used to conduct hypothesis testing.

The results suggest that empowering leaders have a positive impact on outcomes such as employee engagement, knowledge sharing and task performance, and this impact is mediated by relational energy. Autonomy moderates the empowering leaders and relational energy relationship, strengthening it when autonomy is high.

Organizations should focus on leadership development programs depending on the need. Empowering leadership should be promoted to get positive attitudinal and behavioral outcomes in terms of employees. Empowering the employee in terms of decision-making helps motivate employees to perform better.

The study contributes to the empowering leadership literature by associating social cognitive theory. Empowering leaders has the potential to increase employee engagement, knowledge sharing and task performance.

This paper aims to clarify the relationship between digitalization and the employees’ autonomy. It proposes a positive relationship between digitalization and employees. It explains why strategic human resource management (HRM) is essential in this relationship. The study aims to solve the control autonomy paradox related to the use of technology in organizations.

The paper opted for the explanatory study using a cross-sectional design. Responses were received from the alumni of a French business school using the survey strategy. Structural equation modelling has been used to validate the measure and to test the hypotheses.

The paper provides empirical evidence for the positive relationship between digitalization and employees’ autonomy. It suggests that an enabling control-based HRM system mediates the positive relationship between digitalization and autonomy.

The study enriches the literature in information technology by solving the control autonomy paradox associated with information technology. Moreover, the study also highlights the importance of an enabling control-based HRM system by underlining its role in developing the empowering organizational context.

The aim of this paper is to theoretically explore the concept of leadership in a Total Quality Management (TQM) context by developing a new theoretical framework of understanding Total Quality Leadership (TQL) as well as by opening the dialogue in researching further key elements of TQL.

The approach that the paper adopts is conceptual. Based on exploration of the wider management and leadership literature of empirical and theoretical studies, this paper develops a framework of TQL.

The suggested TQL framework is composed by three main pillars, namely the proactive, adaptive and the relational. The former consists of elements like anticipation of current business environment complexities and filtering of information that enhances practice decision making. The second pillar refers to adaptation, autonomy and feedback while the last one emphasises on the importance of aspects like social interactions, engagement and empathy. The paper explains why the specific pillars with the additional elements are critical for TQM success.

Given the tremendous challenges that organisations face due to increased complexity and demanding competition of the business environments globally, the role of leadership as the major “soft” aspect of TQM approach, seems to be vital more than ever. But the type of TQL appropriate to enhance total quality success nowadays, is still (and should be) under continuous exploration. This conceptual study attempts to provide new theoretical insights of TQL as well as to open the dialogue around the main elements consisting of TQL and how the future research agenda is formulated.

Empowering leadership has a wide range of positive individual employee-related outcomes. However, a limited number of research studies are available emphasizing the overall organization-related outcomes. The major aim of this study is to delve into the function of organizational identification and intellectual capital (structural, relational and human) in mediating the relationship between empowering leadership and organizational innovativeness. Depending upon the resource-based view theory, this study comprehensively investigates the sequential effects of empowered leadership on the mediating roles of organizational identification and intellectual capital in organizational innovativeness.

Data were gathered through a self-administered questionnaire, which got 337 responses from telecom employees. To evaluate the hypotheses, the data were analyzed in SEM-M-Plus using exploratory and confirmatory factor analyses.

The findings demonstrate that empowering leadership impacts organizational innovativeness with the sequential mediation of organizational identification and intellectual capital (structural, human and social).

Organizations can identify and encourage leaders who exhibit empowering behaviors such as delegating responsibilities, providing autonomy and fostering a sense of ownership among employees. Also, organizations can foster intellectual capital by providing opportunities for learning, training and development. Additionally, knowledge sharing and collaboration can help to enhance the intellectual capital of employees.

While much research has been conducted on empowering leadership, the continued development of knowledge and the emergence of new perspectives related to identification and intellectual capital highlights the importance of exploring alternative paths that have been overlooked. Therefore, there is a pressing need to conduct research that takes into account these additional factors.

This study examined how inclusive leadership in the workplace promotes proactive behavior in employees based on self-determination theories and a model of motivation for proactive behavior.

Using a sample of 270 employees from various provinces in China, we investigated the relationship between inclusive leadership (measured at Time 1), workplace gratitude (measured at Time 1) and proactive behaviors (measured at Time 2). To test our hypotheses, SEM analysis was conducted to measure the path coefficients, followed by bootstrapping analysis to assess the indirect impacts of gratitude at work.

The results suggest that inclusive leadership could enhance subordinates’ propensity to be grateful, which in turn will increase the frequency of their proactive behaviors.

First, the evidence presented further validates the proposed association between inclusive leadership and proactive behavior, and it also enriches related theories. Second, our study introduced workplace gratitude as a mediator, deepening the understanding of the mechanisms linking inclusive leadership and proactive behavior.

This research aims at explaining the phenomenon of the “black children” (heihaizi), a very little-known generation who lived with concealment under the one-child policy in China. The one-child policy was officially introduced to nationwide at the end of 1979 by permitting per couple to have one child only, later modified to a second child allowed if the first was a girl in rural China in 1984. It was officially replaced by a nation-wide two-child policy and most existing research focused on the parents’ sufferings and policy changes. The term “black children” has been mainly used to describe their absence from their family hukou registration and education. However, this research aims at expanding the meaning of being “black” to explain the children who were concealed more than at the level of family formal registration, but also physical freedom and emotional bond. What we do not yet know are the details of their lived experiences from a day-to-day base: where did they live? How were they raised up? Who were involved? Who benefited from it and who did not? In this way, this research challenges the existing scholarship on the one-child policy and repositions the “black children” as primary victims, and reveals the family as a key figure in co-producing their diminished status with the support of state power. It is very important to understand these children’s loss of citizenship and human freedom from the inside of the family because they were concealed in so many ways away from public view and interventions. This research focuses on illustrating how their lack of access to continued, stabilized, and reciprocally recognized family interactions framed their very idea of self-worth and identity.

Based on sociotechnical systems theory, social (human) and technological sub-systems in an organization should be taken in account when making strategic decisions and designed to fit the demands of the environment for organizational effectiveness. Yet there is very limited information in literature on whether employees are well equipped with indispensable (human) skills to prepare them combating challenges caused by advanced technology. The purpose of this study is to empirically investigate employees’ human skills that are critical for success in the Age of Robots and Artificial Intelligence from human resource development’s perspective.

A questionnaire was developed for the purpose of this exploratory study. A total of 422 US Midwest employees were surveyed on their human skills level that are critical for success in the Industry 4.0 transformation.

In general, the respondents could perform all the measured human skills (which can be categorized into social skillset and decision-making skillset) more than adequate but may vary by education level and gender. To strengthen one’s human skills, organizations may begin with facilitating employees on relationship building to create a support system and a strong sense of belonging, which will promote their social sensitivity and collaboration skill development, as well as decision-making skillset.

The findings of this study can be used for techno-structural interventions and employee development programs. This study highlights the importance of investigating human skills to cope with the changing nature of work and make upskilling more feasible and flexible for workers to be robot-proof.

The purpose of this paper is to propose a research model in which coworker service sabotage influences hospitality employees’ service creativity via work engagement. It also aims to test the moderating effect of sensitivity to the interpersonal mistreatment of others (SIMO).

A time-lagged questionnaire study was performed in hotels in China. The hypotheses were tested via hierarchical multiple regression.

Coworker service sabotage is indirectly associated with hospitality employees’ service creativity via work engagement. The trait of SIMO buffers the harmful effect of coworker service sabotage.

Although our research design helps mitigate common method bias, it could still exist. Other coworker behaviors that might influence employees were not included in this research. The findings may also be biased due to the restricted sample from China.

Hospitality organizations should take measures to curb service sabotage. Organizations could also provide supportive resources to suppress the negative impacts of coworker service sabotage. Moreover, organizations should motivate those low in SIMO to care more about customers.

The research takes the lead in investigating the outcomes of service sabotage from a third-party perspective. Work engagement is identified as the mechanism for transmitting the impact of coworker service sabotage to employees. Moreover, a new moderator that attenuates the negative effects of coworker service sabotage is found.

The ever-demanding role of employees in the hospitality sector stimulates job crafting. This study examines the relationship between inclusive leadership and job-crafting dimensions under the mediating role of work engagement through the lens of conservation of resources (COR) theory. It also aims to analyse the boundary condition of job autonomy between inclusive leadership and work engagement.

The data were collected in 3-time lags from 319 front-line workers in the hospitality sector. The adopted and adapted questionnaires were executed through a deductive approach and an applied research method. The data were analysed through SmartPLS by applying the structural equation modelling (SEM) technique.

This study provides evidence for a predictive relationship between inclusive leadership and job-crafting dimensions under the mediating psychological mechanism of work engagement. Additionally, the moderating role of job autonomy is established in the unique context of the hospitality sector of an underdeveloped country, Pakistan.

Services-based organisations need to endure the inclusive leadership style by establishing work engagement practices. Engaged employees result in better job-crafting behaviours through better training and subsequent performance.

This study established that work engagement and job autonomy are imperative forces that impact the relationship between inclusive leadership and job-crafting dimensions. The research study has time-lagged data and conveys meaningful theoretical and practical implications.

The study compares how distinct mechanisms that connect pre-established policy objectives to professionals' practices, and the health policy implementation context influenced different approaches to frontline staff participation. The authors analysed 26 teams in six cities from two Brazilian states, during the last cycle of the National Program for Improving Access and Quality of Primary Care (PMAQ).

About 172 in-depth interviews were conducted with frontliners – community health workers (78), nurses (37), doctors (30) – and managers (27). Interview guides were based on key issues identified in the implementation and pay-for-performance (P4P) literature. Drawing on thematic analysis and synthesis of the literature, three types of participation mechanisms were identified: relational, motivational and incremental learning. They were analysed considering distinct contexts at the local level to understand how they influenced different forms of participation: mere adherence, result-oriented and transformative.

Administrations with stronger institutional organizational structures were able to control work processes and reduce professional discretion. However, sustained participation was more likely where there was greater integration between management and frontline health care teams. Motivation based only on financial incentives could not bring about transformative participation. This depended on the degree of professional's ideational motivation towards primary care. Finally, contexts with unfavourable working conditions tend to demotivate professionals, but incremental learning helps teams cope with these obstacles.

The study overcomes gaps in the literature in relation to PMAQ's implementation process. Overall, the study delves into which/how mechanisms alter frontliners participation in performance-oriented health programs.