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This paper aims to discuss a survey, carried out by the authors, of 256 employees employed in public and private manufacturing organizations in north India, to determine if emotional maturity factors have positive association with self-disclosure in the Indian context. Specifically, capitalization and social exchange theories support as major theoretical framework to examine the proposed relationship.

The sample data used were collected through a cross-sectional survey-based research design and a convenience sampling method. Totally, 290 questionnaires were distributed during office hours, administered with a paper and pencil survey. However, in the final analysis, only 256 responses were considered for analysis using multiple hierarchical regression analysis.

Results reveal that all dimensions of emotional maturity positively associated with self-disclosure. This study fully supports the applicability of capitalization and social exchange theories while explaining the proposed relationships in Indian context.

The present study used a cross-sectional survey-based research design; future studies may use longitudinal research design.

The study shows how to develop collective work culture and supportive work climate through emotional maturity and self-disclosure. Thus, employees become accustomed to multicultural team and cultural diversity issues at the workplace. The study also recommended that the organized employees social gathering will create positive feeling, and that such feelings of belonging to a group among employees will give reasons for self-disclosure and finally, in turn, to employee effectiveness.

More predominantly, the proposed association has not been examined before and the findings serve as a potential policy guideline for the self-disclosure literature through the perspective of capitalization and social exchange theories in understudied non-US cultures such as India.

This paper conceptualizes the broaden-build and self-determination theories that act as the major theoretical framework to investigate the role of psychological detachment and job crafting behaviours in predicting intrinsic motivation through emotional stability. It was hypothesized that emotionally stable employees are better able to detach themselves from work and craft their job according to their preference and abilities, which would inculcate experience and make them intrinsically motivated.

The sample comprised 396 employees, who are employed in different organizations across India. To test the hypotheses, the authors conducted structural equation modelling on SPSS AMOS 22.

The results highlight the partial mediating role of emotional stability in the association of psychological detachment with intrinsic motivation as well as the fully mediating role between job crating and intrinsic motivation.

The study is conducted in a non-western collectivist culture and it makes significant contribution to the available literature on intrinsic motivation by proving that psychological detachment and job crafting act as predictor and highlighting the psychological state through emotional stability. The study further adds toward theory building around the construct of emotional stability, as it is still in its infancy.

This study has depicted that emotionally stable employees who are psychologically detached and have proactive job crafting behaviour can achieve higher intrinsic motivation.

On the basis of the recovery process (i.e. the effort-recovery model), the broaden and build theory and self-determination theory (SDT), this paper demonstrates that emotional stability plays the role of mediator that drives psychological detachment and encourages job crafting, which has the ability to intrinsically motivate the employees.

In order to achieve sustained competitive advantage through developing human capital, organizations, apart from human resource management practices, concentrate on developing transformational leaders and implementing knowledge management (KM). To take part in their efforts, this paper intends to explore leadership and KM literatures to examine the interrelationship between transformational leadership, KM, and employee‐perceived human capital creation or benefits.

A systematic literature review is carried out of traditional and contemporary theoretical and empirical research studies to support the nexus of interrelationship between transformational leadership, KM, and human capital. This review is mainly integrated using a model and propositions that relate transformational leadership and KM with human capital benefits.

Transformational leaders have potential to affect their employees' perceptions of human capital benefits. They also have the greatest potential to augment these benefits through involving them in the KM process, establishing organizational culture, and encouraging communication among employees.

This model suggests that human resource managers should provide training to managers with regard to developing transformational leadership behavior, since this behavior contributes to human capital creation by which an organization achieves competitive advantage. Furthermore, this study mainly focuses on leaders as transformational leaders, since these leaders are highly capable of stimulating their followers' creativity. Therefore, this study only considered the components described by Bass and Avolio.

This paper contributes to leadership literature by adding the notion of transformational leadership as an antecedent of human capital creation.

The purpose of this study is to analyze the role of employees’ career management processes and the relationship between human capital and interim leadership role importance.

Responses of 413 Indian manufacturing employees with middle or top‐level management positions and who have worked as interim leaders in their organizations, were used in this study.

The results of a series of hierarchical regression analyses showed that involvement in career management activities plays a mediator role in the relationship between human capital and interim leadership. More specifically, human capital variable age is a deciding factor to accept an interim leadership position in the Indian manufacturing industry.

This study focuses on the impact of employees’ career management process on choosing interim leadership positions. In other words, employees considerably invest on interim leadership positions to achieve career success through exploring the career, focusing on career goals, and implementing career strategy.

It is the first time that the nexus of interim leadership is empirically studied with both human capital and career management concepts. This study adds value to leadership literature since assessing interim leadership performance is one of the criteria for succession planning and has great potential to change organizational hierarchical structure.

The purpose of this paper is to conduct an investigation into the interaction of three factors: ownership (public and private sector organizations), gender (male and female), and level of manager (senior, middle, junior) in relation to the concept of effectiveness in the Indian context.

The study is based on a data set of primary responses from 200 Indian executives. Exploratory and confirmatory factor analysis was employed to retrieve and validate the instrument. Finally, 2×2×3 factorial ANOVA (GLM) was performed.

First, the study proposes a valid and reliable measure of managerial effectiveness. Second, the interaction pattern of predictor variables in relation to managerial effectiveness provides further insights.

Through its empirical evidence the study offers insight into issues of managerial effectiveness and provides suggestions for managerial action.

The study attempted to gather the views of executives regarding issues of productivity, adaptability and flexibility as constructs of managerial effectiveness. Last, comparative analysis of different categories of managers (based on gender, organizational position, and institutional ownership status) provide an understanding of these issues in the Indian context.

The present study is to develop an additional perspective on when and why psychological detachment and job crafting behaviors in predicting employee engagement through spirituality and intrinsic motivation. It was hypothesized that spiritual employees are better able to detach themselves from work and craft their job according to their preference and abilities, which would inculcate experience and make them intrinsically motivated and thereby leading to employee engagement.

The sample comprised 408 employees, who are employed in different organizations across India. To test the hypotheses, the author conducted structural equation modeling on SPSS AMOS 22.

The results highlight the partial mediating role of spirituality in the association of psychological detachment with intrinsic motivation as well as between job crafting and intrinsic motivation. The results highlight the fully mediating role of intrinsic motivation in the association of psychological detachment with employee engagement as well as between job crafting and employee engagement.

This study has depicted that spiritual employee who are psychologically detached and have proactive job crafting behavior can achieve higher intrinsic motivation and more engaged.

On the basis of the broaden and build theory, self-determination theory (SDT) and the recovery process (i.e. the effort-recovery model), this paper demonstrates that spirituality plays the role of predictor that drives psychological detachment and encourages job crafting, which has the ability to intrinsically motivate the employee and are able to more engaged in work.

The purpose of this paper is to study the leadership style (LS) and decision-making style (DMS) of Indian manufacturing executives, and to explore the association between the LS and DMS.

For this study the sample was drawn from Indian manufacturing organisations’ executives from both public and private sectors. The respondents were lower, middle and senior levels executives involved in leadership and decision-making functions. Correlation, regression and ANOVA were used to pursue the research questions.

Indian manufacturing executives have shown highest rational and least avoidant in their DMSs. Transformational (TFM) leaders are found rational, while the transactional (TSL) leaders are observed to be rational and dependent. Laissez faire style has correlation with avoidant decision making and interactive dependent and avoidant styles.

The study is a cross sectional research with limitations of self-serving bias and common method variance. However, this limitation has been dealt with a statistical test.

The study bears significant implications for Indian executives who are working on LSs and decision making. It also provides the details of decision-making behaviours of the manufacturing executives thereby suggesting the associated benefits and drawbacks of particular styles.

This paper contributes to leadership and decision-making literature. In the recent times, no such study in Indian manufacturing context have been reported. Moreover there are few contrasting and contributing findings in this research.

The purpose of this study is to offer insight into present dynamics and study diversification in the field of organizational psychology. This research study offers an organized and critical examination of the construct of psychological detachment using bibliometric analysis.

This study was done using the Scopus database based on studies published between 2006 and 2024. The significance of the research is evaluated by looking at the distribution volume, the trajectory of the publication, statistics techniques, extremely cited articles, journals, most frequently used keywords, research themes, subthemes clusters and thematic overview of the psychological detachment corpus created based on bibliographic coupling. Furthermore, content analysis of recent publications to identify new developments and potential gaps in the existing literature.

This research first tracked the development of this discipline’s body of literature through time and discovered a continuous rise starting in 2015. The results also highlighted crucial concepts that were studied with psychological detachment, such as work-life balance, employment outcomes, emotional exhaustion and various other demographic variables. Researchers chose to concentrate on those subtopics throughout time.

This research relied solely on Scopus data, which, despite being the largest abstract and citation database covering articles from a wide range of fields, does not include Impact Factor or Social Science Citation Index (SSCI) data, which is one of the limitation.

The findings of this research study will assist organizations and practitioners in comprehending the implications of psychological detachment construct at their workplace and give them direction on how they come out from negative job-related outcomes (employee job stress, turnover intention and burnouts at their respective workplaces).

This study offers a diversity of study topics across the psychological detachment literature by applying a variety of bibliographical mapping techniques, making it the first of its type on the topic of psychological detachment. It also indicates promising avenues for further investigation.

The present study aims to conduct a critical review of an existing set of practices within the Maltese public sector.

This study is based on interpretivism (people-centred approach) embedded in a pragmatic research paradigm (the use of mixed methods).

Misconceptions about the role and practice of executive coaching in Malta relates to the similar roles ascribed to mentoring, supervision, therapy, consultation, coaching, audit and watchdog under the misnomer of “coaching”.

The main contribution of this research is to the community of professional practitioners as well as to the Maltese central government to improve managerial effectiveness in the Maltese public sector with several endorsed policy-level recommendations presented in the study.

The results suggest a restructuring of a well-defined, structures, systems and dynamics within the Maltese public administration, the ability by senior management including senior public officers (SPOs) to recognise high-potential talents, the need to expand leadership capacity, the establishment of a professional coaching body and a national coaching network framework.

To the best of the authors’ knowledge, this is the first study that investigates the role and impact of executive coaching in the Maltese public sector using quantitative and qualitative empirical data.

The purpose of this study is to examine the effect of succession planning practice (SPP) on employee engagement (EE) and employee performance (EP) in Malaysian private universities (MPU).

This paper used a survey research design, and the study unit of the analysis consists of the academic staff of MPU. In the selection of the sample from the focused respondents (10,473) of the study, a stratified and simple random sampling method was used, and the study sample consists of 314 MPU academic staff. A questionnaire was used to collect data from the focused respondents while partial least square–structural equation modeling (PLS-SEM) was used to test the study hypotheses.

The findings revealed that SPP has a significant effect on EP, and the relationship between SPP and EP is partially mediated by EE.

Sound succession systems for achieving academic staff performance should be put in place by the university management. Furthermore, the outcome of this research urges the policymaker to come up with a sound policy that can allow internal talents of the university to hold key leadership positions of any nature when the need arises before considering external talents, with that the talents will be satisfied and put decisive effort to achieve a positive result.

This paper has made a significant contribution to the knowledge and operationalization of the EE, EP and SPP literature. The research also assists the university management to mobilize qualified and talented staff for an unexpected and sudden resignation of staff which saves the university the cost of hiring and development, and at the same time, it encourages internal hiring.