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Based on the Social Exchange Theory (SET), the paper attempts to extend the research on the relationship between green self-managed teams and firm performance by exploring the serial mediation of extra-role green behavior and environmental performance. Furthermore, via moderated mediation, the study inspected the differences in relationships among these variables for manufacturing and service organizations.

Data of 407 respondents from 122 manufacturing and service organizations (having green self-managed teams) operating in India were collected using purposive sampling. Various statistical techniques like confirmatory factor analysis (CFA), correlations, multiple regressions and bootstrapping were employed.

The results indicated that extra-role green behavior and environmental performance served as serial mediators. Additionally, the nature of the organizations significantly moderated several indirect relationships, with one pathway found to be insignificant.

The study may be limited by the fact that the data were collected at a single moment in time rather than using a longitudinal design.

The study guides service organizations to attract environmentally conscious employees by promoting green self-managed teams and manufacturing organizations to enrich their operations and service delivery through such teams.

The study uniquely examines how green self-managed teams addressing environmental issues contribute to improved firm performance through mutual exchanges. It also advances existing literature by conducting a comparative analysis across manufacturing and service organizations in an emerging Indian market.

Leadership research has traditionally focused on formal leadership; however, leaders may emerge in informal settings in self-managed teams, and little is known about who emergent leaders are and what their characteristics are. This study investigates emergent leaders' behaviors, roles, skills, and leadership style, drawing on a multi-method approach.

We first identify emergent leaders using social network analysis and aggregation approaches. Second, we investigate emergent leaders' characteristics using interviews with forty agile team members in five organizations.

Results indicate different roles of emergent leaders (i.e. coach, liaisons), leadership styles (i.e. supportive), skills (i.e. culturally intelligent, strategist), and influencing factors (i.e. personality, technical knowledge, social circle).

We contribute by identifying emergent leaders through multiple identification methods (i.e. network analysis, aggregation), and then through identifying their various characteristics, we contribute to leadership literature as well as idiosyncrasy-credit theory. We also add to agile-leadership theory, showing that multiple informal leaders may emerge within agile teams. Finally, our findings have practical implications for self-managed teams, informal group settings, organizational change professionals, and organizations with horizontal structures.

Recent reports show that knowledge-based sectors contribute significantly to the global economy and underscore the importance of innovation. Innovation in both products and processes is vital to maintaining competitiveness. Self-managing teams, emphasizing autonomy and limiting the role of management, have been viewed as a solution to encourage innovation. However, management's efforts to coordinate and align employees with the organization's interests can inadvertently stifle innovation. Achieving the appropriate balance between granting employees autonomy and retaining managerial involvement is paramount, creating a paradox known as the control-autonomy dilemma. This article highlights the importance of perceived managerial support to strike the appropriate balance.

Practitioner paper

To address the control-autonomy dilemma, organizational practices that balance management control and employee autonomy are crucial. These include input practices that emphasize skill development and/or output practices that set clear goals. With self-rule, maintaining perceived managerial support becomes harder. Without it, employees may hesitate to engage in innovative behaviors. While not needing constant supervision, employees do need to have the perception that their managers provide essential resources and motivation for their work.

This paper is the first to highlight how the level of perceived managerial support (PMS) will differ due to the nature of the organizational practices and the type of innovation.

Examining dominance in influencing leadership perceptions for men and women has received significant scholarly attention. The studies typically show that dominance is beneficial for men in attaining leadership positions but not for women. However, the studies were predominantly conducted more than two decades ago. Given the developments in gender research, this study extends the dominance line of inquiry by probing the impact of dominance need on leader emergence for men versus women in self-managed work teams. Furthermore, this study aims to examine if team dominance needs dispersion posits as a boundary condition for the combined impact of dominance needs and gender on leader emergence.

The authors conducted a longitudinal study that lasted one semester and involved 44 ad hoc self-managed work teams.

This study found that dominance needs facilitated leader emergence regardless of gender, and team dominance needs dispersion. Furthermore, men with high dominance needs were likelier to emerge as leaders than women with high dominance needs in high dominance needs dispersion teams. By contrast, women low in dominance needs received a harsher penalty in their leadership emergence than men low in dominance needs in low dominance needs dispersion teams

These results depart from the usual findings regarding the backlash effects that dominant women face and paint a rosy picture regarding the use of dominance in shaping leader emergence. However, the findings support the notion in gender stereotypes research that women are judged more critically than men in ascending to leadership positions.

Competitiveness is an important personality trait that has been studied in various disciplines and has been shown to predict critical work outcomes at the individual level. Despite this, the role of competitiveness in groups and teams has received scant attention amongst organizational researchers. Aiming to promote future research on the role of competitiveness as both an adaptive and maladaptive trait – particularly in the context of work – the authors review competitiveness and its effects on individual and team stress and Well-Being, giving special attention to the processes of cohesion and conflict and situational moderators. The authors illustrate a dynamic multilevel model of individual and team difference factors, competitive processes, and individual and team outcomes to highlight competitiveness as a consequential occupational stressor. Furthermore, the authors discuss the feedback loops that inform the different factors, highlight important avenues for future research, and offer practical solutions for managers to reduce unhealthy competition.

This paper aims to address an important question of what makes companies succeed or not in their attempt to empower employees. As this study answers this question, the arguments suggest that coordination is essential to creation of employee empowerment climate in organizations.

This is conceptual paper rooted in extensive research on both – empowerment (culture, climate and organizational structure) and coordination (formal and informal).

To help managers to be effective in their roles, this study presents four insights to creating empowerment climate. The arguments conclude that coordination provides a vessel for successful realization of empowerment. Specifically, only informal coordination (vs formal) will fully realize empowerment’s benefits. Given that the topic of empowerment is highly germane to managers in today’s context of the increasing number of employees working remotely, this work presents an important and actionable advance for managers.

This study represents original research that has not been published and is not currently under review at any other journal.

This paper aims to determine the impact of perceived virtuality on team dynamics and outcomes by adopting the Input-Mediators-Outcome (IMO) framework. Further, it also investigates the mediating role of team processes and emergent states.

The authors collected survey data from 315 individuals working in virtual teams (VTs) in the information technology sector in India using both offline and online questionnaires. They performed the analysis using Partial Least Squares Structural Equation Modelling (PLS-SEM).

The authors investigated two sets of hypotheses – both direct and indirect (or mediation interactions). Results show that psychological empowerment and conflict management are significant in managing VTs. Also, perceived virtuality impacts team outcomes, i.e. perceived team performance, team satisfaction and subjective well-being.

The interplay between the behavioural team process (conflict management) and the emergent state (psychological empowerment) was examined. The study also helps broaden our understanding of the various psychological variables associated with teamwork in the context of VTs.

Findings from this study will aid in assessing the consequences of virtual teamwork at both individual and organisational levels, such as guiding the design and sustainability of VT arrangements, achieving higher productivity in VTs, and designing effective and interactive solutions in the virtual space.

The study examined the interplay between behavioural team processes (such as conflict management) and emergent states (such as psychological empowerment). The study also theorises and empirically tests the relationships between perceived virtuality and team outcomes (i.e. both affective and effectiveness). It may serve as a guide to understanding team dynamics in VTs better.

This exploratory study attempts to enhance the current understanding of the research and practice of VTs within a developing economy.

Research on human resource management (HRM) and technology has gained momentum recently. This review aims to create a bibliographic profile of the field of HRM and technology using bibliometric techniques, complemented by qualitative analysis, examining 239 articles published in the four key human resource (HR) journals.

First, using VOSviewer software, we analysed the research productivity by identifying authors, journals and influential articles, followed by insights on research themes and their evolution. Next, integrating bibliometric and qualitative approaches, we conducted a hybrid inquiry of the field to analyse current theories, methods and variables.

The bibliometric analysis highlighted the intellectual structure, key themes and distinctive developments categorised under four temporal phases that have shaped research in this field. In addition, qualitative analysis presents significant theoretical perspectives, the methods employed and the nomological framework of variables.

Our study advances the extant literature on HRM and technology by quantifying the leading bibliometric performance indicators complemented by qualitative evaluation of the field, which entails exploring the possible research strands and related trends that have emerged in the past two decades.

The purpose of this study was to examine if team composition based on adaption-innovation (A-I) problem-solving styles is related to the teamwork quality and team effectiveness (TE) of student project teams participating in a [state-gifted program (SGP)].

A correlational design was conducted with a sample of 72 (SGP) participants, consisting of 15 project teams (n = 15), which formed three groups: (1) the homogeneous adaptive group, which consists of five homogeneous adaptive teams (n = 5); (2) the homogeneous innovative group, which consists of five homogeneous innovative teams (n = 5), and (3) the heterogeneous group (i.e. a mix of innovative and adaptive individuals), which consists of five heterogeneous teams (n = 5).

A one-way ANOVA and post-hoc test revealed that team composition based on problem-solving styles is related to teamwork quality and TE. Regarding TE, both homogeneous groups (i.e. all adaptive or all innovative individuals) were more effective than the heterogeneous group. However, regarding teamwork quality, only the adaptive group had significantly higher teamwork quality than the heterogeneous group.

We recommend that leadership educators utilize Kirton’s adaption-innovation inventory (KAI) as a tool for building effective student project teams. KAI can be used by leadership educators in two major ways: to assign students to groups (as done in the current study) or for team building, where team members share their KAI scores to better understand their problem-solving preferences.

The findings add to the literature by specifying the type of homogeneous groups (i.e. homogeneous adaptive), which may offer an advantage over heterogeneous groups regarding teamwork quality.

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.