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This study aims to analyze the connection between servant leadership and the promotive and prohibitive voice behavior of employees. In addition, this study explained how servant leadership affects promotive and prohibitive voice behavior through meaning.

For this study, data were collected from employee–manager dyads employed in the service sector. Each of the waves was initiated two months after the first wave. Finally, 286 useful responses were obtained. The collected data was analyzed through covariance-based structural equation modeling.

Servant leadership is related with meaning, promotive voice behavior and prohibitive voice behavior. Meaning is found to mediate the relationship between servant leadership and the two facets of voice behavior.

To the best of the authors’ knowledge, this study is the first to explore the mediating role of meaning relating servant leadership to promotive and prohibitive voice behavior.

The purpose of this study was to explicate how leaders’ knowledge hiding results in employees’ knowledge hiding. In addition, the study was intended to explore under what conditions leaders’ knowledge hiding affects employees’ moral disengagement more deleteriously.

Data were collected from 321 employees at three different times which were two months apart from each other. Structural equation modeling was used for data analysis.

The study found leaders’ knowledge hiding to be related to employee moral disengagement. In addition, the study found moral disengagement to affect employees’ knowledge-hiding behavior. Moral disengagement was found to mediate the relationship between leaders’ knowledge hiding and employees’ knowledge hiding. Finally, the study found that employees with high moral identity show more perseverance to preserve their moral engagement when led by knowledge-hiding leaders.

To the best of the authors’ knowledge, the study was first to establish a relationship between a leader’s knowledge hiding and employees’ moral disengagement. The study also established the mediating role of moral disengagement to work as a mediating mechanism linking leaders’ knowledge hiding to employees’ knowledge hiding. Finally, the study found that moral identity moderates the relationship between leaders’ knowledge hiding and employees’ moral disengagement.

This study aims to unfurl the mediating role of facets of voice behavior. The study also unearths the relationship between servant leadership and voice behavior.

The data were collected from follower manager dyads in two waves of data collection initiated after the completion of the preceding wave. The final sample size obtained was 312.

The study found servant leadership to be related to innovative work behavior and facets of voice behavior. The study also found promotive voice behavior and preventive voice behavior to be related to the innovative work behavior of employees. The study found promotive voice behavior and prohibitive voice behavior work as parallel mediators linking servant leadership to the innovative work behavior of employees.

To the best of the authors’ knowledge, this study is the first to unearth mediation linking servant leadership to innovative work behavior through both facets of voice behavior.

The birth of massive open online courses (MOOCs) has instantly drawn the attention of scholars, academicians and learners. Millions of participants are learning through this freely accessible model of education. The purpose of this paper is to review the development of MOOCs, its characteristics and to explore its potential and challenges in Pakistan particularly.

The data were collected through interviews and focus group, and the respondents had completed at least one MOOC offering. This research used content and thematic analysis with the triangulation of methods and sources.

The finding of this study reflects that MOOCs are inspiring great number of learners in Pakistan despite of factors impeding the surge of e-learning. MOOCs in regional languages with better electricity and internet connectivity could be very useful for the rural areas’ people but it requires extra ordinary interest from government and academicians.

This is an exploratory qualitative study highlighting the potential and challenges of MOOCs from the perspective of faculty and students. However, it does not incorporate the views of university officials. Similar study could consider university officials and university owner as respondents. In addition, future studies could also investigate the factors inhibiting completion of MOOCs.

Despite of the sharp rise of published literature on MOOCs, there is less contribution from the developing countries. This research enables us to develop better understanding of the potential and challenges of MOOCs in the social context of Pakistan.

The study aims to investigate the mediating roles of leadership identification and organizational identification linking abusive supervision to employees' turnover intention.

Using a self-administer survey design, data were collected from 229 nursing workforce employed in hospitals located in Karachi.

The research findings show that abusive supervision has a considerably positive influence on turnover intention. The findings also show that abusive supervision negatively affects nurses' leadership identification and organizational identification. Leadership identification and organizational identification were found to be negatively related to nurses' turnover intention. Finally, leadership identification and organizational identification were found to parallelly mediate the relationship between abusive supervision and turnover intention.

This study helped uncover the previously unknown parallel mediating mechanism of organizational identification and leadership identification. Additionally, abusive supervision was found to negatively affect employees' leadership identification.

Based on social exchange and social learning theories, this study explicates the mediating role of individual-level human capital, structural capital and relational capital in linking servant leadership with the innovative work behavior (IWB) of employees.

Data were collected from 256 manager–employee dyads from the IT sector of Pakistan in three phases through a survey conducted two months apart.

Results showed that two dimensions of individual-level intellectual capital, namely, individual-level human capital and individual-level relational capital, mediated the relationship between servant leadership and IWB, whereas individual-level structural capital did not mediate the relationship between the two variables.

This study confirms the relationship between servant leadership and IWB and tests the mediating role of the three facets of individual-level intellectual capital in linking servant leadership with the IWB of employees.

The study was conducted to understand how the moral identity of employees mediates the relationship between servant leadership and the moral disengagement of employees. Additionally, the study explores whether servant leadership's ability to build the moral identity of employees is contingent upon employees' perception of organizational politics.

The data were collected from 500 service sector-employed knowledge workers. Data analysis was done through structural equation modeling.

The study found servant leadership to be related to the moral identity of employees. Additionally, moral identity and moral disengagement were found to be negatively related. Moral identity was found to mediate the relationship between servant leadership and moral disengagement. Finally, the study found that the relationship between servant leadership and employees' moral identity was contingent upon their perception of organizational politics.

The study explored the previously unexplored mediating role of moral identity linking servant leadership to the moral disengagement of employees. The study also explained how the relationship between servant leadership and the moral identity of employees was contingent upon employees' perception of organizational politics.

The aim of this research is to examine the relationship between spiritual leadership and employee resilience. Specifically, this research explores how meaning mediates the relationship between spiritual leadership and employee resilience.

This quantitative study collected data from the 439 respondents using a seven-point Likert scale. Structural equation modeling was employed to test the relationship among spiritual leadership, meaning and employee resilience.

The results shows that spiritual leadership, directly and indirectly, influences employee resilience. Spiritual leadership also instills meaning among employees through exhibiting genuine concern and communicating a shared vision. This research also demonstrates that meaning cultivates employee resilience to survive and thrive in a challenging business environment.

First, organizations should assess, incorporate and promote altruistic values and shared vision in their leadership program and staffing process. Second, this study urges leaders and managers to create meaning in the workplace. Lastly, the COVID-19 pandemic has disrupted the daily routines and order that humans are accustomed to, causing distressing circumstances for many people. This research calls for spiritual leadership to respond proactively by providing employees with support, appreciation and direction in those times.

This research moves forward the extant academic discussion on spiritual leadership, meaning and employee resilience in two ways. First, this study adds empirical evidence to the relationship between spiritual leadership and employee resilience, which has drawn scant attention from scholars. Second, this research buttresses the proposed framework from the perspective of positive psychology and broaden-and-build theory.

This paper intends to ascertain whether servant leadership can trigger servant colleagueship among subordinates. Additionally, the study is set out to divulge the mediating role of self-transcendence relating servant leadership to servant colleagueship.

Data were collected from the respondents in three waves that were two months apart. In the first wave, employees rated their managers' servant leadership behavior. In the second wave, employees rated their self-transcendence, and finally, they rated their colleague-directed servant behavior. The final sample size for the study was 209 employees employed in the service sector. Structural equational modeling through Smart-PLS and hierarchical regression through SPSS were used for data analysis.

The study found servant leadership to be related to self-transcendence and employees' enacted servant colleagueship. Additionally, the study found self-transcendence to mediate the relationship between servant leadership and servant colleagueship.

The study has established the previously unexplored mediating role of self-transcendence linking servant leadership to servant colleagueship. The study is also the first to empirically test the relationship between self-transcendence and servant colleagueship.

The study aims to explore the mediating role of flow at work and moderating role of creative self-efficacy in the relationship between authentic leadership and innovative work behavior.

The study collected data from 315 employees working in the service sector through survey design. Data analysis was done through structural equation modeling.

The findings revealed that authentic leadership is related to flow at work and innovative work behavior. Flow at work was also found to be related to innovative work behavior. Flow at work was found to mediate the relationship between authentic leadership and innovative work behavior. The study also confirmed the moderating role of creative self-efficacy in the relationship between authentic leadership and innovative work behavior.

The study unearthed the previously unexplored mediating role of flow at work linking authentic leadership to innovative work behavior. Additionally, it is the first study that explicated how creative self-efficacy moderates the relationship between authentic leadership and innovative work behavior; the relationship between the two is stronger when creative self-efficacy is high.