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Managing patients’ health information is one of the building blocks of the health system and the adoption of health information technologies like electronic health records (EHRs) is expected to reduce the various challenges in keeping and accessing quality health-care data that aid decision-making among medical practitioners. This study aims to investigate how leadership styles and change management affected the job performance of health information management practitioners on their adoption of EHRs in tertiary hospitals in Nigeria.

The study used primary data collected using a Likert scale questionnaire from 117 health information management officers and health information technicians in selected tertiary hospitals in South-Eastern Nigeria. The data were analysed using bivariate correlation and multiple regression techniques of inferential statistics.

The analyses revealed that transformational leadership style, transactional leadership style and change management had significant positive influence on the job performance of health information management practitioners. However, laissez-faire leadership style did not show any significant positive influence. A further analysis showed that the combined effects of leadership styles and change management were also affirmed to significantly influence the adoption of EHRs for quality health-care delivery in Nigerian tertiary hospitals.

The study contributes to health information management and the need to understand how leadership styles and change management can influence the adoption of EHRs. However, there is no adequate research that examined the role of leadership style and change management in influencing the job performance of Nigerian HIM practitioners regarding their usage of EHRs in tertiary hospitals in Nigeria.

IT security compliance is critical to the organization’s success, and such compliance depends largely on IT leadership. Considering the prevalence of unconscious gender biases and stereotyping at the workplace and growing female leadership in IT, the authors examine how the internalization of stereotype beliefs, in the form of the employee’s gender, impacts the relationships between leadership characteristics and IT security compliance intentions.

A controlled experiment using eight different vignettes manipulating Chief Information Officer (CIO) gender (male/female), Information Technology (IT) expertise (low/high) and leadership style (transactional/transformational) was designed in Qualtrics. Data were gathered from MTurk workers from all over the US.

The findings suggest that both CIOs' and employees' gender play an important role in how IT leadership characteristics – perceived expertise and leadership style – influence the employees' intentions and reactance to comply with CIO security recommendations.

This study's findings enrich the security literature by examining the role of leadership styles on reactance and compliance intentions. They also provide important theoretical implications based on gender stereotype theory alone: First, the glass ceiling effects can be witnessed in how men and women employees demonstrate prejudice against women CIO leaders through their reliance on perceived quadratic CIO IT expertise in forming compliance intentions. Secondly, this study's findings related to gender role internalization show men and women have a prejudice against gender-incongruent roles wherein women employees are least resistive to transactional male CIOs, and men employees are less inclined to comply with transactional female CIOs confirm the findings related to gender internationalization from Hentschel et al. (2019).

This study highlights the significance of organizations and individuals actively promoting gender equality and fostering environments that recognize women's achievements. It also underscores the importance of educating men and women about the societal implications of stereotyping gender roles that go beyond the organizational setting. This research demonstrates that a continued effort is required to eradicate biases stemming from gender stereotypes and foster social inclusion. Such efforts can positively influence how upcoming IT leaders and employees internalize gender-related factors when shaping their identities.

This study shows that more work needs to be done to eliminate gender stereotype biases and promote social inclusion to positively impact how future IT leaders and employees shape their identities through internalization.

This study redefines the concept of “sticky floors” to explain how subordinates can hinder and undermine female leaders, thereby contributing to the glass ceiling effect. In addition, the study elucidates how gender roles shape employees' responses to different leadership styles through gender stereotyping and internalization.

This study aims to investigate the conceptual relationship between full-range leadership theory (FRLT) and patient safety culture in primary care settings, aiming to understand how leadership styles influence the development and sustainability of a culture prioritizing patient safety.

Using a conceptual analysis approach, the study builds a theoretical framework that integrates FRLT – which includes transformational, transactional and laissez-faire leadership styles – with the elements of patient safety culture. This framework serves as the basis for a comprehensive literature review, allowing for the formulation of hypotheses regarding the impact of each leadership style on patient safety culture.

The analysis demonstrates that transformational leadership bolsters patient safety culture by fostering open communication, encouraging error reporting and facilitating continuous improvement. Transactional leadership yields mixed effects, effectively supporting compliance and operational outcomes but showing limitations in promoting a proactive safety culture. Conversely, laissez-faire leadership is associated with negative outcomes for patient safety culture, mainly due to its passive and detached approach.

The originality of this study is rooted in its focused examination of FRLT’s impact on patient safety culture within primary care settings, the development of a unique conceptual framework and its contribution of actionable insights for health-care leadership. These elements collectively advance the understanding of how leadership can enhance patient safety culture, providing a solid foundation for future research and practical application in primary care environments.

This study investigated what are the effective leadership styles and practices that boost employees’ work outcomes during the COVID-19 pandemic from the perspective of facilities management professionals (FMPs).

Three predominant leadership styles (transformational, transactional contingent reward and disaster management) were operationalized into 38 leadership practices (X variables) and 8 work outcomes (Y variables). The explanatory sequential research design was adopted. Online questionnaire survey was first conducted on FMPs who managed facilities during the critical periods of COVID-19 pandemic in Singapore. In-depth interviews were then carried out with subject matter experts to elaborate on the quantitative findings.

During the pandemic, FMPs were significantly stressed at work, but also experienced significant job satisfaction and satisfaction with their leaders/supervisors. Statistical results revealed a range of leadership practices that are significantly correlated with FMPs’ work outcomes. One leadership practice is critical as it affects 4 of the 8 FMPs’ work outcomes - frequently acknowledging employees’ good performance during the pandemic.

The study explored 3 leadership styles. There are other styles like laissez faire and servant leadership that might also affect work outcomes.

Based on the findings, suggestions were provided to organizations that employ FMPs on how to improve their work outcomes during a crisis such as a pandemic.

The novelty is the discovery that in the context of a global disaster such as the COVID-19 pandemic, the most relevant leadership styles to boost employees’ work outcomes are transactional contingent reward and disaster management leadership. The study adds to knowledge by showing that not one leadership style is superior – all 3 styles are complementary, but distinct, forms of leadership that need to work in tandem to boost FMPs’ work outcomes during a crisis such as a pandemic.

This longitudinal study focuses on the specific behaviours of both top and other leaders in family firms that are implementing lean and green practices in order to contribute to the sustainability transition.

Over the course of two years and two months, longitudinal comparative case research was carried out within two Indonesian family firms in the logistics and transportation business. Data were collected via of 86 interviews, 37 observed meetings within the firms and 12 work floor visits. The thematic analysis approach was based on the “fuller full-range theory of leadership”.

Over time, the leaders at various hierarchical levels learned to diversify their behavioural repertoire; solely exhibiting the transactional or transformational leadership style was not effective for employees’ adoption of lean and green practices. Instead, the leaders had to integrate the behaviours from the transactional, transformational and instrumental leadership styles.

This study explores the extension of leaders’ behaviours over time. Our findings result in two propositions that theoretically explain the evolved behaviours that steered the organisational transformation towards a lean and green firm. Given its context (i.e. Indonesian family-owned logistics firms), this study offers insights that might generalise to similar family firms in other Asian countries.

Variations of human-versus-structure and within-humans at the organizational and the project level are critical in shaping the internal arrangement for effectiveness of project-based organization’s (PBOs) governance. Recent discourse presents governmentality at the organizational level and leadership at the project level as human agency of governance, whereas governance structures to be their counterpart. However, project-level mechanisms of governmentality that can help to understand possible variations among these governance dimensions remained veiled. This study uses institutional theory to explore these internal arrangements accommodated by variations of PBOs governance dimensions at the project level.

The study followed Eisenhardt protocols of multiple case study design using an abductive research approach. Considering the heterogeneity of governance as a phenomenon in literature, boundary conditions were established before theorizing the model of the study to avoid ambiguities and define the research scope. Five PBOs were chosen using theoretical sampling, yielding 70 interviews. Data were analyzed by constant comparison with theory, using replication logic and cross-case analysis.

Findings revealed that project managers perform a buffer function for governmentality at the project level. Identified mechanisms of governmentality at the project level included two downward mechanisms, i.e. communication and informal interactions of governors, and two upward mechanisms of adaptation and reciprocity by project managers and project team members. Cross-analysis for variations among PBOs’ governance at the project level revealed seven arrangements showcasing synergies or contrasts.

The study adds to organizational project management literature by advancing the significance of congruence between humans and structures in project governance. Furthermore, the synchronization of the project manager’s leadership style with the governmentality approach and governance structure of PBOs is of crucial importance at the project level. Findings suggest the same by showcasing synergetic versus contrasting internal arrangements accommodated in varying PBOs governance dimensions. Implications highlight that synergies among PBOs governance dimensions and project manager’s styles can minimize conflicts and inconsistencies in governance implementation, whereas contrasts might trigger them.

Based on the Social Exchange Theory and Conservation of Resources Theory, this study aims to investigate the impact of transformational and transactional leadership on scientists’ innovative work behavior (IWB). It also examines the mediating effect of scientists’ psychological empowerment in the relationship between transformational leadership and IWB as well as between transactional leadership and IWB.

This study uses a quantitative design and uses data from a sample size of 357 scientists from all five different subject domains of India’s largest civilian Research and Development (R&D) organization, the Council of Scientific and Industrial Research. Hierarchal component modeling (HCM) was performed for transformational leadership transactional leadership and psychological empowerment, whereas IWB was modeled as a first-order reflective construct. PLS-SEM was used to assess the study’s model and hypotheses.

It was found that transformational leadership is positively related to IWB and psychological empowerment mediates the relationship between transformational leadership and IWB. Moreover, transactional leadership was found to be positively related to IWB while psychological empowerment did not mediate the relationship between transactional leadership and IWB.

This study adds to IWB literature by empirically testing the mediating role of psychological empowerment between transformational leadership-IWB and transactional leadership-IWB link in the R&D context of an emerging economy using HCM.

This study aims to explore the relationship between three primary constructs: leadership styles, job satisfaction and organizational commitment among private-practice quantity surveyors in the Nigerian construction industry.

A questionnaire survey of 127 quantity surveying consultancy firms in Abuja was conducted using a quantitative research approach. A total of 76 acceptable questionnaires were returned from a total of 127 that were distributed, giving a response rate of approximately 60%. The data were analyzed using partial least square structural equation modelling.

Results showed a positive indirect link between leadership styles and organizational commitments, with job satisfaction acting as a partial mediator. It was also found through importance–performance map analysis, which is crucial for prioritizing managerial actions, that an employee’s commitment to a task is strongly influenced by that person’s level of job satisfaction.

The study is quantitative and cross-sectional in nature, collecting information from a single source within an organization. A longitudinal strategy and a mixed methods approach should be used in future research.

Superiors/principal partners should make an effort to demonstrate a comprehensive understanding of leadership styles that is capable of enhancing job satisfaction and creating pleasant interaction in the work environment to increase the commitment of employees working in quantity surveying consultancy businesses.

As far as the author is aware, this study is one of the few to examine the impact of job satisfaction as a mediator between organizational commitments and leadership styles in the Nigerian construction industry. Furthermore, the study provides the basis for further discussion of the concepts offered in the paper.

This paper examines the impact of leadership behaviors on startup's entrepreneurship in Vietnamese southern areas in the time of Covid-19.

The paper uses OLS regression model to evaluate the impact of leadership behaviors on startup's entrepreneurship in Vietnamese southern areas. Besides, the paper also uses AHP method to identify the factors that influence leadership behaviors in startups in the context of economic shock like the Covid-19 pandemic.

Results reveal that the transformational leadership behavior has a positive correlation with startup's entrepreneurship while the transactional and laissez-faire leadership behaviors are negatively related to startup's entrepreneurship. In addition, using AHP method, certain determinants of leadership behaviors in startups have been specified; among which, the most profound influencing factors are respectively hi-tech use (0.081), training policy (0.079) and check (0.78). In contrast, the factors with negligible impacts include recruitment policy (0.004) and culture (0.037) in startups in the context of economic shock like the Covid-19 pandemic.

This research only evaluates this impact in the Covid-19 times. In the future, comparisons between the time after the Covid-19 at traditional enterprises and state enterprises are to be done to clarify the difference of this impact.

By using OLS model and AHP model with the data collected from 209 start-ups, the paper examines the impact of leadership behaviors on start-up's entrepreneurship in the time context of economic shock like the Covid-19 pandemic and propose some recommendations to enhance entrepreneurship in startups in the developing countries.

This study is a step forward in the entrepreneurship research branch that investigates the entrepreneurship issue from the perspectives of social and interpersonal processes. With the identification of the leadership behaviors’ role in shaping start-up's entrepreneurship come highly applicable implications towards the emergence of more effective entrepreneurial startups in the time of Covid-19 and this prevalent digital context.

With the identification of the leadership behaviors' role in shaping startup's entrepreneurship come highly applicable implications toward the emergence of more effective entrepreneurial startups in the time of Covid-19 and this prevalent digital context. This study is conducted to analyze the impact of leadership behaviors on startup's entrepreneurship in the southern areas of Viet Nam having the most startups but affected the most seriously by the Covid-19 pandemic, which has not research on this topic for startups in a developing country like Vietnam in the context of an economic shock.

This study examines the influence of quality culture (QC) on university performance (UP) within the higher education (HE) context of Saudi Arabia, exploring the mediating roles of transformational (TFL) and transactional leadership (TNL) styles.

The study utilizes a cross-sectional survey approach, collecting data through online surveys from administrators representing public and private universities in Saudi Arabia. Data analysis is conducted using PLS-SEM.

The findings indicate that QC exerts a notable direct influence on UP, along with an indirect effect mediated by TFL and TNL. Additionally, the influences of TFL and TNL on UP are statistically significant. However, the effect of TNL on UP and its role as a mediator in the QC-UP relationship demonstrate partial significance.

This study enriches the theoretical comprehension of quality assurance in HE by incorporating QC as a dynamic capability within Dynamic Capability Theory and TL and TFL as valuable resources within Resource-Based View theory. However, limitations such as a cross-sectional design and reliance on input solely from university administrators must be acknowledged.

The study offers practical insights for policymakers, administrators, and quality managers, emphasizing the economic benefits of robust QC in universities. It highlights QC's impact on policy, curriculum development, and public trust, advocating tailored strategies to improve efficiency and collaboration, crucial for overcoming bureaucratic barriers, especially in public universities.

The originality of this study lies in introducing TFL and TNL as mediators between QC and UP within a university setting.