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The purpose of this paper is to obtain empirical evidence, analyze and explain the mediating effect of the quality of work life (QWL), job-retention engagement and organizational citizenship behavior (OCB) on the relationship between transglobal leadership and employee performance.

The population in this research is all employees of the most outstanding cooperatives in East Java Province. The method used to analyze the data in this study is generalized structural component analysis.

The main findings of this research show that the effects of mediation variables of QWL, job involvement and OCB in transglobal leadership influence employee performance in cooperatives in East Java. These findings are not in line with the Theory of Leadership by Sharkey et al. (2012), and explains the link between behaviors of transglobal leadership and employee performance. The study finds a need for attention in intervening/mediating variables such as QWL, job involvement and OCB as regard the relationship between transglobal leadership and employee performance.

Transglobal leadership directly affects the QWL, job involvement and OCB: the higher the transglobal leadership, the higher the effect on QWL, job involvement and OCB. However, transglobal leadership has no direct effect on employee performance. Then, QWL, job involvement and OCB are mediating variables between the effects of transglobal leadership on full-mediation employee performance.

To improve the performance of employees of cooperatives, some improvements are needed such as an increase in the quality of a leader’s cooperative approach, especially with transglobal leadership style. However, particularly in the approach, factor of quality of work life, job involvement and OCB cannot be ignored or overriden. Improved leadership capacity, priority for improved business intelligence main factor, while the quality of work-life priorities take precedence in the growth and development factors. Job involvement of preferred priority on self-esteem factor performances, while the main priority organizational citizenship behavior on altruism factor. Employee performance will be improved with the aforementioned ideal conditions, especially on the work factor result.

Mediation effect of job involvement and OCB, using Sobel test, for assessing the relationship between translgobal leadership and employee performance has not been studied before.

This study aims to examine the effect of transglobal leadership on quality of work life (QWL), job involvement, organizational citizenship behavior (OCB) and human resource (HR) performance of tourism sector-engaged micro, small and medium enterprises (MSMEs) in East Java; to examine the moderating role of QWL, job involvement and OCB in the effect of transglobal leadership on HR performance of tourism sector-engaged MSMEs in East Java; to examine the effect of HR performance of tourism sector-engaged MSMEs on responsible tourism marketing and sustainable tourism competitiveness in East Java; and to examine the mediating role of responsible tourism marketing in the effect of HR performance of tourism sector-engaged MSMEs on sustainable tourism competitiveness in East Java.

The population of this research was all HR executives of tourism sector-engaged MSMEs in East Java and domestic and foreign tourists in East Java. The sampling of the tourism sector-engaged MSMEs in East Java (in 16 tourism potential cities) was performed using a purposive sampling technique. Determination of the sample size was made using the minimum criterion from structural model, ranging from 100 to 200. Thus, it was determined that the number of tourism sector-engaged MSMEs studied in this research was 200 enterprises from 16 tourism potential cities in East Java. From each tourism sector MSME, four employees and three tourists were selected. In total, this research involved 800 employees and 600 tourists (both domestic and foreign).

This research found that transglobal leadership (X) , QBL (M1), job involvement (M2) and OCB (M3) had an effect on HR performance (Y). The results of this research highlighted that QWL variable (M1) moderated the effect of transglobal leadership (X) on HR performance (Y). It was found that job involvement variable (M2) moderated the effect of transglobal leadership (X) on HR performance (Y). This research also detected that OCB variable (M3) moderated the effect of transglobal leadership (X) on HR performance (Y). This research found that HR performance (Y) had an effect on responsible marketing (Z1). It was obtained in this research that HR performance (Y) also had an effect on sustainable tourism competitiveness (Z2). Finally, this research found that responsible marketing (Z1) had an effect on sustainable tourism competitiveness (Z2).

Regarding the originality of this research, the holistic compilation was integrated from the theoretical concept of the HR and marketing strategies through the implementation of the tourism marketing concept and application that are responsible for tourism sector-engaged MSMEs in East Java. Of course, tourists need to get a good understanding of the marketing strategy to participate in controlling the sustainable tourism competitiveness in East Java.

The purpose of this paper is to examine the influence of transglobal leadership on quality of work-life, job involvement and its impact on the performance of micro, small and medium enterprises (MSMEs) employees throughout Malang Raya.

The population of the paper was all of MSME employees in Malang Raya and MSME developing in East Java regions, namely Sidoarjo, Pasuruan District, Pasuruan City, Kediri District, Jombang, Surabaya City, Blitar City and Blitar District. This paper uses GSCA for several reasons. First, it uses a structural model (involving several endogenous variables). Second, it involves unobservable variables that require a measurement model (variable measurement of the indicators). Third, it needs a comparative model testing that compares several groups of objects using the multigroup GSCA.

Transglobal leadership has a significant effect on quality of work life and job involvement in the five regions. It also has a significant effect on employee performance in the four regions, except Malang Regency. Quality of work life has a significant effect on job involvement in two regions, namely Malang City and Malang Regency, but not in the other three regions. Quality of work life and job involvement together has a significant effect on employee performance in all study sites.

These gaps motivate the researchers to comprehensively examine the relationship between QWL and employee performance, QWL and job involvement and job involvement and employee performance – these are the originality of the present study, in addition to different research locations. Small- and medium-sized enterprises (SMEs) in Malang are divided into three main groups, namely manufacturing business, merchandising business and service business.

The objective of this study is to analyze the influence of transglobal leadership and organizational culture on job performance with inter-employee trust as a moderating variable in Pusat Pelaporan dan Analisis Transaksi Keuangan (PPATK) Indonesia.

The population was 308 staff members of PPATK, which consists of regular and temporary employees; all of them have different backgrounds. Temporary employees are from the Ministry of Finance, General Attorney, Police Department, Bank of Indonesia, Ministry of Communication and Information and BSSN and National Bureau of Statistics. PPATK also hires some employees based on employment contracts, for example: receptionists, security, drivers, cleaning services and technicians. This group of employees did not participate as respondents in this study because they were not involved in financial transaction reports or analysis.

Leadership style and organizational culture influence job performance. Inter-employee trust is moderating the influence of transglobal leadership and organizational culture toward job performance.

In organizations, the implementation of culture on methods for developing behavior, which means organizational culture, will affect the behavior of individuals who work in the organization. Synergy between individuals and organizational culture will improve job performance, because the goals of organizational culture are applied in a transglobal context, likely to produce positive performance and organizational development outcomes. Facilitate the vision and mission of the organization and one of them is developing human resource competencies.

The purpose of this paper is to provide an examination of the processes involved in institutionalizing change in government organizations. Following the lens of organizational learning, the authors seek to delineate strategies for fashioning long-lasting change in government settings.

Drawing from a large body of literature in organizational studies and public administration, this paper presents arguments and propositions about how organizational politics can enhance learning in government. The paper integrates the concept of power into the organizational learning framework, taking the 4I learning framework as a point of departure.

The paper formulates insights into how specific power mechanisms can be combined to facilitate the development of flows of learning in government organizations that are in change management process, and concludes that government settings represent a good example of organizations where pathological patterns of learning will be preeminent.

The paper provides an extension to discussions of the political dynamics of organizational learning. In doing so, the paper highlights the importance of the often over-looked feedback process in organizational learning. It also brings to the fore the importance of strategic leadership in change management processes in government sector organizations.

The paper serves to add impetus to change management discourse in the public sector by presenting a framework for institutionalizing learning in government settings. The paper also sheds light on how different forms of power may be balanced at each stage of the learning process in order to enhance institutionalization.

In today's constantly changing workplace, leaders encounter new challenges consequent to rising digitization. Tackling these problems effectively requires digital leadership, a prominent idea in discussions about what abilities the managers need to be developed in the digital age. The study analyses the leadership elements needed and determines the impact of digital leadership on sustainable performance. The aim of this systematic literature review (SLR) is to identify the relationship between digital leadership concepts and leadership development by proposing digital leadership for management development to ensure sustainable performance in an organisation.

ROSES (RepOrting Standards for Systematics Evidence Syntheses) was used as the publication standard for this systematic literature review, which incorporated a variety of research approaches. For this study's article selection, one of the most important scientific databases, Scopus, was used. Only articles published between 2001 and 2021 were reviewed. The focus of the article was on digital leadership and performance.

This review identified five main themes: leadership styles, measurements of leadership, antecedents to good leadership, outcomes of good leadership and gaps in current research areas. An additional ten sub-themes were derived from the five primary topics.

This paper systematically reviewed two decades of literature related to digital leadership and its impact on sustainable performance. The findings allow leaders to better understand the leadership trend and develop appropriate leadership practices to overcome future challenges for sustainable performance.

This study aims to test, analyze, review and describe the problem of “How effective strategies for cooperatives development in East Java.”

The sample of this study was all cooperative employees in East Java province. The study focuses on the quantitative and qualitative approaches, sampling techniques with purposive sampling on employees of all cooperative districts/cities in East Java. A quantitative approach that is an inferential statistical analysis using the analytic hierarchical process (AHP) method was applied with a diagram/hierarchy.

The results of this study is the quality of work life criteria, which have an overall weight of 35%, play an important role in experts’ choice of employee performance measurement indicator selection. The development strategy goal for this study is as follows: work behavior (first place), work result (second place) and personal characteristics (third place).

This paper uses the AHP tool to identify strategies for cooperatives in East Java, which are rarely used in previous research, as well as the location of the research (cooperatives in Malang, Indonesia) that has not been studied in depth in other studies.

The purpose of this paper is to understand the emergence of employee leadership attributes and, further, examine its impact on employee work-related attitudes in terms of the competitive context of higher education institutions.

A data from a survey of 245 academic employees in Malaysian public universities were tested and analyzed on the 12 proposed hypotheses.

The results reveal that the emergence of employee leadership attributes, independently, has a significantly positive effect on work-related attitudes. Specifically, executive leadership has a significantly positive effect on organizational commitment, career satisfaction and job satisfaction, while innovative leadership has a significantly positive effect on organizational commitment and career satisfaction. In contrast, adaptive and effective leadership is associated when explaining organizational commitment, career satisfaction and job satisfaction, while innovative leadership is associated when explaining job satisfaction.

Academic scholars/leaders in higher education should realize that the emergence of employee leadership attributes has a positive effect on work-related attitudes, such as organizational commitment, career satisfaction and job satisfaction.

The paper extends the knowledge regarding complexity leadership theory which explains the emergence of employee leadership attributes naturally and, further, provides empirical evidence.

This study contributes to the leadership literature by examining how and when despotic leadership jeopardizes employees' performance. Specifically, we examine whether employees' job performance could be harmed by despotic supervision through employees' work withdrawal behaviour. Moreover, we investigate whether the quality of work-life (QWL) helps in toning down the harmful effects of despotic supervision on work withdrawal.

We used a multi-wave research design with data collected from 195 employees and their supervisors working in Pakistan's manufacturing sector. At time 1, we measured the independent variable (i.e. despotic leadership) and moderator (QWL), whereas, at time-2, the mediator (work withdrawal) was tapped by the same respondent with a time interval of three weeks between them. At time 3, the outcome (supervisor-rated job performance) was assessed directly by the supervisors.

The results support the mediating effect between despotic leadership and employees' performance through an enhanced level of work withdrawal behaviour. The effect of despotic leadership on job performance via work withdrawal behaviour was found to be weaker among employees with a higher level of QWL.

For individuals, QWL serves as an enhancement of personal resources to deal with despotic leaders at the workplace; for organizations, our study results alert managers and leaders at the workplace to address employees' need for QWL as this positive resource may discourage work withdrawal behaviour and stimulate employees to perform well in their jobs despite facing despotic supervision.

This study contributes to the leadership literature by introducing work withdrawal as an underlying mechanism to explain the despotic leadership – job performance relationship. Further, we examined how the harmful effects of despotic leadership can be toned down through the moderating variable of QWL thus having practical implications for both employers and employees.

The leaders’ perception about self and the opinion of the subordinates about them is crucial to understand why some leaders qualify for hate. Much has been discussed on the positive and ethical side of leadership. However, the research on the darker side of leadership needs more attention. Therefore, the purpose of this paper is to explore the factors along with their impact responsible for hate-for-leaders, a relatively scant area of leadership. This study may facilitate understanding why some leaders become subject to hate despite many efforts by the organization.

For exploring the different factors responsible for hate-for-leaders, a survey was conducted by developing a scale using the focus group, Delphi technique, exploratory factor analysis and confirmatory factor analysis. The results were analysed using structural equation modelling.

The factors responsible for qualifying the leaders for hate were identified. Moreover, the results indicated that the subordinate hate the leaders for his/her unacceptable behaviour/actions which they assume the leader has control over it and exhibited otherwise intentionally on targeted employees. Moreover, some undesirable behaviour of leaders is attributed to fundamental attribution errors i.e. situational factors.

A fully developed scale for assessing the hate-quotient for leaders is proposed. This research will facilitate the managers/leaders as to why some of the followers/employees hate them. This scale provides an opportunity for managers and leaders to introspect themselves for improved workplace relationships and not to encourage sunflower management that seeks to get submissive and aligned-thought employees around the leader.

The fact that the decisions taken by managers/leaders adversely affecting the employees are not always because of malice or wrong intentions but sometimes due to situational factors i.e. fundamental attribution error. Moreover, the scale act as a reference to evaluate the hate-for-leaders in the organizational context.