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The fear of COVID-19, being an emerging research variable and a parcel of the ongoing pandemic, has not yet been fully studied with respect to leadership and employee family life. Based on the conservation of resources theory, the current study aims to investigate the relationship between despotic leadership and work-family conflict under the context of fear prevailing due to COVID-19. The paper also highlights the mediating role of emotional exhaustion between the two variables.

Data were collected in two waves by using a time-lagged design from 225 nurses from hospitals in the Central Punjab region in Pakistan. Analysis was done through process macro in SPSS.

Results showed that despotic leadership is positively related to work-family conflict directly and through emotional exhaustion indirectly. Furthermore, the moderation of fear of COVID-19 has also been noted such that its increase strengthened the direct as well as the indirect relationship between despotic leadership and work-family conflict.

During the days of COVID-19, the pandemic posed a strong threat to employees' family lives, especially in the presence of despotic leaders at the workplace. Amidst the widespread fear and harmful effects of COVID-19 on economies and organizations, this study provides novel implications for policymakers, researchers and practitioners for mitigating the impact of despotic leadership on employees' family lives.

In this chapter, the authors explore the notion of loneliness in the CEO role. Traditionally, leaders are portrayed as possessing plentiful personal and social resources whereas lonely people are portrayed as socially and personally lacking, and so the notion of being lonely in a leadership position seems counterintuitive. The authors explore the elements of the CEO role and discuss the various ways the position can induce or perpetuate loneliness. The authors review the research on loneliness in relation to the CEO role and lay the foundation for future research in this underdeveloped area. The authors propose that loneliness is likely to develop when CEOs either are new to the leadership role or enact negative individual behaviors and might be felt more acutely during times of poor performance, criticism, and difficult decisions. The authors discuss implications and suggestions for future research.

This study aims to better understand the emotional challenges that inexperienced accounting researchers may face in conducting ethnographies. To do so, the authors use Arlie Russell Hochschild’s (1979, 1983) notions of “feeling rules” and “emotion work” to shed light on the possible nature and impact of these challenges, and how her ideas may also become fruitful for academic purposes.

The authors take a reflective approach in sharing the raw observation notes and research diaries as first-time ethnographers in the area of management accounting. The authors use these to analyze “unprocessed” experiences of emotional challenges from the fieldwork and how the authors learned to cope with them.

The authors illustrate how emotional challenges in conducting ethnographies can be rooted in a clash with prevalent feeling rules of certain study situations. The authors explore the conditions under which these clashes occur and how they may prompt researchers to respond through means of emotion work to (re-)stabilize those situations. Based on these insights, the authors also discuss how wider conventions of the accounting academy may contribute to emotional challenges as they stand in contrast to principles of ethnographic research.

There remains a tendency in the accounting domain to largely omit emotional challenges in the making of ethnographies, especially in writing up studies. In this paper, the authors are motivated to break this silence and openly embrace such challenges as an asset when the authors talk about the process of creating knowledge.

This study aims to investigate how despotic leadership affects employee well-being through bullying behavior. The study further investigates emotional intelligence as a conditional variable on the association between bullying behavior and employee well-being.

The data from 257 nurses and their immediate supervisors (dyads) were collected on convenience basis using a cross-sectional design. Further, structural equation modeling was used to analyze the data.

The study noted that despotic leadership negatively affects employee well-being. Specifically, despotic leaders were noted to trigger employees’ bullying behavior that ultimately diminish their well-being. The study noted emotional intelligence as a conditional variable such that individuals with high emotional intelligence are more likely to buffer the negative association between bullying behavior and employee well-being.

This study highlights the importance of employee well-being and suggests the management focus on their leadership style. Further, the study suggests to Human Resource practitioners the importance of personality traits (emotional intelligence) at the time of recruitment, as it serves as a coping strategy to diminish employee well-being.

Drawing upon the conservation of resources, this study shed light on the mediating role of bullying behavior between negative leadership (despotic) and well-being. In addition, emotional intelligence has not been examined as a conditional variable between bullying behavior and employee well-being.

Within the theoretical frameworks of conservation of resources and job demands-resources (JD-R), the study aims to examine how sleep deficit could be negatively related to creativity at work by depleting critical resources of creativity.

The survey data were collected from 368 individuals nested in 40 teams at a call center. The authors conducted multilevel analysis to test the proposed hypotheses to account for the hierarchical nature of the data while simultaneously estimating the effect of predictors at different levels on individual-level outcomes and maintaining the predictors' level of analysis.

Through the data, the study presents how the depletion of resource, that is, emotional exhaustion, functions as a mediating mechanism that connects sleep deficit to creativity at work. Further, the study presents that higher job demands can worsen the negative effects of resource depletion on creativity at work because they further deplete resources needed for creative behaviors. Specifically, when sleep-deprived, those working in a high-task-interdependence climate are likely to experience emotional exhaustion more severely than do those in a low-task-interdependence climate. Also, the relationship between emotional exhaustion and creativity is more negative for managers than for non-managers because of managers' higher job demands.

By presenting sleep deficit-linked inhibitors of creativity at work, the authors highlight the importance of securing sufficient sleep and affective resources when designing jobs and HR practices in organizations.

This paper addresses the call for attention to examining the mechanisms through which sleep deficit affects employee creative behavior.

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.

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.

Drawing upon the conservation of resources (COR) theory, this paper investigates the moderated mediation model linking benevolent leadership to organizational citizenship behaviors towards the organization (OCBO) and towards individuals (OCBI) in the context of higher education. The mediating roles of leader-member exchange and affective commitment as well as the moderating roles of the two attachment styles—attachment anxiety and attachment avoidance—are also examined.

Data were collected from a sample of 333 university lecturers and analyzed using partial least square structural equation modeling (PLS-SEM).

The results demonstrate that leader-member exchange and affective commitment are mediating resources that help benevolent leaders motivate university lecturers to engage in two types of OCBs. Moreover, attachment anxiety and attachment avoidance act as the respective enhancer and inhibitor for the indirect effects of benevolent leadership on both OCBs through leader-member exchange. In contrast, the relationships between benevolent leadership and two types of OCBs through the mediating role of affective commitment are not contingent on the attachment styles of lecturers.

The findings suggest that university leaders who aim at promoting OCBs among lecturers should deploy benevolent leadership style to facilitate a positive social exchange relationship as well as foster their affective commitment. Such leadership style is especially effective in influencing lecturers who possess attachment anxiety personality traits.

This pioneer research develops and empirically tests a COR theory-grounded moderated mediation model pertaining to benevolent leadership and lecturers' OCBs. The findings contribute to the educational management literature by demonstrating that benevolent leadership, a crucial organizational resource, significantly motivates lecturers' voluntary and extra-role behaviors in a dynamic and contingent manner. Leader-member exchange and affective commitment are important mediating resources in the process of transforming benevolent leadership into beneficial behaviors. Further, the effectiveness of benevolent leadership largely depends on lecturers' personality traits of attachment anxiety and avoidance. These novel mediating and moderating findings demonstrate the sequential and interaction effects of various organizational and individual resources on lecturers' OCBs; thus, adding value to the COR theory's core principles, including resource caravans and resource investment behaviors.