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The purposes of this paper are first to resolve the inconsistent relationship between leader intellectual stimulation and follower creativity by investigating a promising moderator and then to examine the role of follower creative ability and job autonomy as mediating mechanisms linking leader intellectual stimulation with follower creativity.

A time-lagged study was undertaken to gather data from employees working in the information technology sector in Vietnam (N = 415). This study used structural equation modeling (SEM) to analyze the gathered data.

This study found a positive direct relationship between leader intellectual stimulation and follower creative performance. Moreover, the follower proactive personality moderated this direct relationship. Furthermore, the results illustrated that follower creative ability and job autonomy partially mediated the positive effect of leader intellectual stimulation on follower creativity.

This is one of the first studies to investigate the moderating role of follower proactive personality in resolving the inconsistent relationship between leader intellectual stimulation and follower creativity. Moreover, with using follower creative ability and job autonomy as mediating mechanisms, this study provides evidence that leader behaviors have a partially indirect association with follower creativity through follower abilities and work characteristics.

This study, first, examines whether a low culture person–organization (P-O) fit reduces job satisfaction and organizational citizenship behavior (OCB). Second, the author investigates how an organization's current innovation culture affects employees' attitudes and behaviors. Third, the author focuses on the interplay between leadership and organizational culture by testing whether supervisors' intellectual stimulation can mitigate the negative effects of a low innovation culture.

Data were collected via online questionnaires from 135 employees. Using the organizational culture assessment inventory, employees described their current and their preferred organizational culture and rated their supervisors' behavior.

Current-preferred culture discrepancies and a low innovation culture were associated with lower job satisfaction. The negative effect of a low innovation culture on employees' satisfaction was moderated by supervisors' intellectual stimulation (i.e. employees working in a low innovation culture are more satisfied when they have a stimulating supervisor). If employees' preference regarding the desired culture differed from those of their colleagues, they reported less OCB. Intellectual stimulation exacerbated this effect.

The author relied on self-reported cross-sectional data.

Actions are needed to ensure that the current culture and the preferred culture align and that employees agree on how the organizational culture should develop. Unless followers prefer different cultures than their colleagues, supervisors should show intellectual stimulation, especially in a culture whose norms do not support innovation.

The author emphasizes the positive consequences of a culture P-O fit and contributes to the much needed knowledge regarding the interplay between organizational culture and leadership behaviors on employees' attitudes and behaviors.

The purpose of this paper is to investigate the precise role of intrinsic motivation and autonomy in relation to intellectual stimulation in creating a creative climate in a professional services firm. The intention is to discover whether theories that stress the primacy of the need for intrinsic motivation and autonomy over other managerial goals such as monitoring find support.

The authors propose and test a model for the relationship of interest. The theoretical model is tested through analysis of multilevel data gathered across in two iterations over two years from 177 employees and 64 teams in one company.

The authors find that intrinsic motivation and autonomy mediate the relationship between intellectual stimulation and creative climate. Autonomy exercises a stronger mediating effect than intrinsic motivation.

The single company research context’s specificity; causal relationships between variables cannot be empirically investigated; the verified research model cannot claim to represent how the organization actually functions, for which qualitative work is required.

Theories stressing the primacy of employee autonomy are supported over those stressing a need for management to monitor and control autonomy-seeking employees.

This paper shows the vital mediating role of employee autonomy and to a lesser extent intrinsic motivation in a professional service firm context.

The purpose of this study is to examine the effects of shared transformational leadership and its components on team viability and team satisfaction through the mediating processes of workplace spirituality and team trust, the emergent states of team processes.

This study is based on software project teams working in India’s information technology sector. The study adopts a cross-sectional research design to investigate the relationships between the study’s constructs.

This study shows varying effects of the components of shared transformational leadership on team viability and team satisfaction. The study has shown empirical evidence for the mediating role of workplace spirituality in the relationship between shared transformational leadership components and team effectiveness components. This study reveals the intervening roles of workplace spirituality and team trust in the relationship between shared transformational leadership as a unidimensional construct and team viability and effectiveness.

Team rewards and team autonomy can cultivate a sense of community and trust among team members. Team trust facilitates autonomy, and workplace spirituality helps develop connectedness among team members.

This study has contributed to the research discourse on team effectiveness by demonstrating that workplace spirituality and team trust act as mediators in the relationship between shared transformational leadership and team effectiveness. This study has shown the relative strength of the effects of the components of shared transformational leadership on workplace spirituality, team viability and team satisfaction.

The purpose of this paper is to investigate the role of followership dimensions in the transformational leadership process by reversing the lens from the traditional leader-centric perspective to emerging followership perspective and examine the role of trust as a mediating variable in the proposed relationship.

Using quantitative method data were collected through a questionnaire from 506 respondents of the telecom sector in Pakistan. The proposed hypotheses were tested using SPSS V.23 and PROCESS V.3.1.

The results indicate that followership dimensions (active engagement and independent critical thinking) positively affect all the four constructs of transformational leadership (idealized influence, inspirational motivation, intellectual stimulation and individualized consideration). Furthermore, trust in leadership partially mediates the direct relationship between followership dimensions and transformational leadership constructs.

This study is conducted in a developing country context which limits its generalizability in other cultural backgrounds. Hence, further investigation could test the role of followership using different samples and methods.

Organizations need to pay more attention to followers’ development to produce better followership outcomes that will ultimately help establish strong relationships with transformational leaders and sustained positive outcomes.

This study empirically tests Shamir’s (2007) “reversing the lens” perspective and extends a distinct theoretical contribution to the social exchange theory that neither followers are passive participants, nor always on the receiving end of the relationship but they actively participate to establish a strong relationship with their leaders.

This paper aims to explore the leadership values and practices of Confucius in the light of transformational leadership theory.

This paper is literature based.

The paper discusses four key dimensions of transformational leadership theory: idealized influence, inspirational motivation, intellectual stimulation and individualized consideration and uses these as a framework for exploring the values of and teaching approach used by Confucius. The key message of the paper is that educational leaders have much to learn from a Confucian leadership style that is fundamentally transformational in nature and encompasses moral/ethical, socially critical, and democratic dimensions.

The paper presents a case study of an English as a second language (ESL) school and identifies several practical suggestions for ESL leaders to consider if they are to follow the tenets of Confucius's teachings.

The paper is original as it links the values and practices of Confucius to transformational leadership theory and considers how this theory might look in practice for leaders within a contemporary ESL school context.

Organizations have increasingly been compelled to engage in ecological businesses in recent decades, necessitating identifying environmental practices contributing to enhanced sustainability. One of the main reasons for doing this research is to see how far down the path to green transformational leadership (GTFL) in Green Human Resource Management (GHRM) practices in the healthcare industry in Pakistan. Additionally, this research aims to analyze how this change affects the long-term success of businesses in sustainable performance (SP).

To identify factors related to the study variables, the research utilized master journals, as well as the Web of Science and Scopus databases. The ISM-DEMATEL (Interpretive Structural Modeling - Decision Making Trial and Evaluation Laboratory) technique was employed to establish a hierarchical model. This model facilitated the identification of cause-and-effect relationships among factors, which were further elucidated using the DEMATEL interrelationship diagram.

The analysis of the results indicates that Green Training (F4), Green Job Analysis (F1), Intellectual Stimulation (F10), and Green Product Innovation (F9) are the primary factors that have a significant impact on achieving Environmental Policies and Regulations (F13), and Subjective Environment Norms (F14) of SP factors.

The study is implemented in the healthcare industry of Pakistan, with a focus on practical and managerial aspects. It encourages managers to develop and adapt their human resources policies and environmental strategies. Implementing safety health standards is crucial to mitigate the detrimental effects on the environment. The research was carried out during the period of the pandemic. The scope of this study was restricted to the healthcare industry in Pakistan.

In order to improve SP, this study presents a unique strategy combining sustainability into decision-making procedures with the function of GTFL in GHRM. Implementing safety health standards is crucial to mitigate the detrimental effects on the environment.

A typology of basic affective and cognitive orientations is developed within a generic cultural socio-cognitive trait theory of a “plural affect agency” (the emotional organisation).

Affective personality is defined in terms of a set of affect traits. These are defined in terms of epistemically independent bipolar affect types, which in turn coalesce into a set of mindset types that can be related to the classical four temperaments.

Different affect types are supposed to differently regulate the three stages of emotion management. Affect types and cognitive types provide mutual contexts, and foster reciprocal affect and cognitive orientations.

The theory provides guidance for analysis of cultural differentiation within social systems (societies/organisations), with reference to identification, elaboration and execution of “emotion knowledge” and “cognitive knowledge”.

Understanding interdependencies between cognition and emotion regulation is a prerequisite of managerial intelligence and strategic cultural intelligence, which is in demand for interaction and integration processes across social systems.

From the framework model linking emotion expression and emotion regulation with cognition analysis, a typology arises allowing ex-ante expectation of typical patterns of behaviour.

This research aims to explore the relationship between transformational leadership and employee creativity. In addition, we intend to study the moderating role played by learning orientation in the relationship between transformational leadership and employee creativity.

Data have been collected from employees working at the Airtel and Aircel call centers of J&K (India). A two-step approach to structural equation modeling (SEM) was applied. Confirmatory factor analysis was conducted to assess the proposed measurement model fit and construct validity. The structural model was generated to test the significance of the theoretical relationships.

The results revealed that there is a positive relationship between transformational leadership and employee creativity, and it is being moderated by learning orientation.

Although this study expands our knowledge about the role of learning orientation between transformational leadership and employee creativity, the prospects for further research are still present. The cross-sectional design of study might not have been able to extract the true essence of the cause-and-effect relationship between transformational leadership and employee creativity.

Transformational leaders promote followers’ creativity, so the management may find it valuable to invest in transformational leadership training for supervisors and team leaders, or use personality testing to screen for high-caliber candidates, who have high potential of becoming a transformational leader. The characteristics of a transformational leader, when coupled with the learning orientation of employees, yield positive results in the form of employee creativity, which managers can use to generate sustainable competitive advantages for their organizations.

This paper is original, as it contributes to existing theory by establishing the moderating role played by learning orientation in between transformational leadership and employee creativity. The moderation has been proved via SEM with the help of latent constructs, which is seldom done.

This paper examines the leadership of police officers in the top levels or ranks of an Australian police organization. The sample consisted of 480 senior police who recorded the frequency of leadership behaviors of the person they directly report to via the Multifactor Leadership Questionnaire. Multi‐regression was used to identify predictors of the leadership outcomes of leader effectiveness and extra effort. The study found that each rank of senior officers had unique sets of leadership behaviors that influence the perception of leader effectiveness and motivation to exert extra effort. The Stratified System Theory was used to explore why each rank had unique combinations of predictors. Finally, the paper discusses the multilevel issues of leadership and the importance of considering rank in relation to leadership at the senior levels of police organizations.