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The purpose of this paper is to identify behaviorally‐based training for management trainees with a foundation in employees' beliefs about effective managerial behaviors, and the relationship of these behaviors to employees' satisfaction with supervision, company as employer, and job assignments.

Manufacturing organization and social services agency employees (N=134) were surveyed by questionnaire and asked “How important do you think it is that managers exhibit the following behaviors?” and “How well does your manager exhibit the following behaviors?” Factor analysis produced three factors: Connection with employees, Vision, Autonomy. Employee satisfaction questions were included.

Vision and Autonomy scales for “How well does your manager exhibit the following behaviors?” showed significant, positive correlations for satisfaction with quality of supervision, and with company/agency as an employer. Connection with employees scale for “How important do you think it is that managers exhibit the following behaviors?” showed significant, positive correlations for employees' satisfaction with job assignments

Future research should include employees' perceptions of what constitutes effective managerial behaviors. Study should be replicated in larger, multicultural organizations to assess the universality of these managerial behaviors.

Specific recommendations for behaviorally‐based manager training of management trainees, based on employee‐identified behaviors, are provided.

The paper is creative in its inclusion of employees in data collection of definition of effective managerial behaviors and is valuable to those interested in management trainee programs linking behaviorally‐based development to employee satisfaction outcomes.

The purposes of this paper are to: help managers and other practitioners learn about voluntary, helpful employee behavior; provide examples of how such behavior is manifest in everyday work situations, and demonstrate how to assess the behavior for recruitment and selection. A brief study is presented that demonstrates how valid and reliable measures may be used to identify employee predisposition for voluntary, helpful behavior.

Two substantive components of this work are: a detailed literature review that describes and demonstrates the elements of voluntary, helpful behavior (v-hob); and a report of a brief correlational study that demonstrates how two short surveys may help in predicting employee voluntary, helpful behavior.

Literature review reveals that v-hob is related to many positive employee outcomes among which are better work performance, more positive relationships with co-workers and managers, and lower turnover, as contrasted with employees-in-general. The study undertaken reveals two measures: job dedication, and contextual performance are valuable in predicting employee v-hob.

In the survey portion of this paper the sample size is relatively small yet amenable for statistical analysis. Study participants are representative of a single academic discipline and are representative of the same university. The two survey tools used have repeatedly been shown to have validity and reliability.

This paper offers a detailed view of employee helpful behavior and it helps managers develop ways to assess one ' s proclivity for the behavior.

This paper helps managers, HR specialists and others attain knowledge on the expression of employee v-hob. Two survey tools are provided to help identify employees who may be predisposed to offer this desirable behavior.

Managers in China prioritize the cultivation of loyal employees, resulting in positive effects associated with leader-member exchange (LMX). However, fragmented evidence suggests that LMX also can trigger deviant behavior. LMX provides employees with access to resources, while it also harbors potential risks for deviant behaviors. Based on the cognitive-affective system theory of personality and resource-related theories, this study aims to explore the double-edged sword effects of LMX by examining how LMX influences interpersonal deviant behaviors through emotional and cognitive pathways, respectively.

This study involved three waves of paired data surveys that were conducted in China over one month, and a total of 117 leaders and 235 subordinates participated in this study.

Even though LMX as a job resource reduces workplace anxiety, LMX also generates work overload for employees. Workplace anxiety and work overload further result in interpersonal deviant behavior. Narcissistic admiration, as a personality trait, can weaken the mediating role of work overload but not that of workplace anxiety.

The finding can help managers pay attention to negative effect of LMX and provide suggestions for preventing employees’ workplace deviant behavior.

The findings revealed how LMX leads to negative outcomes in the workplace. In addition, the results demonstrated the buffering effect of narcissistic admiration on the negative effect of LMX.

This paper examines the impact of green human resource management (GHRM) practices on employees’ pro-environmental behavior in Pakistan’s hospitality industry. It attempts to identify the critical success factors involved in promoting GHRM and pro-environmental behaviors at the workplace using Interpretive Structural Modeling (ISM) and cross-impact matrix multiplication applied to classification (MICMAC) approaches. Later, based on the ability-motivation-opportunity (AMO) model, the study also categorizes the identified critical factors into three categories: ability, motivation and opportunity.

The ISM approach was applied to determine the contextual relationship among the identified critical success factors responsible for promoting GHRM. MICMAC, a structural technique to analyze and validate the ISM-based model, was used to determine the autonomous, dependent, linkage and independent factors based on expert opinions and judgments. The goal was to determine the role of GHRM in transforming the pro-environmental behavior of employees.

The study’s findings show that the proper integration of effective GHRM practices significantly impacts pro-environmental employee behavior. The hierarchical model introduces innovation in the field of GHRM because ISM-based hierarchical models are flexible enough to include or exclude practices according to the green organizational objectives in the hospitality industry within the context of Pakistan. The results offer a comprehensive illustration of the importance of GHRM practices in facilitating, encouraging and promoting employees to take green initiatives and achieve business sustainability.

The study utilizes the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) technique to identify key success criteria for GHRM, while the innovative approaches of ISM and MICMAC techniques were used to investigate employee pro-environmental behaviors. This novel method gives GHRM research an analytical direction by providing an organized framework for evaluating the impact of GHRM initiatives on environmental outcomes. Additionally, by focusing on developed economies rather than emerging ones, our study within Pakistan’s hospitality sector fills a knowledge vacuum on the dynamics of GHRM in a developing nation.

This study highlights the significance of managers in the hospitality sector serving as role models for implementing GHRM practices to encourage pro environmental behavior among employees. Prioritizing green structural capital, establishing standard environmentally friendly criteria for hiring and evaluating prospective employees and initiating green projects to promote a psychologically green environment are some of the key recommendations. Improving environmental performance, employee satisfaction and loyalty in the hotel industry requires constant communication, training and employee participation in sustainability decision-making.

The GHRM practices have been extensively discussed by academics and researchers. However, there is a notable absence of discussion on the key factors that play a role in transforming employees’ attitudes and behaviors.

This study examines the relationship between guanxi human resource management (HRM) practices and psychological withdrawal behavior and its mechanism, and examines the mediating role of psychological contract breach and the moderating role of employee resilience.

This study collected 287 three-stage questionnaires from 62 teams from public institutions, large state-owned enterprises and private enterprises in Sichuan Province, and used regression analysis, PROCESS and Amos structural equation model to test the research hypothesis.

Guanxi HRM practices positively influenced the employees’ psychological withdrawal behavior, and psychological contract breach played a mediating role in the relationship. Employee resilience not only moderated guanxi HRM practice and psychological contract breach but also moderated the mediating effect of psychological contract breach between guanxi HRM practice and psychological withdrawal behavior.

This study revealed the impact of guanxi HRM practices on employees’ psychological withdrawal behavior, which often serves as an early indicator of mental health issues. This finding has important implications for the research on relation-oriented HRM practices.

Drawing from the resource-based view and social information processing theory, this study explores the role of green servant leadership on organizational green performance and the mechanisms underpinning this relationship.

This study focuses on the textile industry in Pakistan, known as one of the most environmentally polluting sectors globally. Data were collected from 32 textile companies in the Punjab province of Pakistan. Using a purposive sampling approach, we distributed questionnaires in two phases with a two-week interval. In the first phase, 800 surveys were distributed, resulting in 457 valid responses for the second phase of data collection.

Our findings shed light on the relationship between green servant leadership and organizational green performance through the mediating role of employees’ green creativity, particularly in the presence of higher levels of green psychological climate. Furthermore, our study demonstrates that employees’ green creativity and voluntary pro-environmental behavior sequentially mediate the relationship between green servant leadership and organizational green performance. We also found evidence for the interaction between green psychological climate and employees’ green creativity in enhancing organizational green performance. The implications of these findings for both theory and practice are discussed in this study.

This study offers a significant contribution to the literature by exploring the multifaceted drivers of organizational green performance. It integrates the roles of green servant leadership, green creativity, voluntary pro-environmental behavior and green psychological climate, presenting a holistic understanding of how leadership influences sustainability outcomes. By introducing serial mediation through employees’ green creativity and voluntary pro-environmental behavior, the research provides new insight into the mechanisms underpinning these relationships. Furthermore, the inclusion of green psychological climate as a moderating factor advances theoretical discussions on contextual influences in green servant leadership. Beyond theoretical contributions, this study offers practical guidance for managers and policymakers by identifying actionable strategies to foster environmentally responsible workplace behaviors, promote innovative green practices and align organizational policies with sustainability goals.

Work engagement has been shown to be one of the most significant positive employee outcomes in organisations and a critical factor in overall business success. The effect of leadership behaviour on employee work engagement has also been established as one of the most critical interactions in the literature. Accordingly, this study aims to investigate the impact of a leader’s knowledge-hiding behaviour on employee work engagement. Moreover, this study examines how organisational citizenship behaviour moderates the relationship.

This study adopted a quantitative method with 289 front-line employees from Jordan’s banking sector, each of whom was asked to complete an online self-report questionnaire.

The findings of this study indicate that leaders’ knowledge-hiding negatively affects the three dimensions of employee work engagement (namely, physical, emotional and cognitive). Additionally, the findings provide evidence for the negative moderating effect of organisational citizenship behaviour on the direct relationship between leaders’ knowledge-hiding behaviour and three employee work engagement dimensions.

This study adds to the body of literature by proposing and empirically demonstrating the impact of leaders’ knowledge-hiding behaviours on all three dimensions of employee work engagement. Furthermore, this study adds to the knowledge-hiding phenomenon and work engagement literature by proposing the mitigation role of organisational citizenship behaviour on the negative relation between leaders’ knowledge-hiding behaviour and employees’ employee work engagement.

This research aims to highlight the connection of entrepreneurial leadership with improved organizational outcomes through employee-driven factors of creativity and behavior. It addresses certain existing research gaps concerning the interaction of leadership practices with organizational performance.

A quantitative cross-sectional design was employed to analyze the interaction among the study variables. Data was collected from 414 employees across various industries in Punjab, Pakistan through an adapted questionnaire which was in structured form. Smart Pls 4 and SPSS were used for analysis of the collected data.

The findings indicate positive and significant effect of entrepreneurial leadership on organizational performance, wherein employee creativity and behavior are the key mediators. The study shows that high levels of employee creativity and positive behavior are directly linked to improved performance metrics in organizations led by entrepreneurial leaders. This consequently underscores the need of creating an environment which encourages creativity and supports positive employee behaviors required for entrepreneurial leadership.

This research enriches the academic discourse by quantitatively confirming the mediating role of employee creativity and behavior between entrepreneurial leadership and organizational performance. Unlike previous studies which focused mainly on direct effects or less quantifiable leadership aspects, this study provides empirical evidence supporting a model where employee attributes significantly impact organizational success under entrepreneurial leadership. This insight is valuable for leaders and practitioners aiming to utilize entrepreneurial leadership in dynamic business settings.

Drawing on the conservation of resources theory, this research examines the relationship between managers’ servant leadership and frontline employees’ customer-oriented boundary-spanning behaviors by considering career meaningfulness as an underlying mechanism. Furthermore, this study investigates a moderated mediation model by proposing work centrality as a boundary condition in the relationship between career meaningfulness and customer-oriented boundary-spanning behaviors.

Two-source (manager-frontline employee dyad) data were collected through a survey questionnaire from hospitality organizations at three different points in time. Hayes’ PROCESS macro was used to analyze the data.

Findings show that managers’ servant leadership fosters frontline employees’ customer-oriented boundary-spanning behaviors directly and through career meaningfulness. Frontline employees’ work centrality moderates the relationship between career meaningfulness and customer-oriented boundary-spanning behaviors (second stage) and the indirect effect of servant leadership (through career meaningfulness) on customer-oriented boundary-spanning behaviors (moderated mediation).

The findings imply that managers should exhibit servant leadership behaviors to enhance frontline employees’ sense of career meaningfulness and customer-oriented boundary-spanning behaviors. Additionally, hospitality organizations and managers are encouraged to prioritize work centrality when hiring frontline employees and implement training programs to cultivate work centrality.

This study’s originality lies in exploring career meaningfulness as the underlying mechanism linking servant leadership to customer-oriented boundary-spanning behaviors while also examining work centrality as a second-stage moderator in this relationship.

This study aims to explore two main objectives. Firstly, it examines the mediating roles of green human resource management practices (GHRMPs) and green employee creativity (GEC) between green transformational leadership (GTL) and green employee behaviour. Secondly, it investigates the moderating effect of green individual values (GIVs) on the indirect relationship between GTL and green employee behaviour.

The study involved 326 employees from ECOTEL-certified hotels in India. Analysis was conducted using the Statistical Package for Social Sciences (SPSS) AMOS and MACRO.

The results indicate a direct relationship between GTL and green employee behaviour. Additionally, GHRMPs and GEC partially mediate this relationship. Furthermore, GIVs positively moderate the indirect relationship between GTL and green employee behaviour, specifically moderating the path between GHRMPs and GEC.

This study fills a significant gap in the literature by investigating the combined effects of GTL, GHRMPs, GEC and GIVs on employee pro-environmental behaviour. Understanding these relationships is crucial for organizations aiming to implement effective green initiatives and cultivate a culture of environmental responsibility among employees. This study is ground-breaking in its approach, delving into the complex network of interconnected variables through both mediation and moderation analyses. By doing so, it aims to uncover the intricate mechanisms influencing employees' inclination towards pro-environmental behaviour.