Purpose This study reconceptualizes employee trust in leaders as a multidimensional relational system and develops a hierarchically integrated measurement scale that captures evaluative, reciprocal and structural dimensions of leadership trust. Design/methodology/approach A theory-driven, multi-stage scale development process was employed. Data were collected from 450 Chinese expatriate employees assigned to overseas positions in multinational enterprises (MNEs) headquartered in Zhejiang Province, China. Exploratory factor analysis (n = 200) and confirmatory factor analysis (n = 250) were conducted to validate the dimensional and hierarchical structure of the proposed scale. Findings Results support a four-dimensional structure comprising interpersonal reliance, distrust vigilance, perceived being trusted and contextual trust support. The dimensions are empirically distinct yet hierarchically integrated into a higher-order construct of employee trust in leaders. Distrust vigilance emerges as a significant but negatively oriented component, indicating that trust and vigilance coexist within leader–employee relationships. The findings demonstrate that leadership trust extends beyond unidimensional evaluation and includes reciprocal signaling and institutional embedding. Originality/value This study advances leadership theory by integrating distrust vigilance and contextual support into the conceptual architecture of trust and by validating a multidimensional hierarchical scale. The findings provide a more comprehensive representation of leadership trust, particularly in complex and multinational organizational contexts. The scale was developed and validated using a sample of Chinese expatriate employees in MNEs; researchers and practitioners applying these findings in other national or organizational settings should consider potential boundary conditions and offer actionable implications for leadership development and organizational design.
Purpose Drawing on Social Exchange Theory (SET), this study examines the influence of authentic leadership on employees' workplace deviance, positing that trust in leadership serves as a central mediating mechanism. Furthermore, this process depends on followers' perceptions of HRM practices. Design/methodology/approach The study sampled 382 employees from Korean firms and collected data across three stages. Hypothesized mediation, moderation and moderated mediation models were tested through regression and bootstrapping techniques. Findings Trust in leadership mediated the relationship between authentic leadership and both interpersonal and organizational deviance. Perceived HRM practices moderate the negative relationship between trust in leadership and workplace deviance, such that this relationship is stronger when perceived HRM practices are high. Accordingly, the indirect effect of authentic leadership on deviance through trust in leadership was amplified under high perceived HRM practices. Originality/value This study reveals that authentic leadership influences employees' deviant behavior through a relational psychological mechanism, thereby extending current theory. It also shows that the organizational context influences the effectiveness of authentic leadership. When perceived HRM practices are high, their effect is more significant.
Purpose This study investigates how paradoxical leadership (PL) influences employees' ambidextrous innovation through the mediating role of harmonious work passion (HWP). It further examines whether variability in perceived PL weakens this mediation path. Design/methodology/approach Drawing on the self-determination theory and the social information processing theory, we tested a cross-level moderated mediation model using matched data from 125 supervisors and 611 employees across a high-tech enterprise in China. Findings Results indicate that PL positively predicts both exploitative and exploratory innovation via enhanced HWP. However, variability in perceived PL did not significantly moderate this mediation effect. Practical implications Our results show that leaders can boost employees' ability to improve existing processes and explore new ideas by supporting autonomy, offering clear guidance while allowing flexibility and encouraging genuine enjoyment in work. Consistent leadership behaviors help employees feel secure and motivated to balance efficiency and innovation goals. Originality/value This study advances PL theory by uncovering the motivational pathway through HWP and clarifying the limited role of within-team perceptual variability. It offers a novel contribution to understanding how leaders navigate competing demands to promote dual innovation in dynamic work contexts.
Purpose The main aim of this study was to explore how coworker competitiveness shapes knowledge-hiding behaviour in knowledge-intensive sectors, focusing on the mediating roles of being envied at work and perceived negative workplace gossip and the moderating influence of authentic leadership. Design/methodology/approach Data were gathered from a 2-wave survey of 228 professionals in India's information technology (IT) and banking sectors and analysed through the lens of social comparison theory and conservation of resources theory. Findings The analysis revealed that coworker competitiveness did not directly predict knowledge hiding or envy, but it significantly reduced negative workplace gossip. Gossip, rather than envy, emerged as the key relational mechanism driving knowledge hiding. Authentic leadership does not moderate these dynamics, suggesting that leadership interventions alone may not neutralise competitive tensions. Originality/value This research advances theory by demonstrating that competitiveness in structured, high-pressure environments can coexist with cooperation and may even suppress gossip. It reframes gossip as the critical link between rivalry and knowledge withholding in organisational behaviour literature. Practically, the findings underscore the need for team-level and cultural interventions beyond leadership training to foster open knowledge exchange.
PurposeThe purpose of this study is to examine how leader personality traits and cognitive abilities influence perceptions of inspirational communication and organizational proactivity during a crisis. Design/methodology/approachA quasi-natural experiment design with multi-source data was used. The crisis condition included N = 217 frontline leaders, their managers (N = 217) and N = 1,112 followers. Non-crisis condition included N = 151 leaders, their managers (N = 151) and N = 753 followers. Leaders completed self-report measures of reward interest, change consideration and attentional focusing. Followers rated inspirational communication, and managers rated organizational proactivity. FindingsDuring the crisis, leader reward interest and change consideration positively associated with follower perceptions of inspirational communication, which in turn predicted manager-rated organizational proactivity. Attentional focusing moderated this relationship such that low attentional focusing strengthened the link between inspirational communication and organizational proactivity. These effects were not observed in the non-crisis condition. Findings suggest that specific combinations of leader traits and abilities are more influential during crises, highlighting the importance of novelty-seeking, solution-focused thinking and cognitive flexibility in shaping effective leadership behaviors under conditions of uncertainty and disruption. Practical implicationsLeaders who are curious, open to change and can maintain broad situational awareness will inspire their teams and act proactively. Organizations could assess these traits when selecting or training frontline leaders. Originality/valueAn interdisciplinary approach to crisis leadership by integrating reinforcement sensitivity, wisdom and attentional control theory is used. This combines neurobiological, cognitive and wisdom-based perspectives to understand how personality and cognitive traits shape leadership effectiveness under uncertainty.
Purpose Drawing on affective events theory, this study aims to investigate the association between vicarious abusive supervision and defensive silence, examine fear as a mediating mechanism associated with this relationship and explore the moderating role of emotional contagion in shaping employees' emotional and behavioral responses to vicarious abusive supervision. Design/methodology/approach A quantitative survey was conducted to collect time-lagged data from 422 employees in Korean manufacturing companies. Hypotheses were tested using structural equation modeling and the PROCESS macro. Findings Vicarious abusive supervision exhibited a positive association with fear, which in turn mediated its relationship with defensive silence. Furthermore, emotional contagion strengthened the positive association between vicarious abusive supervision and fear, as well as the indirect relationship between vicarious abusive supervision and defensive silence through fear. Originality/value This study advances the literature on workplace mistreatment and employee silence by suggesting that observing supervisory abuse directed toward coworkers may contribute to employees' fear and defensive silence. By integrating the concept of emotional contagion, the study explains why fear-related silence associated with observed abuse may be more pronounced in some employees than in others.
Purpose The growing integration of artificial intelligence (AI) is reshaping leadership practices in small and medium sized enterprises, yet the mechanisms underlying this transformation remain insufficiently explored. This study examines how AI adoption contributes to leadership transformation through improvements in decision quality within SMEs. Drawing on transformational leadership theory and research on responsible AI governance, a conceptual model is tested using survey data collected from 302 leaders of Tunisian SMEs. The analysis employs Partial Least Squares Structural Equation Modeling, which is appropriate for assessing complex mediation and moderation effects. The findings indicate that more intensive AI use enhances decision quality, supporting the development of more participative and future oriented leadership practices. Transformational leadership is positively associated with employee engagement and organizational performance. Moreover, a responsible AI climate strengthens the relationship between AI adoption and leadership transformation, highlighting the importance of ethical and transparent AI governance in supporting sustainable leadership development outcomes globally. Design/methodology/approach This study adopts a quantitative research design using data collected from 302 leaders of Tunisian SMEs through an online survey. Structural equation modeling (SEM) with the SmartPLS 4 software was applied to test the proposed conceptual model and hypotheses. The model examines the direct effects of AI use on decision quality, leadership transformation, and organizational performance, as well as the moderating role of a responsible AI climate. Reliability, validity and multicollinearity tests were conducted to ensure the robustness of the measurement and structural models. Findings The results reveal that the use of AI significantly enhances decision quality and promotes transformational leadership among SME leaders. Decision quality partially mediates the relationship between AI use and leadership transformation. Transformational leadership, in turn, has a positive and significant impact on both employee engagement and organizational performance. Furthermore, the presence of a responsible AI climate strengthens the relationship between AI use and leadership transformation. These findings highlight the strategic and ethical importance of AI adoption in fostering effective and adaptive leadership within Tunisian SMEs. Research limitations/implications This study is limited to Tunisian SMEs, which may restrict the generalization of findings to other cultural or organizational contexts. The use of a cross-sectional design limits causal inference. Future studies could adopt longitudinal or comparative approaches to validate these results across industries and regions. Despite these limitations, the research provides strong empirical evidence on the role of AI in shaping leadership behaviors. It also opens new avenues for exploring how digital technologies and ethical climates jointly influence managerial practices and organizational development. Practical implications The study provides actionable insights for SME leaders and policymakers in emerging economies. It emphasizes that integrating Artificial Intelligence (AI) into managerial processes enhances decision quality, promotes transformational leadership and strengthens employee engagement. Managers should focus on fostering a responsible AI climate that supports ethical use, transparency and trust. Training programs should develop leaders' digital and analytical skills to align technology with human values. These findings guide organizations in leveraging AI strategically to achieve sustainable performance and foster innovation-driven growth. Social implications This study highlights the social value of adopting AI responsibly within small and medium-sized enterprises. By fostering transparent and ethical AI practices, organizations can strengthen trust between leaders and employees, promote fairness in decision-making, and enhance overall workplace well-being. Responsible AI leadership also contributes to reducing resistance to technological change and encourages inclusive participation in digital transformation. Ultimately, the findings underline that ethical and human-centered AI adoption not only drives organizational performance but also supports broader social sustainability and responsible innovation in the digital economy. Originality/value This study offers an original contribution by integrating technological, behavioral and ethical dimensions to explain how AI drives leadership transformation and organizational performance in SMEs. It extends transformational leadership theory by introducing decision quality as a key mechanism and a responsible AI climate as a moderating factor. Empirical evidence from Tunisian SMEs provides new insights into how AI adoption fosters ethical, data-driven, and adaptive leadership practices. The research adds value to both scholars and practitioners seeking to align digital innovation with sustainable and human-centered management.
Purpose Drawing on the job demands–resources model and the stimulus–organism–response framework, this study examines how organizational signals and artificial intelligence–enabled work conditions shape employees’ intention and behavior in supporting digital-intelligence transformation. Design/methodology/approach Data were collected through a three-wave time-lagged survey of 316 employees from high-technology enterprises and analyzed using structural equation modeling and response surface analysis. Findings The results show that digital leadership and artificial intelligence digital assistant skills strengthen employees’ digital-intelligence mindset and digital-intelligence self-efficacy, which in turn promote supportive intention and behavior. Knowledge sharing culture exhibits weaker and partially negative effects on readiness. Alignment between mindset and self-efficacy enhances supportive outcomes, whereas misalignment undermines supportive intention. In addition, artificial intelligence and robotics awareness amplify the effect of self-efficacy on supportive intention. Practical implications The findings highlight the importance of employee readiness configurations in artificial intelligence–enabled transformation contexts. Originality/value This study advances microfoundational understanding of digital-intelligence transformation by integrating readiness alignment and boundary conditions into an employee-centered model.
Purpose This study aims to examine how health and social care executives in England and Wales construct and manage work–life boundaries in digitally connected leadership roles and how boundary practices shape the enactment of transformational leadership across public and private contexts. Design/methodology/approach The study adopts a qualitative design using semi-structured interviews (n = 19) with health and social care executives, analysed through Braun and Clarke's (2022) six-step thematic analysis procedure using NVivo 12. Findings Executives enacted work–life balance (WLB) through three inductively derived interpretive frames, termed here “WLB orientations”: balance achievers, balance sceptics and dynamic regulators. These orientations are distinct from existing boundary management typologies in that they capture how executives construct the meaning and achievability of balance rather than their preferences for boundary integration or segmentation. Transformational leadership functioned as boundary work but differed by sector; public sector leaders relied on relational care under constraint, while private sector leaders embedded empowerment and well-being practices supported by more integrated digital infrastructure. Practical implications The study highlights the need for organisations to formalise digital communication norms, develop executive boundary competence as a measurable leadership capability and treat technology investment as a well-being intervention, particularly in NHS and publicly funded care settings. Originality/value This study contributes a WLB orientation typology by proposing three distinct interpretive frames (balance achievers, balance sceptics and dynamic regulators) and shows how transformational leadership sustainability depends on sectoral conditions and digital infrastructures.
Purpose This study investigates how entrepreneurial attributes influence Sustainable Performance (SP) through Dynamic Capabilities (DC). Grounded in Dynamic Capabilities Theory (DCT) and Resource Dependence Theory (RDT), it examines the roles of Entrepreneurial Business Networks (EBN), Entrepreneurial Orientation (EO), and Entrepreneurial Leadership (EL) in enhancing SP. Additionally, the study examines the necessary conditions of entrepreneurial attributes for attaining various levels of DCs, and of DCs themselves for achieving Sustainable Performance (SP). Design/methodology/approach A multi-method approach is employed, integrating Partial Least Squares Structural Equation Modeling (PLS-SEM) and Necessary Condition Analysis (NCA). Data from 294 manufacturing MSMEs in India is analyzed to assess both symmetric and asymmetric relationships. Findings Results indicate that EBN, EO, and EL significantly enhance DC. While EBN and EL directly improve SP, EO has no significant direct impact. However, DC mediates the relationship between entrepreneurial attributes and SP, highlighting its critical role. NCA confirms that entrepreneurial attributes, especially EL and EO, are must-have conditions for the development of DC, while EBN is a nice-to-have, and that DC, comprising sensing, learning, integrating, and reconfiguring capabilities, are themselves necessary (must-have) conditions for achieving SP. Research limitations/implications The findings offer actionable insights for MSMEs seeking to enhance sustainability. Entrepreneurs should prioritize the development of DCs, as they are essential for achieving SP. Policymakers and industry stakeholders can leverage these insights to design interventions that strengthen MSMEs' adaptive capabilities. Originality/value This study offers a methodological refinement and contextual extension by combining PLS-SEM (symmetric analysis) and NCA (asymmetric analysis) to differentiate between “must-have” (necessary) and “nice-to-have” (sufficient) conditions for DC and SP. It advances theoretical understanding by integrating DCT and RDT to explain the entrepreneurial determinants of SP.
Purpose This study aims to investigate the state of the art regarding the relationships among transformational leadership (TL), integrated marketing communication (IMC), innovation performance (IP) and organizational performance (OP). Design/methodology/approach A systematic literature review (SLR) was conducted, covering 48 articles published between 2018 and 2023. The search was performed in three major international databases. The review mapped and analyzed the interrelationships among TL, IMC, IP and OP, highlighting theoretical gaps and directions for future research. Findings The results indicate that TL positively influences IP and OP, while IMC shows a positive association with both performance dimensions. Moreover, the findings suggest that IMC may operate as a mediating or moderating mechanism through which transformational leadership translates into innovation and organizational performance. Research limitations/implications This review is limited by its time frame (2018–2023) and the exclusive use of three international databases, which may have excluded relevant regional studies. Future research should expand the scope, incorporate more recent publications and empirically test the proposed conceptual framework. Practical implications The study offers actionable insights for managers by showing how aligning transformational leadership with integrated marketing communication practices can enhance strategic alignment, strengthen organizational culture, support innovation processes and improve organizational performance. Social implications By emphasizing leadership and communication practices that foster innovation and organizational resilience, this study contributes to discussions on sustainable economic growth and decent work, aligning with the United Nations Sustainable Development Goals, particularly SDG 8 (Decent Work and Economic Growth) and SDG 9 (Industry, Innovation and Infrastructure). Originality/value This paper contributes to the leadership and organizational development literature by synthesizing fragmented evidence, identifying underexplored relationships, and proposing an integrative research agenda that connects leadership, communication, innovation performance, and organizational performance.
Purpose This study examines the strategic congruence between transformational and transactional leadership - an ambidextrous leadership approach - as a key driver of digital transformation (DT) readiness. By linking ambidextrous leadership with dynamic capabilities, it investigates how the synergy (or incongruence) between exploratory and exploitative leadership behaviors shapes employees' adaptability to digital change through their perceptions of team-level dynamic capabilities.Design/methodology/approach A quantitative design was adopted using polynomial regression and response surface analysis to assess the effects of leadership congruence on DT readiness. Data were collected from 434 employees, focusing on individuals' perceptions of their team's exploration and exploitation capabilities. The analysis tested the indirect effects of leadership congruence on DT readiness via perceived dynamic capabilities, rather than formal mediation.Findings Results show that high congruence between transformational and transactional leadership significantly enhances DT readiness. When both styles are strong and aligned, perceived team-level exploration and exploitation are optimized, strengthening organizational agility. The findings suggest a significant indirect association through dynamic capabilities, indicating that balanced leadership is associated with both innovation and operational discipline in digital contexts.Research limitations/implications This study advances the integration of ambidextrous leadership and dynamic capabilities theories in the DT context. Limitations include the cross-sectional design, reliance on self-reported perceptions, and possible industry-specific constraints. Future research could adopt longitudinal designs and examine contextual moderators such as digital literacy or organizational culture.Practical implications Organizations should develop leaders capable of integrating transformational and transactional styles to manage exploration-exploitation tensions dynamically. Leadership programs should cultivate both visionary, change-driving and disciplined, execution-oriented competencies to enhance adaptability to digital change.Originality/value This research contributes to leadership studies in DT by showing how congruence between established leadership styles can indirectly enhance DT readiness through perceived dynamic capabilities. It offers practical guidance for embedding adaptability into digital strategies using existing, well-validated leadership frameworks.
PurposeEmpirical studies have reported inconsistent findings regarding the relationship between authentic leadership and follower outcomes, creating challenges for developing effective management strategies. To address this issue, the present study investigates the effects of authentic leadership on employees' attitudinal, behavioral, and relational perception outcomes, while also examining the moderating roles of power distance, individualism–collectivism, and gender. Design/methodology/approachFollowing the PRISMA guidelines, a meta-analysis was conducted based on a systematic review of 115 empirical studies involving healthcare employees (N = 44,078). Effect sizes were synthesized using Comprehensive Meta-Analysis (CMA) software. FindingsThe results indicate that among various outcomes, authentic leadership exerts the strongest influence on relational perception, particularly trust in the manager, followed by voice behavior, structural empowerment, organizational citizenship behavior (OCB), job satisfaction, job performance, work engagement, psychological capital, and organizational commitment. In addition, authentic leadership significantly reduces workplace bullying, turnover intention, and burnout. Power distance, individualism/collectivism, and gender are found to significantly moderate some of these relationships. Originality/valueThis study advances the understanding of how authentic leadership shapes follower outcomes in the healthcare sector and offers important theoretical and practical implications for leadership research and practice in this context.
Purpose This paper explores the evolving nature of leadership in the context of AI integration, focusing on the transformation of leadership roles, ethical challenges and the redistribution of power and decision-making authority. It aims to offer a conceptual framework that guides leadership theory and practice in the digital age. Design/methodology/approach Using a structured literature review of sources published between 2014 and 2024, the paper synthesizes insights from transformational leadership, ethical leadership and the Cynefin framework. It also examines key organizational and human-centric challenges associated with AI adoption, including resistance to change, ethical risks and competency development. Findings The review indicates that in AI-mediated systems, leadership is enacted primarily as leadership governance. This involves decision-rights allocation, accountability, oversight and auditability, and escalation and human override. It also includes contesting algorithmic outputs when needed. The three domains identified (human-centred, strategic and technical) function as resources for enacting governance. Legitimacy and identity pressures rise when leaders are held accountable for AI-influenced outcomes without equivalent interpretive access or discretionary control. Practical implications For leadership educators, the findings suggest the need to move beyond generic “AI literacy” toward governance-informed learning designs that develop judgement under algorithmic mediation. Curriculum modules can explicitly combine ethical reasoning, identity work, and decision-making under algorithmic uncertainty. Originality/value The paper contributes to leadership theory by reconceptualizing transformative leadership in AI-integrated contexts as leadership governance, a sociotechnical condition defined by decision-rights allocation, institutional accountability, oversight, and enforceable escalation and override.
Purpose This study examines the effectiveness of mindfulness-based self-leadership training (MBSLT) in enhancing self-efficacy and resilience among organisational leaders. It further examines the effects on perceived stress, offering empirical insights into this integrated training approach for leadership development. Design/methodology/approach This randomised controlled longitudinal intervention study assigned leaders to either a six-week online mindfulness-based self-leadership training (intervention group) or a control group that received no equivalent training. Leaders were recruited from companies in Germany, Austria, Switzerland and Liechtenstein, with complete post-intervention data available for 128 leaders. Data were analysed using factorial analyses of variance (ANOVA), paired-sample t-tests and Bonferroni corrections to ensure statistical rigour and reliability. Findings The training significantly improved self-leadership, mindfulness, resilience and self-efficacy while substantially reducing perceived stress among leaders. These results demonstrate the effectiveness of the integrated MBSLT intervention in improving psychological resources relevant to leadership functioning. By contrast, no significant changes were observed in the control group. Originality/value Drawing on self-regulation theory, this study is among the first to empirically examine the effects of an integrated MBSLT intervention in an organisational leadership context. The study evaluates the overall impact of a combined training programme designed to strengthen leaders' self-regulatory capacities. The results offer practical insights for designing leadership initiatives in high-pressure environments and emphasise future research directions to evaluate durability, cultural transferability, and organisational impact.
Purpose The purpose of this study is to investigate how school principals in T & uuml;rkiye enact liminal leadership while navigating the complexities of refugee education. As principals operate in contexts shaped by demographic change, policy ambiguity and the psychosocial needs of displaced learners, this study seeks to examine the ethical, relational and adaptive dimensions of their leadership practices. Drawing on liminality theory, trauma-sensitive and culturally responsive leadership and social justice frameworks, the research aims to illuminate how principals mediate between bureaucratic structures and humanitarian imperatives. Ultimately, the study intends to contribute a nuanced theoretical model of leadership at the threshold.Design/methodology/approach This study employed a qualitative multiple-case study design to examine school leadership in refugee-hosting contexts. Twelve principals from metropolitan districts with significant refugee enrollment participated in semi-structured interviews, which were recorded, transcribed verbatim and analysed using Braun and Clarke's six-phase thematic analysis. Purposeful sampling ensured variation in gender, school level, experience and refugee student ratios. Methodological rigor was supported through credibility, transferability, dependability and confirmability strategies, including member-checking, triangulation, detailed documentation and an audit trail. These procedures ensured that findings remained grounded in participants' lived experiences and provided a trustworthy foundation for interpreting leadership practices in complex educational settings.Findings The findings reveal that principals in refugee-hosting schools enact liminal leadership characterised by cultural responsiveness, ethical flexibility, emotional engagement and cross-institutional collaboration. Leaders prioritised creating trauma-sensitive and inclusive climates through routines that foster safety and belonging. They frequently interpreted policies flexibly, using discretion to address the complex needs of refugee students. Emotional labour emerged as central to building trust with families and supporting staff. Principals also acted as boundary-spanners, coordinating with nongovernmental organisations (NGOs), municipal services and community organisations. Collectively, these practices illustrate leadership "at the threshold," balancing bureaucratic demands with compassionate, context-responsive action to support refugee learners.Research limitations/implications This study has several limitations. First, the sample was limited to principals working in metropolitan public schools, which may restrict the transferability of findings to rural areas or private school settings with different structural and cultural dynamics. Second, data were based solely on self-reported interviews, which may reflect subjective interpretations rather than direct observations of practice. Third, the cross-sectional design captures leadership experiences at one point in time, limiting insight into how practices evolve during prolonged refugee integration. Finally, the study does not include the perspectives of teachers, students or parents, which may have enriched the analysis.Practical implications The study offers several practical implications for schools serving refugee students. Principals should prioritise trauma-sensitive routines, culturally responsive practices and multilingual communication to foster emotional safety and belonging. Flexible interpretation of policies can enable more equitable access to schooling for newly arrived learners. Investing in sustained trust-building with families enhances engagement and supports smoother integration. Additionally, schools benefit from strengthening partnerships with municipalities, NGOs and psychosocial services to address students' multidimensional needs. Professional development on trauma awareness and intercultural competence is essential for teachers. Overall, liminal leadership practices can guide schools in balancing regulatory requirements with compassionate, context-responsive action.Social implications The study highlights significant social implications for schools, families and communities involved in refugee education. Principals' efforts to create culturally responsive and trauma-sensitive environments strengthen social cohesion by fostering mutual understanding between refugee and local students. Flexible policy enactment and trust-building practices help reduce marginalisation and support refugees' sense of safety and belonging. Enhanced collaboration with NGOs and municipal units expands families' access to social services, contributing to community well-being. Moreover, relational leadership strengthens parent-school partnerships, helping rebuild trust in public institutions for families affected by displacement. Overall, liminal leadership promotes inclusion, equity and social stability in diverse educational settings.Originality/value This study offers a unique contribution by applying the concept of liminality to school leadership in refugee-hosting contexts - an area that remains underexplored in international literature. While existing research often focuses on teachers, policy frameworks or student experiences, this study highlights how principals lead amid ambiguity, ethical tension and emotional complexity. By integrating culturally responsive practices, trauma-informed approaches, policy improvisation and cross-agency collaboration into a single conceptual model, the study advances an original framework of liminal leadership. This perspective reveals how leaders operate "at the threshold" between bureaucratic mandates and humanitarian needs, filling a significant theoretical and empirical gap.
PurposeThis study systematically reviews the impact of authentic leadership on organizational innovation, focusing on its conceptualization, effects and underlying mechanisms. It addresses research gaps by exploring intercorrelations and contextual variations, guiding future studies and practical strategies to enhance innovation in organizational settings. Design/methodology/approachThis study employs a systematic literature review, utilizing the Scientific Procedures and Rationales for Systematic Literature Reviews (SPAR-4-SLR) protocol for data collection process. The study applies Theory-Context-Characteristic-Method (TCCM) framework to examine the impact of authentic leadership on organizational and employee innovation, based on a comprehensive analysis of 101 empirical studies from 2008 to June 2024. FindingsThis research suggests that authentic leadership has a significant impact on organizational innovation, promoting trust, ethical behavior and transparency. Key mediating factors, such as psychological empowerment and psychological capital, play crucial roles, enabling employees to feel valued and motivated to contribute creatively. Additionally, the effectiveness of authentic leadership is moderated by contextual factors, such as organizational culture and external pressures, which can either enhance or limit its impact. Originality/valueThis paper is among the first to contribute to authentic leadership and innovation literature by detailing how authentic leadership impacts innovation, focusing on boundary conditions and mediators and providing insights for scholars and practitioners. Organizations and managers can enhance innovation by encouraging leaders to be genuine, transparent and ethical, thereby building a culture of creative thinking that leads to more effective problem-solving and the development of innovative solutions.
PurposeTo better understand the role power distance plays when embedding corporate sustainability in a large finance organisation, which impacts hundreds of thousands of customers. Design/methodology/approachInterpretive, qualitative, exploratory study where 24 participants from all hierarchical levels within one large Australian finance organisation (directors, managers, frontline staff) were interviewed (semi-structured). These interview transcripts were triangulated with the organisation's corporate reports and field notes. FindingsWhile directors espoused corporate sustainability values where anyone could speak up in their ‘nice’ organisation, subordinates reported a high power distance; this behaviour stopped subordinates asking corporate sustainability questions. Subsequently, the organisation was media-shamed for engaging in greenwashing. Research limitations/implicationsThis study's limitations highlight opportunities for further theoretical and practical contributions. As a single-case design, findings cannot be generalised; however, their depth offers fertile ground for comparative multi-case research across finance and other purported low power-distance contexts. Future studies could examine how normative niceness interacts with structural power in organisations that espouse egalitarian cultures. Conceptually, the study contributes by theorising niceness as a moralised form of normative control that sustains silence and protects dominant financial logic, offering a transferable lens for understanding institutional barriers that inhibit the embedding of corporate sustainability. Practical implicationsPractically, this study illuminates the organisational levers directors and senior leaders can adjust to dismantle high power-distance norms that undermine corporate sustainability. By showing how normative niceness suppresses speaking up, the findings emphasise the need for governance mechanisms that surface undiscussables, including independent sustainability oversight and structured contrarian briefings. The study also contributes practical guidance for redesigning incentive systems to reward authentic upward challenge rather than compliance. Additionally, it highlights the value of establishing cross-level forums that normalise voice, enabling psychologically safe dialogue. Collectively, these insights provide actionable pathways for embedding sustainability as a lived organisational practice. Social implicationsThis study highlights significant social implications arising from high power distance and normative niceness within large finance organisations. When staff self-censor and uncomfortable issues remain undiscussable, risks tied to customers' financial wellbeing go unaddressed, contributing to erosion of public trust in the financial sector. Silencing subordinate voices also perpetuates inequity, as those closest to customers – often frontline staff – are least empowered to influence decisions that affect community outcomes. The persistent dominance of financial logic over corporate sustainability logic ultimately undermines societal efforts to address climate risk, ethical governance and long-term economic resilience, affecting millions who depend on responsible finance. Originality/valueAustralia prides itself as being egalitarian; however, this research found high power distance behaviours. Normative niceness played a role in masking high power distance, which enabled financial logic. As a consequence, corporate sustainability was stymied and subordinates were silenced from raising legitimate corporate sustainability suggestions and concerns.
PurposeThis study synthesises global research on leadership styles and employee engagement using a bibliometric and science-mapping approach. It addresses persistent fragmentation across theoretical lenses, methodologies and regional contexts by examining how the field has evolved, identifying influential contributors, and uncovering dominant themes and research gaps. Design/methodology/approachFollowing the PRISMA protocol, we retrieved 349 peer-reviewed journal articles published between 2000 and 2024 from the Scopus database. We conducted performance analysis and science mapping covering co-authorship, co-citation, bibliographic coupling and keyword co-occurrence. We used VOSviewer and bibliometrix (Biblioshiny) to map the intellectual structure, collaboration networks and thematic evolution of leadership style–engagement research. FindingsPublications increased sharply after 2010, with transformational leadership and employee engagement forming the dominant thematic backbone. The maps show strong linkages between leadership styles, motivation, job satisfaction and organisational outcomes, yet they also expose underdeveloped themes around digital and hybrid leadership, cross-generational engagement, and engagement in virtual work settings. The evidence base remains methodologically and geographically imbalanced, relying predominantly on cross-sectional surveys and concentrating research outputs in Western contexts, with comparatively limited contributions from emerging economies. Originality/valueThis article offers a comprehensive bibliometric synthesis of leadership-driven employee engagement research. It contributes (1) methodologically, by providing a transparent PRISMA-based mapping of the field; (2) theoretically, by consolidating key explanatory lenses (e.g. transformational leadership theory and the job demands–resources model) and clarifying how thematic clusters align with these perspectives; and (3) practically/policy-wise, by outlining actionable implications for leadership development and engagement strategies, particularly in digital and hybrid work contexts.
