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To the authors' knowledge, no systematic review has examined the definition of safety leadership in the academic literature to date. A review was therefore carried out to determine how safety leadership was defined in the peer reviewed empirical literature and thematic analysis was employed to identify patterned meanings across the data. Thirty-seven primary definitions, or definitions that were not borrowed from other studies, were identified. Of these 37, seven conceptual definitions were found to be evidence-based, six of which were endorsed by their operational counterpart definitions and one which was derived using exploratory research. These seven definitions showed strong alignment with the three themes that emerged from the thematic analysis that capture the why, how, and who of safety leadership. Transformational leadership theory formed the foundation for many of the definitions in the academic literature, despite recent evidence suggesting that adopting multiple forms of leadership styles would be more effective for improving workplace safety. Gaps in the current evidence base are explored and suggestions for future research are discussed. [ABSTRACT FROM AUTHOR]

In today's dynamic business environment, micro, small, and medium-sized enterprises (MSMEs) must swiftly adapt to market demands and operational challenges. Transformational leadership is thought to promote a culture of innovation and knowledge sharing. This study investigates the impact of transformational leadership (TL) on knowledge management (KM) and supply chain agility (SCA) in Mexican firms. Using a quantitative causal-predictive methodology, data were collected through a self-administered survey of 200 randomly selected MSMEs in Michoacán, Mexico. The findings reveal that TL significantly enhances KM. However, no direct significant impact of TL on SCA was observed. Instead, KM was found to positively influence SCA. Additionally, the results indicate that KM fully mediates the relationship between TL and SCA. These insights underscore the importance of fostering robust knowledge management practices to improve supply chain agility in Mexican MSMEs, offering valuable guidance for decision-makers seeking to boost organizational adaptability and responsiveness. [ABSTRACT FROM AUTHOR]

Digital transformation is considered a source of competitive advantage and improved organisational performance. Within the public sector, leaders anticipate digital transformation to help them improve transparency and accountability, and stakeholders' participation in public decision-making. At the same time, the accelerated adoption of digital technologies within the sector has also made information an important asset. Thus, the effectiveness of the information security management put in place determines whether an organisation can realise the benefits of successful digital transformation. Adopting a mixed-method approach (13 interviews and an online survey with 128 information security experts), this study identified various antecedents of effective information security management, i.e., leadership skills and attitudes, organisational culture, organisational structure, IT governance, IT alignment, and human resource management practices. Partial Least Structural Equation Modelling technique was adopted to test the proposed theoretical model and hypothesised causal relationships. [ABSTRACT FROM AUTHOR]

This study analyzed supervisor factors that affect employee attitudes, and adds two new aspects to these. We applied structural equation modeling to an online survey of 1,000 full-time employees across 10 Japanese industries. We found that the supervisor's innovative personality had a positive effect on the subordinates' job satisfaction, and the traditional drinking culture of Japanese companies had a positive effect on the subordinates' turnover intention. Therefore, it is necessary to convey the importance of expressing innovation on a daily basis in training managers, and to not force the drinking culture into the 360-degree evaluation feedback of supervisors. [ABSTRACT FROM AUTHOR]

Digital transformation is about transforming processes, business models, domains, and culture. Studies show that the failure rate of digital transformation is quite high up to 90%. Studies show that the transformational leadership model has a significant impact on digital transformation adoption. This paper identifies the positive and negative attributes of transformational leadership including the components that support and are affected for successful adoption of digital transformation. Furthermore, the paper combines several findings related to the attributes and components in the form of a conceptual framework. The conceptual framework can serve as a guide for organizations for their digital transformation journey. [ABSTRACT FROM AUTHOR]

• Individualized behavior-based safety-leadership training was tested in a naturalistic RCT. • The training improved managers' positive feedback and active listening behaviors. • The training improved managers' transformational and contingent-reward leadership. • Feedback and listening are requisites for transformational and contingent-reward leadership. Introduction : Construction site managers play a critical role in occupational safety in the construction industry. This study aimed to develop and test a method for training construction site managers in positive feedback and active listening by incorporating the behavioral training components of behavior analysis, goal setting, practice with behavior feedback, homework, and maintenance planning into individualized behavior-based safety-leadership training (IBST), and to assess the effect of IBST on construction site managers' safety-leadership behaviors and performance. Method : In a naturalistic randomized controlled trial, construction site managers were randomly assigned to an experimental group (n = 16) or a control group (n = 19). The experimental-group managers received IBST, while the control-group managers received no training. Paired sample t -tests on pre- to post-training (i.e., six weeks after the final training session) were performed separately for the experimental- and control-group managers. Results: The safety-leadership behaviors of the experimental-group managers improved in terms of favorable feedback (d = 0.99, p <.01), safety-specific feedback (d = 0.89, p =.02), behavior-specific feedback (d = 0.66, p =.02), antecedent listening (d = 0.68, p =.02), and consequential listening (d = 0.78, p =.01). In addition, safety-leadership performance improved in terms of transformational leadership (d = 0.78, p =.01) and contingent-reward leadership (d = 0.64, p =.02). No significant change was found for the control-group managers. Conclusions: The results indicate that behavior analysis, goal setting, practice with behavior feedback, homework, and maintenance planning are effective behavioral training components of safety-leadership training. Positive feedback and active listening were also found to be important behavioral requisites for transformational and contingent-reward leadership. Practical applications: IBST can be used to develop occupational safety in the construction industry by improving construction site managers' safety-leadership behaviors and performance. [ABSTRACT FROM AUTHOR]

• Team safety-specific transformational leadership positively affected safety compliance and participation. • Team safety-specific transformational leadership affected safety compliance and participation via team safety climate. • Team safety-specific transformational leadership affected safety compliance and participation via team safety motivation. • Team safety climate and team safety motivation serially mediated the above relationship. Introduction: Workplace safety not only impairs individual health but also affects economic and social development. Method : Based on social learning theory, collective social learning theory, and expectancy-valence theory, using cluster random sampling method, 630 employees from 66 different work teams out of around 800 employees in a domestic petroleum enterprise were selected to participate in the research. The safety-specific transformational leadership, safety climate, safety motivation and workplace safety behavior scales were used. Data were collected in two stages. SPSS22.0 and Mplus7.0 were used to analyze the data to explore the relationship between team safety-specific transformational leadership and workplace safety behavior, as well as the serial mediating effect of team safety climate and team safety motivation. Results: The results showed that: (a) team safety-specific transformational leadership can positively influence safety compliance and safety participation; (b) team safety climate mediates the relationship between team safety-specific transformational leadership and safety compliance and safety participation; (c) team safety motivation mediates the relationship between team safety-specific transformational leadership and safety compliance and safety participation; and (d) team safety climate and team safety motivation play a serial mediating role between team safety-specific transformational leadership and safety compliance and safety participation. Practical Applications: This research has both theoretical and practical significance. [ABSTRACT FROM AUTHOR]

• We investigated the relationship between general transformational leadership (GTL) and safety-specific transformational leadership (SSTL). • Measurement models show that GTL and SSTL are distinct albeit highly correlated constructs. • We use paradox theory to argue for "either-or" and "both-and" mindsets in considering the relationship between safety and performance. • Perceived safety concern in the work environment helps to distinguish GTL and SSTL. Introduction: Research exploring the relationship between transformational leadership and safety has used transformational leadership in context-free (e.g., "general transformational leadership," or GTL) and context-specific forms (e.g., "safety-specific transformational leadership," or SSTL), assuming these constructs are theoretically and empirically equivalent. In this paper, a paradox theory is drawn on (Schad, Lewis, Raisch, & Smith, 2016; Smith & Lewis, 2011) to reconcile the relationship between these two forms of transformational leadership and safety. Method: This is done by: (a) investigating whether GTL and SSTL are empirically distinguishable; (b) testing the relative importance of GTL and SSTL in explaining variance in context-free work outcomes (i.e., in-role performance, organizational citizenship behaviors) and context-specific (i.e., safety compliance, safety participation); and (c) examining the extent to which perceived safety concern in the work environment renders GTL and SSTL distinguishable. Results: Two studies (one cross-sectional, one short-term longitudinal) show that GTL and SSTL are psychometrically distinct albeit highly correlated. Furthermore, SSTL explained statistically more variance than GTL in both safety participation and organizational citizenship behaviors, whereas GTL explained more variance in in-role performance than did SSTL. However, GTL and SSTL were only distinguishable in low-concern contexts but not high-concern contexts. Conclusions and Practical Applications: These findings challenge the "either-or" (vs "both-and") approach to considering safety and performance, cautioning researchers to consider nuanced differences in context-free and context-specific forms of leadership and to avoid further proliferation of often redundant context-specific operationalizations of leadership. [ABSTRACT FROM AUTHOR]

Green practices are becoming increasingly important throughout the world. The performance of SMEs is becoming a crucial issue because of increasing awareness of consumers about environmentally friendly products; therefore, enterprises not following green practices may face a significant decline in performance. Therefore, the purpose of the study was to identify the mediating role of green product innovation between green entrepreneurial orientation, green transformational leadership, and the performance of SMEs. To meet the objectives of the study, structural equation modeling was applied to the data collected from 384 manufacturing SMEs operating in Amman, Jordan, using systematic sampling. The findings revealed that the mediating role of green product innovation was insignificant at the 5% level of significance but significant at the 10% level of significance. All other relationships were significant at the 5% level of significance. This study provides theoretical support for investing more resources in green product innovation to gain sustainability. [ABSTRACT FROM AUTHOR]

In Chinese kindergartens under a collectivist culture, leadership has a profound and complex impact on both the organization and teacher autonomy. This study explores the link between transformational leadership and teacher autonomy and the roles played by organizational climate and teacher empowerment in this relationship. Kindergartens teachers (n = 1593) were randomly selected in China to complete the transformational leadership scale, teacher autonomy scale, teacher empowerment scale and organizational climate scale, with a cross-sectional design and moderated mediation model using latent variables. The results were as follows: (1) transformational leadership can predict the level of teacher autonomy; (2) organizational climate plays a part of mediating role between transformational leadership and teacher autonomy; (3) as levels of teacher empowerment increase, the positive association between transformational leadership and organizational climate becomes stronger, while the positive association between organizational climate on teacher autonomy weakens. [ABSTRACT FROM AUTHOR]

This study investigates the linkages among public service motivation, transformational leadership, person-organization fit, innovative work behavior, organizational commitment, and job performance in Vietnam's public sector, drawing on the literature on psychological empowerment and social exchange theory. Analyzing data from 464 individuals at public organizations, the study employs partial least squares–structural equation model (PLS-SEM) to reveal significant positive associations between public service motivation, transformational leadership, person-organization fit, and the impact of organizational commitment on job performance. The study highlights the pivotal role of person-organization fit as a mediator in the relation between public service motivation, transformational leadership, and innovative work behavior. Additionally, innovative work behavior, organizational commitment, and psychological empowerment act as mediators in the impact of transformational leadership on job performance. This study contributes new insights to the literature by explaining the importance of psychological empowerment in cultivating innovative work behavior. Moreover, it offers practical implications on enhancing job performance, public service motivation, person-organization fit, transformational leadership, and organizational commitment, in order to help foster a culture of innovation in Vietnam's public sector. [ABSTRACT FROM AUTHOR]

• A research model on construction workers' safety participation was developed. • The research model explains the psychological mechanism of safety participation. • Transformational leadership (TL) has a positive effect on safety participation. • Communication climate (CC) positively affects safety participation. • Workers' project identification mediates the effects of TL and CC. Introduction: Safety participation has gained increasing attention as an important dimension of workers' safety behaviors. Although previous studies attempted to identify factors affecting workers' safety participation, only a few studies paid attention to the psychological mechanisms behind it. Therefore, this study aimed to develop and test a research model that explains how management factors are implicated in workers' safety participation. Specifically, this study focused on project-based organizations (e.g., construction projects) because employee psychological mechanisms may have a unique nature in such transient employment. Method : The hypotheses in the research model of the psychological mechanism of construction workers' safety participation are tested using survey data from 261 construction workers. Results : The results indicated that construction workers' safety participation is influenced by project identification after controlling the shared variance of safety compliance. Project identification also mediates the effects of transformational leadership and communication climate on safety participation. Practical Applications : This study offers researchers and practitioners an explanation of how management factors influence construction workers' safety behaviors and clarifies the role of project identification play in explaining the effects of management factors on safety compliance and safety participation. [ABSTRACT FROM AUTHOR]

This study examines why and when proactive employees share knowledge. By integrating the Motivation-Opportunity-Ability Framework and Trait Activation Theory, and incorporating Mindsponge Theory, our multi-level model proposed that job autonomy moderates the impact of proactive personality on knowledge sharing (KS) within and between teams. Transformational leadership exhibits a cross-level effect on job autonomy. Utilizing a two-source, three-time-point research design, we collected data from 63 team leaders and 241 team members across six Chinese companies. Multilevel regression analysis revealed that within teams, increased job autonomy coupled with a proactive personality significantly enhanced KS. Between teams, job autonomy had a positive moderating effect. When job autonomy was low, more proactive teams exhibited less KS, whereas this negative effect was mitigated when job autonomy was high. The cross-level effect of transformational leadership on job autonomy was demonstrated. The theoretical and practical implications of these findings are discussed. • Job autonomy positively moderates proactivity-knowledge sharing intra and inter teams. • Transformational leadership has a positive cross-level effect on job autonomy. • Ability and opportunity factors are addressed in explaining proactivity's impacts. • Multi-level approach enhances insight into proactivity-knowledge sharing. [ABSTRACT FROM AUTHOR]

The study's primary purpose has been to examine the association between Green Digital Transformational Leadership, Green Digital Mindset, and Green Digital Transformation Under Varying Permutations of Organizational Green Digital Culture. Using the Stimuli-Organism-Response theory and the transformational leadership theory as the underpinning theoretical frameworks, the direct, indirect, and moderated roles of in effectuating have been investigated. After performing PLS-based structural equation modeling on the data collected from 240 respondents approached via LinkedIn, a direct as well as indirect positive linkage between Green Digital Transformational Leadership, Green Digital Mindset, and Green Digital Transformation has been empirically substantiated, emphasizing the importance of Green Digital Transformational Leadership in enabling Green Digital Transformation through the cultivation of an ecologically aware mindset among their followers. The significant positive moderation effect of Organizational Green Digital Culture on the Green Digital Transformational Leadership - Green Digital Mindset relationship reveals that the nurturing of an effective Organizational Green Digital Culture could amplify the instrumentality of Green Digital Transformational Leadership in maturing Green Digital Mindset among the followers, which has been regarded as an essential precursor for Green Digital Transformation. Besides expanding the body of knowledge by offering rare insights into the interplay among Green Digital Transformational Leadership, Green Digital Mindset, and Green Digital Transformation, the newfangled model provides significant implications for the organizations'', teams', and/or leaders' pursuits of capacitating green digital transformation through the culmination of green digital mindset among the followers, and the cultivation of an enabling green digital culture. [ABSTRACT FROM AUTHOR]

The central aim of this research study is to investigate the interconnections and dynamics within small and medium-sized enterprises (SMEs) by examining Fintech adoption, competitiveness, circular economy practices, transformational leadership, and sustainable performance. The study's theoretical framework is grounded in the Practice-Based View, integrating Fintech adoption, competitiveness, circular economy practices, transformational leadership, and sustainable performance into the proposed model. To validate this model, the research employs the SEM-ANN analysis method. The study focuses on workers within SMEs in Pakistan, with a sample of 473 participants collected using a simple random sampling technique and 442 samples were deemed suitable for analysis. Preliminary data examination and hypothesis testing were conducted using Smart-PLS 4.0 and SPSS-23. A two-fold SEM-ANN approach was employed to validate the study's proposed model. The research findings indicate a direct and significant impact of Fintech adoption and transformational leadership on the sustainable performance of SMEs. Circular economy practices and competitiveness play vital intermediary roles, connecting Fintech adoption and sustainable performance. Furthermore, transformational leadership acts to moderate the relationships between Fintech adoption and both circular economy practices and competitiveness. The ANN approach complements the SEM analysis, providing additional insights and expanding our understanding of the subject. This study illuminates the interplay between Fintech, circular economy practices, and transformational leadership in enhancing SMEs' competitiveness and sustainable performance. It underscores the pivotal role of integrating Fintech and sustainable practices for SMEs and provides insightful directives for policymakers and scholars aiming to bolster SMEs in a competitive business environment. [ABSTRACT FROM AUTHOR]

Based on the Natural Resource-Based View (NRBV), we examined the impact of Environmental Management Accounting and Green Transformational Leadership (GTL) on Corporate Environmental Performance (CEP) and we also examined the mediating role of Green Process Innovation (GPI). For this purpose, a survey technique was used to collect data from certified manufacturing setups. SPSS and PLS-SEM 3.0 were used to examine the hypotheses and the results of the study indicate that GTL has a direct significant impact and indirect impact through GPI on CEP. Results also depict that EMA also has a significant impact on CEP. Our study contributed theoretically to NRBV by contributing to the role of GPI in attaining environmental performance. The results of the study also have practical implications by indicating that managers and policymakers should employ practices of EMA along with GTL style to satisfy the environmental sustainability concerns of the stakeholders and sustain their competitive edge in the market. [ABSTRACT FROM AUTHOR]

Organisations are identified as the major anthropogenic sources of climate change, and there are increasing numbers of environmental sustainability initiatives to address the challenge. Their success relies on the active participation of employees through engaging in pro-environmental behaviours (PEBs). Leaders play a crucial role in their responsibility for managing or influencing employees, but research identifies issues of poor leadership, lack of support from leaders, and inability to motivate subordinates as significant barriers to employees' PEBs. Environmental transformational leadership (ETFL) has been identified as the most suitable leadership style for influencing employees' autonomous motivation, and improving PEBs, and there are thus calls to foster or boost leaders' ETFL competencies. This study developed, administered, and evaluated an ETFL training intervention conducted for leaders (managers and supervisors) in two multinational manufacturing companies in the chemical and automobile industries located in China. Nine (9) leaders participated in each company, and their subordinates (chemical company, n = 112; automobile company, n = 104) provided ratings of leaders' ETFL behaviours, and subordinates' autonomous motivation and PEBs, at pre- and post-training stages. Results show that subordinates' ratings of leaders' ETFL behaviours, and their self-reported autonomous motivation and PEBs, all significantly increased after the intervention, with large effects in the chemical company and above-small effects in the automobile company. This study offers theoretical insights on how leaders' ETFL can be developed or boosted, which is beneficial for influencing improvements in employees' PEBs and promoting organisational environmental sustainability initiatives. [ABSTRACT FROM AUTHOR]

Public sector organizations have been facing a dynamic environment and the shift in global economic pressure, while serving the public with new and/or better services under limited budgets. Organizational innovation is believed to be able to encourage increased organizational performance. Based on the Resource Based View, New Public Management theory, and Innovation System Theory, this study aims to analyze the antecedents and consequences of organizational innovation in the public sector. Data were collected from organization units of the Central Bureau of Statistics throughout Indonesia with 125 sample units by self-enumeration and the sampling technique was purposive sampling. The results showed that the internal control system and organizational culture had a significant effect on organizational innovation, and organizational innovation has a positive effect on organizational performance. This study cannot prove the effect of transformational leadership on organizational innovation. Besides that, the study also proves that organizational innovation is an intervening variable in the relationship between internal control systems and organizational culture on organizational performance. However, it cannot prove the mediating role of organizational innovation in the relationship between transformational leadership and organizational performance. [ABSTRACT FROM AUTHOR]

Environmentally specific transformational leadership (ETFL) is a prominent stimulus of employees' green behaviour, but its mechanism continues to receive inadequate scholarly attention. A cultural self-representation lens was used as a basis for exploring the mediating role of employees' green self-concept (i.e. green self-identity and green self-efficacy) and the moderating role of employees' man–nature orientation in the relationship between ETFL and employees' green behaviour. To examine these hypotheses, a three-wave survey of 362 employees was conducted in Southern China. Results from hierarchical regressions supported the mediating effect via employees' green self-identity, and this effect is more salient when employees have a stronger man–nature orientation. These results suggest practical implications for shaping and employing ETFL to cultivate employees' green self-identity, thereby supporting their green behaviour, particularly for those with a stronger man–nature orientation. [ABSTRACT FROM AUTHOR]

The aim of this paper is to synthetize and critically analyze the linkage between leadership styles and sustainable performance (SP) through application of the rigor of systematic literature reviews. Bibliometric characterization of articles indexed in the Scopus database, network analysis and a manual in-depth review were carried out. The final sample consisted of 47 documents. The most discussed leadership styles were sustainable leadership and transformational leadership. The former was mostly linked with general SP, whereas the latter was linked with environmental performance. In 41 out of the 47 papers, the authors provided empirical research. Upper echelon theory and resource-based view theory have been used in most of previous papers. This study synthesizes how leadership influences SP (directly and indirectly) and reveals that the authors of the analyzed papers did not establish a consensus regarding their empirical evidence. The prospects for future research are shown in terms of research topics, methodology, and variables, as well as, i.a., terminological clarity and a holistic approach to SP. [ABSTRACT FROM AUTHOR]

This study examines the GHRM practices and the transformational leadership specific to environmental sustainability of Pakistan's dairy industry. It also investigates the mediating role of pro-environmental behaviour in the relationship of GHRM practices, The environmental-specific transformational leadership, and sustainable behavior. Additionally, the study examines the moderating role of the pro-environmental attitude between GHRM practices and The environmental-specific transformational leadership. The target population consists of employees working in dairy organizations of Pakistan. A simple random sampling technique was used for data collection. A survey questionnaire method was used to collect data; after data screening a total of 430 responses were subjected to SEM for analysis. The findings indicated that the GHRM practices play a significant role in improving employee environmental and sustainable behavior. The environmental-specific transformational leadership positively affects the pro-environmental behaviour of employees, but its impact on sustainable performance is insignificant. In addition, GHRM practices and environmental-specific transformational leadership have been shown to indirectly contribute to sustainable performance through environmental behavior. The pro-environmental attitude moderates the effect of GHRM practices and environmental-specific transformational leadership on pro-environmental behavior, and pro-environmental behavior leads to sustainable performance. This study is one of the rare attempts to examine the integrated impact of GHRM practices and environmental-specific transformational leadership on pro-environmental behavior and sustainable performance in the domain of environmental management. It explicitly offers insights into the literature by developing a mechanism to improve sustainable performance through GHRM practices and environmental-specific transformational leadership in the dairy industry. The findings of this study have postulated that a package of GHRM practices and environmental-specific transformational leadership is needed to build pro-environmental behavior and foster sustainable performance. It can help managers in their effort to build environmental friendly behavior under the lens of a pro-environmental attitude that facilitates sustainable performance. Aligned to cope with the increasing environmental concerns of the dairy industry, this study proposes that managers would support specific transformational environmental leadership along with green discipline by raising pro-environmental behaviour under the lens of a pro-environmental attitude for the implication of environmental policies to achieve sustainable performance of dairy firms. [ABSTRACT FROM AUTHOR]

• Using online surveys in two countries, this study conceptualizes allegiant communication behavior (ACB) model of employees. • This study tests the relationship of transformational leadership and organizational culture with ACB model. • Transformational leadership and marketing culture are positively associated with the ACB model in both countries. • Adhocracy culture is positively associated with the ACB model only in South Korea. • This study suggests strategic values of ACB model for the effective organizational communication. The purpose of this study is to conceptualize allegiant communication behavior (ACB), which is employees' loyal and faithful communicative actions for their organizations. Using the analogy of a choir, we identify three types of allegiant communicative behaviors that employees may use to create a harmonious sound requiring efforts of voicing and devoicing: allegiant amity, allegiant reticence, and allegiant voice. Furthermore, this study aims to examine the model's strategic value by testing its relationship with transformational leadership and four organizational cultures. The results of analysis of the data from two national surveys conducted in South Korea (N = 314) and the United States (N = 314) indicate that the ACB model is reliable and valid. The results also show that transformational leadership is a significant factor that increases ACB and suggest how different organizational cultures enhance ACB across two different countries. [ABSTRACT FROM AUTHOR]