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Drawing from transformational leadership (TFL) theory and research on contextual leadership, we examined a conditional process model of leadership in nursing teams to predict patient loyalty. Using TFL's individualized consideration dimension as a salient facet of the construct in care services, we first posited that nurses' team affective commitment would partially mediate the impact of nurse leadership. We further conceptualized nurse–physician collaboration, organizational formalization and task feedback as discrete contexts that may curb the influence of head nurses' individualized consideration. In a three‐wave, multisource and multilevel study, we surveyed 654 nurses and 1770 patients from 91 hospital units. We found that team‐level head nurses' individualized consideration positively and partially related to patient loyalty through nurses' team commitment and that higher levels of nurse–physician collaboration, organizational formalization and task feedback were associated with reduced influence of individualized consideration on team commitment and patient loyalty. We discuss the implications of these findings for advancing theory and research on TFL and contextual factors of leadership. [ABSTRACT FROM AUTHOR]

In recent years, "cultural tightness–looseness" refers to the strength of social norms and tolerance for deviant behaviors perceived by individuals in society, and team cultural tightness applied at the organizational level represents the strength of team norms. According to the cultural tightness–looseness theory, this study explores the influence of team cultural tightness on employee creative behavior, as well as the moderating role of transformational leadership and the mediating role of work engagement. A questionnaire method was used to survey five enterprise organizations in China through three stages, and 288 paired questionnaires were finally obtained from leaders and employees. The results found that team cultural tightness has a significant negative effect on employee creative behavior through the mediating effect of work engagement. In other words, the more the team culture in the workplace tends to be loose, the more it stimulates employee work engagement, which in turn promotes employee creative behavior. In addition, transformational leadership played a significant positive moderating role in the model. Under the influence of transformational leadership style, the negative impact of team cultural tightness on employee work engagement and creative behavior can be mitigated. The study enriches the understanding of the influence and action mechanism of the cultural tightness–looseness theory on employee creative behavior. In future research, the action mechanism of team cultural tightness interacting with different leadership styles to influence employee creative behavior will be explored more deeply. [ABSTRACT FROM AUTHOR]

This research examines the connection between the adoption of e‐commerce and leadership ideologies. The purpose of the study is to evaluate leaders' perspectives toward using e‐commerce and to determine the sorts of management styles that are associated with the level of e‐commerce adoption. Becoming a successful leader in the economic world of today is a difficult task. Businesses which have already adopted new business concepts nowadays often have a greater benefit and fulfil more clients than businesses that operate in the traditional way. The personality and leadership style of a manager directly affect the business ecology, according to experience. To improve the organisation's efficiency in practice, various methods are widely used to promote employees' personal development based on the “generating learning” and “organisational knowledge” systems. This study investigates the role of leadership in enhancing competitive advantage for E‐business analysis in organisational practices that has been done at the Near East University in Cyprus. The study provided questionnaires among the university's teaching staff to know the role of leadership in the eyes of the academic staff. The results showed that transformational leadership influences the competitive advantage, proved by the data collected from the Near East University in Cyprus, which contributes to increasing the competitiveness of the university and its sustainable development. [ABSTRACT FROM AUTHOR]

We investigate the extent to which transformational leadership behaviours enacted by team members – shared transformational leadership – relate to safety behaviours of team members, teams, and team leaders. We also consider the role of perceived organizational support in moderating the relationships between shared transformational leadership and safety behaviours. We collected data from 2,139 crew members ('team members') and 98 chief engineers ('team leaders') working on merchant shipping vessels ('teams'). Team members' perceptions of shared transformational leadership positively related to team members' safety compliance and safety participation. Shared transformational leadership became less effective in relation to team members' safety compliance under conditions of high levels of perceived organizational support. Shared transformational leadership at the team level related to higher levels of safety participation of teams. Teams' shared transformational leadership was positively related to team leaders' safety participation, but only under low levels of perceived organizational support. Taken together, our findings demonstrate the important role of shared transformational leadership in relation to safety behaviours and suggest that the effectiveness of shared transformational leadership might vary depending on perceived organizational support. Practitioner points: Transformational leadership behaviours exercised by team members – shared transformational leadership – are associated with higher levels of mandated and discretionary safety behaviours of team members.Teams that have higher levels of shared transformational leadership demonstrate higher levels of team‐level discretionary safety behaviours.Shared transformational leadership is more strongly associated with employees' mandated safety behaviours under low levels of perceived organizational support.When leaders perceive low levels of organizational support, their teams' shared transformational leadership becomes a more important correlate of leaders' discretionary safety behaviours.In addition to traditional leadership training that involves formal leaders only, organizations should consider implementing activities that foster shared leadership behaviours. [ABSTRACT FROM AUTHOR]

Amid a time of unprecedented social‐ecological change, professionals within and outside of the US wildlife conservation community have called for transformation of existing processes and structures to ensure that the benefits of wildlife conservation can be realized well into the future. Current momentum behind an initiative to help increase conservation relevancy among population segments that have historically been underserved by the conservation community is underway. Sustainable institutional change will not be realized, however, without attending to internal cultural change within the conservation community itself. Although elements of an ideal institution have been suggested, specific interventions related to institutional culture need deeper exploration. State fish and wildlife agencies—a primary organizational actor within the conservation community—play a central role in institutional transformation. Using a systems framework, this essay describes key leverage points for cultural change for which interventions could result in sustainable culture shifts. Five possible interventions are introduced to stimulate conversation among conservation practitioners seeking to initiate transformational change within their specific cultural contexts. Amid a time of unprecedented social change, professionals within and outside of the US wildlife conservation community have called for transformation to ensure its ability to provide benefits to society. State fish and wildlife agencies—a primary organizational actor within the conservation community—are a major focal point for needed change. Using a systems framework, this essay describes key leverage points for cultural change for which interventions could result in sustainable culture shifts. Five possible interventions are introduced to stimulate conversation among conservation practitioners seeking to initiate transformational change within their specific cultural contexts. [ABSTRACT FROM AUTHOR]