Pub Date : 2023-06-07DOI: 10.33844/ijol.2023.60355
Ruslan Kalenychenko, V. Mozalov, I. Petukhova, Iryna Yevchenko
Transformational leadership is seen as a mediator of employee voice behavior. This study attempts to investigate the influence of leadership style as an organizational variable that can motivate employee voice behavior and expand understanding of the relationship between personal characteristics and employee voice. The research was conducted among public sector employees online. A total of 410 questionnaires were collected. After the elimination of invalid questionnaires, 356 questionnaires were received. For data processing, we used the six-item Employee Voice Questionnaire, the 17-item Proactive Personality Scale (PPS), and the Multifactor Leadership Questionnaire (MLQ- 5S). The result shows that leadership style as an important organizational variable helps employees with a proactive personality to show more positive behavior. Transformational leadership style positively and significantly moderates the relationship between proactive personality and employee voice.
{"title":"The Role of Transformational Leadership in the Relationship between Proactive Personality and Employee Voice among Male and Female Nurses","authors":"Ruslan Kalenychenko, V. Mozalov, I. Petukhova, Iryna Yevchenko","doi":"10.33844/ijol.2023.60355","DOIUrl":"https://doi.org/10.33844/ijol.2023.60355","url":null,"abstract":"Transformational leadership is seen as a mediator of employee voice behavior. This study attempts to investigate the influence of leadership style as an organizational variable that can motivate employee voice behavior and expand understanding of the relationship between personal characteristics and employee voice. The research was conducted among public sector employees online. A total of 410 questionnaires were collected. After the elimination of invalid questionnaires, 356 questionnaires were received. For data processing, we used the six-item Employee Voice Questionnaire, the 17-item Proactive Personality Scale (PPS), and the Multifactor Leadership Questionnaire (MLQ- 5S). The result shows that leadership style as an important organizational variable helps employees with a proactive personality to show more positive behavior. Transformational leadership style positively and significantly moderates the relationship between proactive personality and employee voice.","PeriodicalId":43385,"journal":{"name":"International Journal of Organizational Leadership","volume":"46 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2023-06-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85994709","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-01DOI: 10.33844/ijol.2023.60359
Chau Van Thuong, Harwindar Singh
This empirical study introduces a combination of financial and nonfinancial performance measurements based on the Balanced Scorecard (BSC) concept for advanced decision science in firm performance management processes. A need exists to confirm the BSC’s true value in the management process for achieving firm performance. The suitable sample size for testing this study’s model was 265 Vietnamese enterprises, all applying the BSC in their business administration. The data were collected using a questionnaire survey administered to the Vietnamese enterprises in Ho Chi Minh City (HCMC). The information was gathered through a questionnaire survey distributed to Vietnamese businesses in HCMC using a convenience sampling technique. The data was input into SPSS to t est the study’s model and hypotheses. The study outcomes indicated a significant relationship between BSC usage and the enterprises’ performance. When enterprises changed key factors in the BSC, their overall performance level also changed. The study’s results also indicated that enterprises' overall performance can have financial and nonfinancial components. Based on the results, the researcher recommends that Vietnamese enterprises can reference and apply the valuable data and knowledge provided by this study to restructure their strategic management. Thus, they could attain higher overall performance in their business, management, operational, and manufacturing sectors.
{"title":"The Impact of a Balanced Scorecard on Enterprise Performance in Ho Chi Minh City, Vietnam","authors":"Chau Van Thuong, Harwindar Singh","doi":"10.33844/ijol.2023.60359","DOIUrl":"https://doi.org/10.33844/ijol.2023.60359","url":null,"abstract":"This empirical study introduces a combination of financial and nonfinancial performance measurements based on the Balanced Scorecard (BSC) concept for advanced decision science in firm performance management processes. A need exists to confirm the BSC’s true value in the management process for achieving firm performance. The suitable sample size for testing this study’s model was 265 Vietnamese enterprises, all applying the BSC in their business administration. The data were collected using a questionnaire survey administered to the Vietnamese enterprises in Ho Chi Minh City (HCMC). The information was gathered through a questionnaire survey distributed to Vietnamese businesses in HCMC using a convenience sampling technique. The data was input into SPSS to t est the study’s model and hypotheses. The study outcomes indicated a significant relationship between BSC usage and the enterprises’ performance. When enterprises changed key factors in the BSC, their overall performance level also changed. The study’s results also indicated that enterprises' overall performance can have financial and nonfinancial components. Based on the results, the researcher recommends that Vietnamese enterprises can reference and apply the valuable data and knowledge provided by this study to restructure their strategic management. Thus, they could attain higher overall performance in their business, management, operational, and manufacturing sectors.","PeriodicalId":43385,"journal":{"name":"International Journal of Organizational Leadership","volume":"54 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2023-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83689747","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-01DOI: 10.33844/ijol.2023.60354
Ayshe Hyusein, S. Eyupoglu
This study investigates the effect of ethical leadership on positive and negative discretionary behaviours, and management of perceived organisational politics levels. Specifically, the role of ethical leadership in organisational politics through the mediating role of social loafing was examined. Three hundred academics responded and completed the questionnaire. Ethical leadership theory was used alongside group engagement and collective effort models. Structural equation modelling, and regression analyses through bootstrapping techniques were directed to assess the model and the hypotheses. Statistical findings verified that ethical leadership stimulated employees to reduce their tendency to loaf and general social loafing levels, which subsequently enhanced employee ability to deal with perceived organisational politics in the workplace, be it positive or negative. Thus, by mitigating employee social loafing intentions, an ethical leader creates a transparent organisational environment and drastically improves employee efficiency by decreasing costs which would impact the company's bottom lines. Our findings expand the existing theory on ethical leadership, social loafing, and organisational politics by asserting the mediating effect of social loafing as a consequence of strategies constructed by an ethical leader reflected at the workplace organisational politics levels. Theoretical and practical implications for organisations and managers are discussed.
{"title":"Ethical Leadership and Perceived Organisational Politics: The Mediating Role of Social Loafing","authors":"Ayshe Hyusein, S. Eyupoglu","doi":"10.33844/ijol.2023.60354","DOIUrl":"https://doi.org/10.33844/ijol.2023.60354","url":null,"abstract":"This study investigates the effect of ethical leadership on positive and negative discretionary behaviours, and management of perceived organisational politics levels. Specifically, the role of ethical leadership in organisational politics through the mediating role of social loafing was examined. Three hundred academics responded and completed the questionnaire. Ethical leadership theory was used alongside group engagement and collective effort models. Structural equation modelling, and regression analyses through bootstrapping techniques were directed to assess the model and the hypotheses. Statistical findings verified that ethical leadership stimulated employees to reduce their tendency to loaf and general social loafing levels, which subsequently enhanced employee ability to deal with perceived organisational politics in the workplace, be it positive or negative. Thus, by mitigating employee social loafing intentions, an ethical leader creates a transparent organisational environment and drastically improves employee efficiency by decreasing costs which would impact the company's bottom lines. Our findings expand the existing theory on ethical leadership, social loafing, and organisational politics by asserting the mediating effect of social loafing as a consequence of strategies constructed by an ethical leader reflected at the workplace organisational politics levels. Theoretical and practical implications for organisations and managers are discussed.","PeriodicalId":43385,"journal":{"name":"International Journal of Organizational Leadership","volume":"58 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2023-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85213953","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-01DOI: 10.33844/ijol.2023.60360
Lipika Arif, S. Chaudhury, Lisa LaCross
The emphasis of the current study is to investigate the relationship between leader integrity, and employees perceived inclusion in the workplace where Leader-Member Exchange (LMX) plays a mediating role. This study proposes and tests a mediation model to explain how leader integrity impacts employees’ perceived inclusion from the employe es’ points of view. Drawing from the social exchange theory, this study argues that leader integrity affects LMX relationships, subsequently affecting employees' perceived inclusion at work. Time-lagged data were collected from a public-school system in the southeastern United States using a field survey research design. The hypothesized relationships were examined using data from 263 (n = 263) full-time teachers and staff from 79 elementary, middle, and high schools, with an approximate average of four participants for each school/principal. The results confirm that leader integrity is positively related to LMX, and LMX is positively associated with employees’ perceived inclusion. Furthermore, there is a significant mediating effect in the relationship. These results suggest that leader integrity and LMX are critical for establishing perceived inclusion. By being the first study to consider LMX as a mediator from leader integrity for predicting perceived inclusion, this study contented a theoretical gap in the literature, thus advancing our knowledge of integrity in leadership and its relationship with other organizational phenomena. Finally, the paper discusses theoretical and practical implications, limitations, and future research directions.
{"title":"Understanding Leader Integrity on Employees’ Perceived Inclusion through Mediating Role of Leader-Member Exchange","authors":"Lipika Arif, S. Chaudhury, Lisa LaCross","doi":"10.33844/ijol.2023.60360","DOIUrl":"https://doi.org/10.33844/ijol.2023.60360","url":null,"abstract":"The emphasis of the current study is to investigate the relationship between leader integrity, and employees perceived inclusion in the workplace where Leader-Member Exchange (LMX) plays a mediating role. This study proposes and tests a mediation model to explain how leader integrity impacts employees’ perceived inclusion from the employe es’ points of view. Drawing from the social exchange theory, this study argues that leader integrity affects LMX relationships, subsequently affecting employees' perceived inclusion at work. Time-lagged data were collected from a public-school system in the southeastern United States using a field survey research design. The hypothesized relationships were examined using data from 263 (n = 263) full-time teachers and staff from 79 elementary, middle, and high schools, with an approximate average of four participants for each school/principal. The results confirm that leader integrity is positively related to LMX, and LMX is positively associated with employees’ perceived inclusion. Furthermore, there is a significant mediating effect in the relationship. These results suggest that leader integrity and LMX are critical for establishing perceived inclusion. By being the first study to consider LMX as a mediator from leader integrity for predicting perceived inclusion, this study contented a theoretical gap in the literature, thus advancing our knowledge of integrity in leadership and its relationship with other organizational phenomena. Finally, the paper discusses theoretical and practical implications, limitations, and future research directions.","PeriodicalId":43385,"journal":{"name":"International Journal of Organizational Leadership","volume":"351 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2023-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80028491","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-01DOI: 10.33844/ijol.2023.60357
zainab Kodai, Alawia Saeed Osman Alzobeer
For over ten years, research on knowledge sharing has been a subject of focus, with the understanding that it can contribute to an organization's success. However, in Saudi Arabia, relatively little research has been conducted on this topic compared to other countries. The present study explores the impact of social trust, networks, and shared goals on the perception of academics in high-learning educational institutions toward knowledge sharing in Saudi Arabia. The study employs social trust, networks, and shared goals as independent variables. It examines their influence on attitudes toward knowledge sharing while considering control variables such as gender and experience. Data was assembled through a survey method using purposive sampling, and 88 usable responses from HEIs were analyzed. The study's findings proposed a positive relationship between social trust, social network, shared goals, and academic attitudes toward knowledge sharing. These results can benefit Saudi HEIs in developing policies to become knowledge-based institutions. The researcher recommends building a supportive and inspiring work environment for academics in order to exchange their knowledge with each other. The researcher addresses the limitations of the current study and provides a valuable suggestion for future research; conducting a comparative study that focuses on knowledge-sharing practices is recommended. This study does not explore mediating variables, so considering incentives as a mediating factor may result in valuable results for both public and private higher education institutions and business organizations within the context of Saudi.
{"title":"Investigation of the Influence of Social Trust, Network, and Shared Goals on Sharing Knowledge Attitudes among Saudi Academics in Higher Education Institutions","authors":"zainab Kodai, Alawia Saeed Osman Alzobeer","doi":"10.33844/ijol.2023.60357","DOIUrl":"https://doi.org/10.33844/ijol.2023.60357","url":null,"abstract":"For over ten years, research on knowledge sharing has been a subject of focus, with the understanding that it can contribute to an organization's success. However, in Saudi Arabia, relatively little research has been conducted on this topic compared to other countries. The present study explores the impact of social trust, networks, and shared goals on the perception of academics in high-learning educational institutions toward knowledge sharing in Saudi Arabia. The study employs social trust, networks, and shared goals as independent variables. It examines their influence on attitudes toward knowledge sharing while considering control variables such as gender and experience. Data was assembled through a survey method using purposive sampling, and 88 usable responses from HEIs were analyzed. The study's findings proposed a positive relationship between social trust, social network, shared goals, and academic attitudes toward knowledge sharing. These results can benefit Saudi HEIs in developing policies to become knowledge-based institutions. The researcher recommends building a supportive and inspiring work environment for academics in order to exchange their knowledge with each other. The researcher addresses the limitations of the current study and provides a valuable suggestion for future research; conducting a comparative study that focuses on knowledge-sharing practices is recommended. This study does not explore mediating variables, so considering incentives as a mediating factor may result in valuable results for both public and private higher education institutions and business organizations within the context of Saudi.","PeriodicalId":43385,"journal":{"name":"International Journal of Organizational Leadership","volume":"9 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2023-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89182689","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-01DOI: 10.33844/ijol.2023.60358
K. Çek, Ozlem Ercantan
Academics and professionals frequently relate the success of environmental, social, and corporate governance (ESG) performance to a company's financial performance. Due to their potential to reduce a company's sustainability challenges, environmental innovation and ESG have attracted considerable attention in the business environment and academia. This study aims to investigate the relationship between environmental innovation, ESG, sustainable supply chain management
{"title":"The Relationship between Environmental Innovation, Sustainable Supply Chain Management, and Financial Performance: The Moderating Role of Environmental, Social and Corporate Governance","authors":"K. Çek, Ozlem Ercantan","doi":"10.33844/ijol.2023.60358","DOIUrl":"https://doi.org/10.33844/ijol.2023.60358","url":null,"abstract":"Academics and professionals frequently relate the success of environmental, social, and corporate governance (ESG) performance to a company's financial performance. Due to their potential to reduce a company's sustainability challenges, environmental innovation and ESG have attracted considerable attention in the business environment and academia. This study aims to investigate the relationship between environmental innovation, ESG, sustainable supply chain management","PeriodicalId":43385,"journal":{"name":"International Journal of Organizational Leadership","volume":"8 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2023-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75024459","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-01DOI: 10.33844/ijol.2023.60356
S. Ghaffaripour
Previous research has indicated that organizational justice perceptions can reinforce Organizational Citizenship Behaviors (OCBs). However, little attention has been paid to the role of the facets of organizational justice and their unique contribution to OCBs. Furthermore, the mechanisms that potentially explain this relationship are unclear. The first aim of this study was to investigate the relationship between multifocal organizational justice facets (i.e., distributive, procedural, and interactional) and OCB levels focusing on interpersonally focused (OCBI) and organizationally focused (OCBO). Second, the study examined whether psychological capital mediates the organizational justice-OCB relationship. Employees working in an Iranian oil company (n = 200) were analyzed through structural equation modeling. The results demonstrated that from the facets of organizational justice, interactional justice was positively associated with interpersonally focused (OCBI). Moreover, psychological capital mediated the relationship between procedural justice and citizenship behaviors at both OCB levels. The results suggest that increasing OCB among employees is not only a social interaction phenomenon but also includes employees’ instinct motivation aspects. Therefore, granting employees enough authority and control over their jobs and communicating with them based on appreciation will create better circumstances to exhibit prosocial behavior.
{"title":"The Relationship Between Organizational Justice and Organizational Citizenship Behaviour: Psychological Capital as a Mediator","authors":"S. Ghaffaripour","doi":"10.33844/ijol.2023.60356","DOIUrl":"https://doi.org/10.33844/ijol.2023.60356","url":null,"abstract":"Previous research has indicated that organizational justice perceptions can reinforce Organizational Citizenship Behaviors (OCBs). However, little attention has been paid to the role of the facets of organizational justice and their unique contribution to OCBs. Furthermore, the mechanisms that potentially explain this relationship are unclear. The first aim of this study was to investigate the relationship between multifocal organizational justice facets (i.e., distributive, procedural, and interactional) and OCB levels focusing on interpersonally focused (OCBI) and organizationally focused (OCBO). Second, the study examined whether psychological capital mediates the organizational justice-OCB relationship. Employees working in an Iranian oil company (n = 200) were analyzed through structural equation modeling. The results demonstrated that from the facets of organizational justice, interactional justice was positively associated with interpersonally focused (OCBI). Moreover, psychological capital mediated the relationship between procedural justice and citizenship behaviors at both OCB levels. The results suggest that increasing OCB among employees is not only a social interaction phenomenon but also includes employees’ instinct motivation aspects. Therefore, granting employees enough authority and control over their jobs and communicating with them based on appreciation will create better circumstances to exhibit prosocial behavior.","PeriodicalId":43385,"journal":{"name":"International Journal of Organizational Leadership","volume":"127 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2023-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80948411","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-18DOI: 10.33844/ijol.2023.60353
P. Krishnan
{"title":"Transformational Leadership Roles of a Teaching-Learning Centre in a University of Higher Learning: The Rubrics of Eminence and Ranking","authors":"P. Krishnan","doi":"10.33844/ijol.2023.60353","DOIUrl":"https://doi.org/10.33844/ijol.2023.60353","url":null,"abstract":"","PeriodicalId":43385,"journal":{"name":"International Journal of Organizational Leadership","volume":"88 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2023-05-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78221677","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-10DOI: 10.33844/ijol.2023.60352
Gulenay Nagihan Kilic, Aydın Karabay, I. Kocabas
{"title":"Examining the Relationship Between School Administrators' Leadership Styles and Teachers' Organizational Happiness","authors":"Gulenay Nagihan Kilic, Aydın Karabay, I. Kocabas","doi":"10.33844/ijol.2023.60352","DOIUrl":"https://doi.org/10.33844/ijol.2023.60352","url":null,"abstract":"","PeriodicalId":43385,"journal":{"name":"International Journal of Organizational Leadership","volume":"120 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2023-05-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87912945","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-01DOI: 10.33844/ijol.2023.60361
M. Sarfraz, L. Ivașcu
Over the years, the growing number of social, economic, and environmental issues have challenged the corporate’s functioning, thus becoming imperative for businesses to pay attention to their performance. Significantly, in addressing the rising global challenges today, sustainable management and leadership practices have gained exceptional importance in the eyes of the multilateral parties and stakeholders. Sustainable management and leadership are prime determinants of enhanced business performance. Together, they foster the organization's operational excellence, productivity, and efficiency. In particular, they develop an interrelated set of competencies, systems, and models that influence the organization's processes, activities, and functions, thereby increasing business performance. However, despite the increasing significance of sustainable management and leadership, today, businesses are still using traditional practices to increase their business performance. Unfortunately, as a result, institutions are still falling apart in improving the firms’ business performance. Hence, to address the increasing concern, this call for paper encourages organizations to adopt these approaches to ensure business performance. This special issue INTERNATIONAL JOURNAL OF ORGANIZATIONAL LEADERSHIP
{"title":"Sustainable Management and Leadership Practices for Enhancing Business Performance","authors":"M. Sarfraz, L. Ivașcu","doi":"10.33844/ijol.2023.60361","DOIUrl":"https://doi.org/10.33844/ijol.2023.60361","url":null,"abstract":"Over the years, the growing number of social, economic, and environmental issues have challenged the corporate’s functioning, thus becoming imperative for businesses to pay attention to their performance. Significantly, in addressing the rising global challenges today, sustainable management and leadership practices have gained exceptional importance in the eyes of the multilateral parties and stakeholders. Sustainable management and leadership are prime determinants of enhanced business performance. Together, they foster the organization's operational excellence, productivity, and efficiency. In particular, they develop an interrelated set of competencies, systems, and models that influence the organization's processes, activities, and functions, thereby increasing business performance. However, despite the increasing significance of sustainable management and leadership, today, businesses are still using traditional practices to increase their business performance. Unfortunately, as a result, institutions are still falling apart in improving the firms’ business performance. Hence, to address the increasing concern, this call for paper encourages organizations to adopt these approaches to ensure business performance. This special issue INTERNATIONAL JOURNAL OF ORGANIZATIONAL LEADERSHIP","PeriodicalId":43385,"journal":{"name":"International Journal of Organizational Leadership","volume":"5 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2023-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72942919","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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