Leadership Behavior Research Articles

THE MEDIATING ROLE OF ENVIRONMENTAL KNOWLEDGE SHARING ON THE IMPACT OF GREEN LEADERSHIP ON INNOVATION IN VIETNAMESE SMALL AND MEDIUM ENTERPRISES

With environmental sustainability gaining significance, firms require green leadership to drive the adoption of eco-innovations through appropriate culture-building. This quantitative study uses upper echelons theory to analyze green innovation levels in Vietnamese small and medium enterprises (SMEs) and to assess intermediary mechanisms that transmit strategic leaders’ influence. Results of partial least squares structural equation modeling (PLS-SEM) provide strong empirical support for the hypotheses that environmental knowledge sharing practices mediate the impact of green leadership behaviors on higher performance in green product and process innovation. Specifically, knowledge exchange through cross-functional collaborations and external partnerships explains the effect of leadership. Findings respond to calls for research on green innovation drivers in emerging markets such as Vietnam, where institutional pressures for ecological responsibility remain underdeveloped. Furthermore, identifying actionable transmission mechanisms informs policy guidelines regarding interventions necessary to nurture sustainable innovation. This study offers multi-level theoretical and practical contributions.

Factors Affecting Employee Satisfaction in Private Commercial Banks: Evidence from Bangladesh

The purpose of this study is to determine the factors that influence employee satisfaction in private commercial banks in Bangladesh. Data used in the study were collected through an online survey. A total of 380 entry to mid-level employees from the private banking sector participated in the survey during 2024. Research method is a multiple regression analysis. The study takes employee satisfaction as the dependent variable and estimates relationship between the dependent variable and seven exogenous variables. The findings of the study show that organizational culture, leadership behavior, job characteristics, work environment, compensation and benefits, and employee training have significant positive impacts on employee satisfaction. Banks may design strategies to assure competitive compensation, build a positive work environment, support effective leadership, and encourage employee engagement and growth by understanding the elements that affect employee satisfaction.

It’s Not All About the Self: Exploring the Interplay Between Self-leadership and the Social Work Environment

ABSTRACT Self-leadership has traditionally been positioned as an individual-level phenomenon, putting strong emphasis on individuals’ responsibility to influence themselves in order to achieve positive outcomes. However, this perspective may oversee that individuals are embedded in a social system, and that self-leadership may be best achieved as a collective endeavour that involves the individual and their interaction with the social environment. The present research thus aims to understand how individuals and their social environment at work (i.e. managers, co-workers) play together in order to enable self-leadership. The question was addressed using an inductive coding approach to qualitative data that stem from 73 semi-structured interviews with job newcomers from one organization in Germany. The findings showed that newcomers’ self-led behaviour could be enabled by two key aspects of their social environment (i.e. individualized support for learning; team members acting as partners), which shaped and were shaped by newcomers’ internal process of becoming aware of their task and relations-oriented contributions at work. Overall, our findings point to the role that the social environment plays for self-leadership. We discuss the implications for self-leadership theory. MAD statement Self-leadership is of increasing importance in today’s complex and rapidly changing work environment. As individuals do not operate in a social vacuum, but are constantly impacted by and are impacting their social environment themselves, it is important to explore how an individual’s social environment at work (i.e. their leaders and co-workers) can encourage individual self-leadership. Based on qualitative interviews, we describe the interplay between job newcomer’s perceptions of leader and co-worker behaviour, their internal awareness processes, and self-led behaviour. Thereby, we provide specific aspects of how leaders and co-workers can encourage individual self-leadership at work.

THE EFFECTS OF LEADERSHIP STYLES OF HEALTHCARE INSTITUTION MANAGERS ON THE JOB SATISFACTION AND ORGANIZATIONAL COMMITMENT OF HEALTHCARE WORKERS

In this study, it is aimed to reveal the effects of the leadership styles of the managers in health institutions on the job satisfaction and organizational commitment of the employees. The data necessary for the research, a survey was conducted among 140 medical professionals working in the administrative departments of hospitals on the Anatolian side of Istanbul with bed capacity of 600 and more. The first section of the study consist of the factor analysis of the measurement instruments of job satisfaction, organizational commitment, and five leadership behaviours. Kaiser-Meyer-Olkin (KMO) test, and the Bartlett’s Sphericity test showed that the study sample was appropriate for the factor analysis. The second section includes multivarite regression model and the univarite analysis. The descriptive statistics of the participant characteristics, and the scales were presented with mean and standard deviation, and frequencies and percentage. The statistical significance was at 0.05 level. The exploratory variables were the participant charactersitics, and the leadership behaviours that found to have statistically significant relationship with the dependent variables. As a result, it is supported by our research findings that the organizational commitment of the personnel working in healthcare institutions is related to the concepts of task-oriented leader and people-oriented leader.

Relationship between transformational leadership, work engagement, and organisational citizenship behaviour: the moderating effect of work engagement

ABSTRACT We explored the relationship between teachers’ perceptions of transformational leadership and organisational citizenship behaviour (OCB) in Taiwan’s six-year high schools and whether work engagement moderated the relationship between the principal’s transformational leadership and teachers’ OCB. A total of 310 valid questionnaires were collected from teachers in Kaohsiung City, Taiwan. The six-year high school teachers’ perceptions of principals’ transformational leadership and work engagement were at the upper-middle level, with the sub-dimensions “inspiration and encouragement”, “focus”, and “dedication” ranking the highest. Their OCB was high and the sub-dimension, “active and helping behaviour”, ranked the highest. They felt that the principal’s transformational leadership, work engagement, and teachers’ OCB had a significant positive relationship and explanatory power. Their work engagement positively moderated principals’ transformational leadership and OCB. If the principal focused on transformational leadership and matched teachers with higher degrees of work engagement, a higher OCB of teachers would appear.

Connectedness with commodities in emerging markets: ESG leaders vs. conventional indexes

This study investigates the dynamic connectedness of ESG Leaders and conventional equity indexes with commodities in emerging markets. Using data for emerging markets stocks from three regions (Asia, Europe, and Latin America), we compare the spillover effects from commodities to ESG and conventional indexes. Most of the transmission of shocks occurs between equity indexes, whereas spillover from commodities is limited. While there are similarities in the behavior of ESG Leaders and conventional index time series, slightly higher transmission is documented from commodities to conventional indexes compared to the ESG Leaders. Regional differences in connectedness are observed. However, from a portfolio management perspective, no notable differences can be seen between investing in either the ESG Leaders or conventional emerging market indexes when included in portfolios with commodities.

Factors influencing work engagement of nurses in general hospitals: A cross-sectional study.

This study aimed to examine the level of work engagement and to identify the factors influencing the work engagement of nurses. Work engagement plays a crucial role in enhancing the efficiency of outcomes and the standard of care in nursing and healthcare services. A descriptive predictive design and stratified random sampling was used to select206 nurses from three general hospitals in Naypyitaw, Myanmar.. Research instruments consisted of the demographic data form, the Utrecht Work Engagement Scale, the Global Transformational Leadership Scale, the Survey of Perceived Organizational Support, and the Psychological Capital Questionnaire. The results were explored by applying descriptive statistics and stepwise multiple regression. Overall work engagement was at an average level. Transformational leadership and psychological capital could affect work engagement, explaining 19.34% of the total variance; however, perceived organizational support, age, and work experience did not show any impact on it. The findings recommend that nurse administrators should focus on transformational leadership and psychological capital in formulating strategies to increase nurses' work engagement. The outcomes might providebaseline information for nurse administrators and policymakers by formulating management strategies to enhance nursing leaders' awareness, knowledge, and skills about transformational leadership behaviors and to keep nurses holding self-efficacy, hope, optimism, and resilience of psychological capital in healthcare organizations, which ultimately increase nurses' engagement at work.

Heads of School and Teaching Commitment in Public Secondary Schools in Kagera Region, Tanzania

Teaching commitment plays a pivotal role in the success of any education system. In vein, leadership behaviours by heads of schools is instrumental in shaping the teaching commitment. This study aims to examine the relationship between supervisory practices of heads of schools (HoS Practices) and teachers’ commitment within public secondary schools in Kagera Region, Tanzania. The study was grounded from transformational leadership theory. The study used positivism research paradigm and cross-sectional research design. The results has consistently demonstrated a strong connection between instructional leadership and teachers’ commitment. In the context of Kagera Region, which has witnessed a decline in various aspects of education and human development, resulting in increased poverty, this quantitative case study was conducted to investigate the relationship between the HoS Practices and teachers’ commitment. The data were collected through questionnaires from a sample of 240 teachers working across 80 public secondary schools in Kagera Region. Statistical regression analysis and descriptive statistics were used. Primarily, it was found that only about 52.5% of the variance in teacher commitment can be explained by the HoS Practices. This finding raises important questions regarding teacher efficacy and leadership efficacy within Kagera Region's public secondary schools. This research contributes to the existing literature by shedding light on the critical role of heads of schools in enhancing teachers’ devotion to teaching activities. The results underline the need for targeted interventions aimed at improving instructional leadership practices to boost teacher commitment, finally improving the overall quality of education in Kagera Region.

Kepemimpinan kolektif dalam pengembangan budaya organisasi: literature review study

Leadership in a more specific scope becomes a valuable capital in managing the organization. The research method used is a Systematic Literature review. Based on the results of article collection on the classification of sources, themes, and years of publication of articles, 35 articles were obtained that met the article classification. The results show that collective leadership is a collaborative and mutually beneficial leadership process, which allows all elements of an institution to take part in building a certainty that accommodates common goals. Leadership collectivity is the behavior and nature of leaders who involve all staff, to be able to form an organizational culture to be able to work by their respective authorities and duties through a mutually arranged organizational culture, as well as collaborate and be responsible with a collective leadership structure.

Unlocking Innovation: How absorptive capability unleashes the potential of motivation and leadership to catalyze innovative work behaviors in Batam.

The significance of innovative work behavior is growing as organizations strive to maintain their competitiveness by hiring freelancer employees. This study aimed to examine how absorptive capability mediates the connections between job motivation, transformational leadership, and innovation work behavior in freelancers working in the oil and gas industry. A quantitative methodology was employed through an online questionnaire, using a random sampling strategy involving 250 respondents. Furthermore, data analysis was performed using structural equation modelling. The findings indicate that job motivation and transformational leadership did not have a direct impact on innovation work behavior. However, they did have an indirect beneficial influence mediated by absorptive capability. This study revealed that absorptive skills play a vital role in facilitating the translation of job drive and transformational leadership into innovative work behaviors. The practical consequences involve firms embracing transformational leadership and establishing training programs to enhance employees' absorptive potential, thereby promoting innovation. Ultimately, cultivating absorptive skills is crucial for leadership styles and motivational elements to be evident in innovative work behaviors.

Transfer of a leadership training intervention prior to COVID-19 on leadership support during the pandemic

PurposeWe examined the impact of a leadership support training intervention implemented prior to the coronavirus (COVID-19) pandemic on support behaviors specific to COVID-19 during the pandemic. Primary intervention targets (i.e. family-supportive supervisor behaviors and sleep leadership behaviors) were explored as mediators between the intervention and supportive COVID-19 leadership behaviors.Design/methodology/approachA cluster randomized controlled trial intervention was implemented with service members and their supervisors in the Army and Air National Guard throughout 2017–2019. Follow-up survey data were collected after the intervention, including during the COVID-19 pandemic in 2020. Direct and indirect intervention effects were tested.FindingsA pre-COVID intervention targeting leader support for family and sleep health had a direct effect on leader support specific to the COVID-19 pandemic. Additionally, sleep leadership, but not family-supportive supervisor behaviors, mediated the intervention effects on supportive COVID-19 leadership. These findings suggest that certain leadership training interventions can transfer across knowledge domains and time.Practical implicationsFindings from this study demonstrate that training leaders on support behaviors improves their ability to support employees during the COVID-19 pandemic and may translate to crisis leadership in other contexts.Originality/valueWe examined the long-term effects of an intervention that was implemented approximately 1–2 years prior to the COVID-19 pandemic on leadership support behaviors specific to the pandemic. Our findings contribute to the leadership, training, and organizational intervention literatures, and have implications for how leaders can support employees during crises.

Leader ethical voice and subordinate job performance: the chain mediating role of subordinate identification with leader and leader-member exchange.

Ethical voice is a valuable ethical behavior that enables organizations to promptly recognize and rectify unethical issues and practices, thus preventing severe dilemmas and crises. Despite its importance, the extant literature has yet to fully explore the impact of a leader's ethical voice on subordinate outcomes. This study bridges this gap by integrating social identity theory and social exchange theory to scrutinize the process by which a leader's ethical voice affects subordinate task performance. We employ a serial mediation model to explore the mechanisms by which a leader's ethical voice enhances subordinates' task performance. Our theoretical framework is empirically validated using a dataset that includes 449 subordinate-leader pairings from Chinese enterprises. The survey results demonstrate that a leader's ethical voice has a significant positive impact on subordinate task performance. Subordinate identification with leader and leader-member exchange not only individually mediate the effects of a leader's ethical voice on subordinate task behavior but also jointly serve as a chain-mediated mechanism in the influence of a leader's ethical voice on subordinate task behavior. These findings illuminate the substantial effects that ethical leadership behaviors exert on employee performance and offer fresh perspectives on the intricate dynamics that govern this influence.

Unveiling the potential of perceived authentic leadership to enhance followers’ moral intentions: a self-determination theory perspective

PurposeThe purpose of this study is to explore the effects of followers’ perceptions of their leaders’ authentic leadership behaviors on how followers become motivated to develop moral intention.Design/methodology/approachUsing field survey data (n = 337), exploratory factor analysis and multiple regression, the authors suggest that perceived authentic leadership positively affects followers’ moral intent. The authors tested a self-determination theory-based model to explain the mediations.FindingsThe authors found that perceived authentic leadership is related to employees’ autonomous moral motivation through basic psychological need satisfaction, which in turn predicts their moral capacities and moral intent.Originality/valueThis study is unique in that it has examined various motivational variables to explain the mechanism by which authentic leadership influences morality. In addition, this is also novel in empirically using the autonomous motivation construct in the moral domain to explain how employees may develop moral capacities over time, impacting their moral intent. This research is also unique in testing the relationship between all moral capacities proposed in the literature and moral intent. The theoretical implications, practical implications and avenues for further research are also discussed.

How does temporal leadership affect unethical pro-organizational behavior? The roles of emotional exhaustion and job complexity

PurposeUnethical pro-organizational behavior (UPB) harms organizations’ long-term development; hence, all sectors of society view it as highly concerning. Optimizing leadership and curbing this behavior is a key managerial challenge. This study takes the relationship between temporal leadership and UPB as its object and examines the direct and indirect paths of temporal leadership’s influence on UPB based on the conservation of resources theory. It further dissects the mediating mechanism of emotional exhaustion and the regulating mechanism of job complexity and constructs the mechanism through which temporal leadership affects UPB.Design/methodology/approachData gathered from a sample of 380 employees in 24 provinces and cities were employed for empirical testing using validated factor analysis, hierarchical regression analysis, and a bootstrap method.FindingsThe results show that temporal leadership inhibits UPB, while emotional exhaustion partially mediates the relationship between temporal leadership and UPB. That is, temporal leadership inhibits pro-organizational unethical behavior by alleviating emotional exhaustion. In addition, job complexity negatively moderates the relationship between emotional exhaustion and UPB and positively moderates the mediating role of emotional exhaustion between temporal leadership and UPB.Research limitations/implicationsFirst, although the data used in the study were collected at two different times, they were obtained through self-assessment; therefore, the subjective component and the potential problem of common method bias is evident. Second, the study’s sample size and types of respondents are limited.Practical implications1. This study found that temporal leadership can inhibit UPB by reducing employee emotional exhaustion. Therefore, organizations should place greater emphasis on the time factor. 2. In terms of emotional factors, organizations should actively focus on the impact of emotional exhaustion on employees' UPBs. 3. In management practice, managers should adjust their leadership modeling behaviors according to the different degrees of job complexity to replace UPBs with conscious and rational behaviors.Social implicationsThe study reveals how temporal leadership affects UPB and provides a theoretical basis for organizations to mitigate employees' UPB by optimizing their leadership style.Originality/valueCurrent research on temporal leadership primarily focuses on the positive predictive effects on individual behaviors and attitudes (Zhang and Ling, 2016), but neglects its effects on negative behaviors. This study’s results complement research on the relationship between temporal leadership and employees' negative behaviors and responds to the call by Zhang and Ling (2015) to conduct research related to temporal leadership in China. On the other hand, current research on employees’ UPB largely focuses on its causative factors, while less research has been conducted on the disincentives for UPB, which to some extent limits systematic and sound research on UPB.

AI as Co-Leader: Effects of Human Consideration and AI Structure Behaviors on Leadership Effectiveness and Neural Activation

With rapid technological advancements, AI has emerged as a potential performer of some leadership functions, supplementing or even substituting certain human leadership. The collaborative leadership dynamics between humans and AI remain underexplored. This study investigated the effects of human consideration (high versus low) and AI structure (high versus low) behaviors on task performance, subjective experiences, and neural activation in a human–AI co-lead scenario. A total of 80 participants engaged in quality inspection tasks that were co-led by human and AI leaders, with 20 participants randomly allocated to each behavior combination. The results revealed that high AI structure was associated with increased job-related satisfaction, employee engagement, and leader trust, while low AI structure slightly facilitated task completion speed (about 6.80%). High human consideration increased the trust in and satisfaction with the human leader. Overall, the combination of high consideration in the human leader and high structure in the AI leader enhanced leadership effectiveness and diversification of work methods (with 30% of participants choosing inspection methods other than AI suggestions). Low-structure AI leader behavior led to increased neural activation during the human-leading process in the prefrontal cortex, which was associated with increased attention, motivation, and semantic processing.

The depth of spiritual leadership and its role in achieving the dimensions of organizational excellence (An exploratory study of decision-makers in the plastics company in Baqubah)

The two variables contribute to form the intellectual and philosophical framework of this research. The research aims to test the level of influence of the depth of spiritual leadership in achieving the dimensions of organizational excellence. The importance was evident in bridging the knowledge gap between existing intellectual proposals and the possibility of application. The research aimed to identify leadership behaviors and their impact on achieving the dimensions of organizational excellence. The research problem was represented by the limited awareness of managers of spiritual leadership behaviors and their role in achieving the dimensions of organizational excellence and identifying the cognitive and behavioral level of those leaders and the mechanism of dealing with subordinates in achieving organizational development. The sample size reached (61) managers. The questionnaire was used as a tool to collect data and information related to the research. The correlation and influence relationships and the possibility of implementing them in the application environment were chosen. The research reached، through analysis and testing، a set of intellectual and theoretical conclusions and other applied conclusions that diagnosed the reality in effect in the application environment. It was found that the qualifications and behaviors of spiritual leadership within the company under study, represented by the Plastics Company in Baqubah, were at an acceptable level due to its high scientific levels that occupy positions. Administrative that contributes to achieving the dimensions of organizational excellence. The main recommendations focused on presenting a set of scientific proposals according to the available and possible capabilities that aim to increase the achievement of the company under study by diagnosing the behaviors of spiritual leadership and the obstacles

Inclusive Leadership and Employee Engagement as Critical Drivers of Sustainability in Telecommunication Companies

There has been a growing concern about the influence of inclusive leadership on employee engagement in the telecommunications industry. The telecommunications industry is undergoing rapid technological advancements, leading to increased competition and pressure on employees. Creating an inclusive workplace in such a dynamic environment is essential to attracting and retaining talented professionals and driving eco-innovation for sustainable development in Industry 4.0. Despite the importance of inclusive leadership, there is dearth of studies exploring the influence of inclusive leadership on employee engagement in the telecommunications industry. Hence, this study sought to examine the influence of inclusive leadership on employee engagement in selected telecommunication companies in Namibia. A qualitative approach was adopted, where face-to-face interviews were conducted using a semi-structured interview guide. The participants (22 executives) were selected for interviews from two telecommunication companies in Namibia using a purposive sampling method. Data collection involved recording and transcribing participant interviews using Microsoft Word. Thematic analysis was conducted using NVivo 20 software. Results show the importance of empathy and non-hierarchical leadership behaviour as the most critical factor influencing team engagement and discretionary effort in the telecommunications industry in Namibia. Meanwhile, clear career advancement pathways, work autonomy, cross-departmental collaboration, and supervisory support are major contributors to employee engagement for innovative performance and sustainability in the telecommunications industry.

Enhancing E-Commerce SME Performance through Human Capital, Organizational Culture, and Product Innovation: The Mediating Role of Employee Performance

This study investigates the impact of human capital, organizational culture, and product innovation on entrepreneurial performance in e-commerce small and medium enterprises (SMEs) in Shanghai, hypothesizing that these factors positively influence entrepreneurial performance with employee performance as a mediating variable. Approximately 375 entrepreneurs and staff from e-commerce SMEs participated, providing pertinent data through validated questionnaires rated on a 5-point Likert scale. Utilizing a quantitative research design, the study employed SEM-PLS analysis to examine relationships among human capital, organizational culture, product innovation, employee performance, and entrepreneurial performance. The findings indicate that human capital, organizational culture, and product innovation significantly impact entrepreneurial performance, with human capital having the most substantial effect, followed by product innovation. Employee performance was found to mediate these relationships, enhancing organizational competitiveness. Effect sizes and confidence intervals demonstrated strong content validity and statistical significance. The study concludes that strategic management of human capital, fostering a supportive organizational culture, and encouraging product innovation are crucial for improving entrepreneurial performance in e-commerce SMEs. These results suggest that SMEs should invest in human capital development, create an innovation-friendly environment, and emphasize effective leadership and ethical behavior. The implications highlight the importance of these factors in achieving success in the competitive e-commerce market, emphasizing the need for strategic management practices that prioritize human capital and organizational development to drive performance outcomes. This research provides actionable insights for SMEs seeking to enhance their competitiveness and sustainability in the rapidly evolving e-commerce landscape, underscoring the critical role of human capital and innovative organizational practices.

Implementasi Gaya Kepemimpinan Situasional Kepala Sekolah SMKS ST.Nahanson Parapat Sipoholon

Leadership style can be defined as a collection of a person's behavior that aims to change and influence the minds of other people so that they are willing to follow the instructions and directions given. This research is a type of qualitative research that uses a descriptive approach. The aim is to explain and describe information obtained from the field as data in research. The location of this research was at SMKS St. Nahanson Parapat Sipoholon, the research subject is the principal at SMKS St. Nahanson Parapat Sipoholon. The data analysis method used refers to the theory of Miles and Huberman, which consists of several steps as follows: 1). Data Collection: Researchers collect data through interviews, observation and documentation. 2). Data Reduction: Researchers carry out selection returning to the data that has been collected at the data analysis stage. 3). Data Presentation: The reduced data is presented by the researcher at this stage. 4). Drawing Conclusions: Before drawing conclusions, the researcher double-checks the data that has been collected. Leadership is the ability and readiness of an individual to influence, encourage, invite, guide, mobilize, and if necessary force others to act in achieving organizational goals. Situational leadership is a leadership approach in which the leader's behavior is adapted to the varying conditions and situations of each subordinate. Indicators that influence situational leadership include: (a) the telling dimension, where the leader gives clear instructions when assigning; (b) selling dimension, which involves two-way communication between leaders and subordinates; (c) participating dimension, which includes assigning tasks and responsibilities to subordinates and supporting leaders in carrying out these tasks; and (d) the delegation dimension, where the leader gives authority to subordinates to act independently. At St. Mary's Vocational School Nahanson Parapat, the situational approach adapts leader behavior to specific conditions and subordinate needs, with four main styles, namely telling, selling, participating, and delegating. Situational leadership has been implemented with examples of implementation by the Principal practicing a telling approach in exam preparation, using selling in discussing new teaching scheduling, and participating in Prakerin planning. However, the delegating style is less applied because the Principal tends to control all aspects of decisions and tasks. In practice, situational leadership at St. Nahanson Parapat faces several obstacles, including the school environment and staff characteristics, which influence the effectiveness of implementing this leadership style. These obstacles require special strategies to overcome them, so that situational leadership can be more effective and adapt to existing situations, so that organizational goals are achieved optimally.

Safety Leadership: A Catalyst for Positive Safety Climate on Construction Sites

Limited research exists on safety leadership and safety climate in developing countries, despite their established importance in the construction industry. This study addresses this gap by investigating how immediate superiors’ safety leadership behaviours influence safety climate perceptions among construction professionals in southern India. Using a quantitative approach, the study collected valid questionnaire surveys among 279 construction professionals by convenience sampling across various construction sites. The survey revealed that safety leadership significantly and positively predicts five key safety climate factors: management’s commitment to safety, safety equipment and procedures, safety training, communication and openness, and group dynamics and safety culture. These findings highlight the critical role immediate superiors play in shaping safety climate perceptions through their commitment, communication, and employee involvement. This research underscores the importance of investing in safety leadership development to improve safety outcomes, reduce accidents and injuries, and enhance regulatory compliance within the Indian construction industry.