Leadership Development Programs Research Articles

Effect of spiritual leadership on psychological safety climate and team innovation in consulting teams: the moderating role of occupational self-efficacy

Purpose This study examines the effect of the spiritual leadership of the leaders in a consulting team on psychological safety climate and team innovation. Moreover, our research adopts the contingency theory of leadership to investigate whether the effect of spiritual leadership on psychological safety climate and team innovation could be moderated by personal characteristics of team members in terms of occupational self-efficacy.Design/methodology/approach Survey data were obtained from 229 team members across 24 consulting firms in Bangkok. To minimize common method bias, team innovation was assessed by team leaders while other variables were assessed by team members. We used Partial Least Squares Structural Equation Modeling to analyze the data.Findings The analysis supports the positive effect of spiritual leadership on psychological safety climate and team innovation. Psychological safety climate also mediates the effect of spiritual leadership on team innovation. Lastly, the moderating effect analysis shows that the spiritual leadership of the team leaders exerts a weaker influence on the psychological safety climate and team innovation when team members exhibit high levels of occupational self-efficacy.Practical implications Because spiritual leadership plays a significant role in boosting team innovation through the creation of a psychologically safe climate, the consulting firms can provide a leadership development program to help their team leaders to gain insight into the nature of spiritual leadership and learn how to demonstrate appropriate behaviors when they supervise a team. In particular, this policy recommendation is highly relevant when team leaders supervise members who exhibit low occupational self-efficacy.Originality/value Our findings not only illustrate that spiritual leadership could enhance team innovation through the mediating role of psychological safety climate, but the level of occupational self-efficacy of the team members could significantly reduce the effects of spiritual leadership on psychological safety climate and team innovation.

Navigating Emotional Discomfort in Developing Equity-Driven School Leaders: A Conceptual-Pedagogical Framework

Background Given that K-12 schools necessitate leaders who can advance equity and justice, preparation programs in higher education institutions have prioritized the development of equity-oriented school leaders. However, there has been relatively limited exploration of pedagogical approaches that equip educational leaders to navigate adverse emotional responses and utilize their discomforting emotions as a source of transformation toward equity-oriented principles. When negative emotions are suppressed and/or unexplored within leadership development programs, adult learners will likely miss crucial opportunities for personal growth and transformative change. Purpose This theoretical article aims to enhance and expand existing scholarship on the pedagogies of emotional discomfort by developing a conceptual-pedagogical framework for preparing equity-driven school leaders. Conceptual Model We explore the role of emotions in/as learning, drawing insights from the learning science literature, and analyze empirical studies in leadership education to unravel how and why discomforting emotions are triggered and operationalized when learning about racism and inequities. We present a framework, the pedagogy of discomfort toward critical hope, drawing on scholarly work bridging emotional discomfort and critical pedagogy, and exemplified by various examples of pedagogies of discomfort. Building on this foundation, we introduce an emotional scaffolding design centered around three concepts: generating discomfort to make oppression and privilege visible, guided emotion participation for engaging critical reflection and dialogue, and appraising emotions with metacognitive and meta-affect tools. Discussion and Implications This article extends the scholarship on teaching and learning for developing equity leaders by bridging insights from learning science and critical pedagogy.

Unveiling the Shadow: Theorizing the Impact of Narcissistic Leadership on Sales Teams

This study investigates the dual nature of narcissistic leadership within sales teams, revealing its potential to both inspire ambitious goals and undermine team cohesion and performance. By integrating a comprehensive literature review, the research outlines the characteristic behaviors of narcissistic leaders, such as arrogance and a lack of empathy, and their impact on team dynamics, including reduced cohesion, increased conflict, and impaired team performance. The paper proposes strategies to mitigate these negative effects, such as leadership development programs, team-based performance evaluations, and fostering a culture of empathy. It highlights the importance of understanding and addressing the complexities of narcissistic leadership to cultivate healthier, more productive team environments. The findings call for further research into the long-term effects of narcissistic leadership and the development of effective management strategies.

Investigating the indirect impact of transformational leadership on performance and work alienation: evidence from school principals navigating COVID-19

PurposeAlthough significant research has examined the concept of transformational leadership, few studies have explored the indirect impact of transformational leadership on individual and organizational outcomes within the context of crisis. Accordingly, this study aims to advance our understanding of the indirect impact of transformational leadership on school performance and principals' work alienation within the context of the COVID-19 pandemic. In doing so, this study contributes to this developing stream of literature by hypothesizing the indirect effect of two relational resources, namely employee trust and relational coordination, which mediate the relationship between transformational leadership, school performance and principals' work alienation.Design/methodology/approachThis study draws on a unique sample of 634 principals from Irish primary schools navigating the COVID-19 crisis. Structural equation modeling (SEM) was performed using Mplus 8.3 to test the hypothesized model.FindingsMixed findings emerged concerning the mediating process of relational resources and their impact on transformational leadership, school performance and principals' work-alienation. In particular, support is found for the critical role of principals whose transformational leadership style can help increase school performance. However, evidence suggests that employee trust does not mediate the relationship between transformational leadership and principals' work alienation.Practical implicationsThis study provides several practical insights for education professionals, policymakers and HRM practitioners across each phase of the crisis management cycle. Firstly, regarding the pre-crisis stage, educational institutions should invest in targeted leadership development programs that prioritize relationship-building and effective communication among stakeholders. Second, during crises, the study emphasizes the role of relational resources in mediating the impact of leadership on school performance. Moreover, the study illustrates the importance of proactively cultivating strong connections with stakeholders, fostering timely, problem-solving-based communication. Finally, in the post-crisis phase, collaboration with government stakeholders is recommended to inform recovery policies.Originality/valueThis study makes several contributions to the literature on leadership and crisis management. First, this study adds new insights suggesting how principals as leaders influence school performance during crisis. Second, by adopting a relational perspective, this study suggests two types of relational resources (i.e. employee trust and relational coordination), as the mediators between transformational leadership, school performance and principals' work alienation. Third, this study moves the existing research on leadership during crisis forward by focusing on the functional effectiveness of leadership while focusing on the principals' work alienation during the pandemic.

Transformational Leadership, Psychological Empowerment, and Organizational Citizenship Behaviors among Nursing Workforce: A Single Mediation Analysis

Aim. To explore the mediating effect of psychological empowerment in the association between transformational leadership and organizational citizenship behaviors in nursing context. Background. Healthcare organizations worldwide are facing unprecedented challenges, necessitating effective leadership strategies to ensure quality patient care and organizational success. Transformational leadership has emerged as a tool to promote positive workplace behaviors, including organizational citizenship behaviors, among nursing staff. However, the mediating role of psychological empowerment in this relationship remains underexplored. Methods. A cross-sectional survey was conducted from March 2023 until August 2023 involving 305 registered nurses at King Khalid Hospital to investigate the relationship among transformational leadership, psychological empowerment, and organizational citizenship behaviors. Validated scales were used to assess these variables. A single mediation analysis was conducted through processing macro version 3.5 model 4. Results. This study found a strong positive association between transformational leadership and both psychological empowerment (r = 0.507, p<0.001) and organizational citizenship behaviors (r = 0.445, p<0.001) among nursing staff. Additionally, psychological empowerment partially mediated the relationship between transformational leadership and organizational citizenship behaviors, with a significant indirect effect (B = 0.110, CI: 0.058–0.166). Conclusions. Transformational leadership positively impacted nurses’ feelings of empowerment, which then led to higher exhibition of organizational citizenship behaviors. Implications for Nursing Management. Leadership development programs should prioritize the cultivation of transformational leadership qualities and support the psychological empowerment of nursing staff. This approach can enhance organizational effectiveness, foster positive workplace environments, and improve patient outcomes.

Building Effective Leadership Development Programs.

Building Effective Leadership Development Programs.

Evaluating the impact of digital technology on youth leadership development in the USA

Digital technology has become an integral part of modern society, influencing various aspects of daily life, including education and leadership development. This study aims to evaluate the impact of digital technology on youth leadership development in the USA. The research explores how digital technology, such as social media, online platforms, and digital communication tools, influences the development of leadership skills and qualities among young people. The study employs a mixed-methods approach, combining quantitative surveys and qualitative interviews to gather data from a diverse sample of youth leaders across the USA. Quantitative surveys are used to assess the extent to which digital technology is used in leadership development programs and its perceived impact on leadership skills. Qualitative interviews provide deeper insights into how digital technology influences the development of leadership qualities, such as communication, collaboration, and problem-solving skills. Preliminary findings suggest that digital technology plays a significant role in youth leadership development, offering new opportunities for learning and growth. Social media platforms, in particular, are identified as valuable tools for connecting with peers, sharing ideas, and mobilizing support for various causes. However, the study also highlights challenges associated with the use of digital technology, such as the risk of information overload and the potential for online harassment and bullying. The study concludes by emphasizing the need for educators, policymakers, and youth organizations to recognize the potential of digital technology in enhancing leadership development while addressing its challenges. Recommendations are provided for integrating digital technology into leadership development programs effectively, including the importance of digital literacy education and the need for policies that promote safe and responsible digital practices among young leaders. Overall, this study contributes to the growing body of literature on the impact of digital technology on youth development, providing valuable insights for practitioners and policymakers seeking to harness the power of digital technology for youth leadership development in the USA.

Living, Leading & Medicine: A two-tiered leadership development programme for family medicine residents.

There is increasing awareness of the necessity and importance for physician leadership in health care. Despite this, formal leadership training is not widespread in medical education. We describe the structure, curriculum and development of a robust two-tiered leadership development programme within a community-based family medicine residency programme. Living, Leading & Medicine (LLM, tier 1) consists of nine 2.5-h discussion-based training sessions occurring thrice annually. The Advanced Leadership Track (ALT, tier 2) includes mentoring, additional readings, personal evaluations and leadership projects. We used post-session surveys and exit surveys for LLM and ALT, respectively. We utilised the modified Kirkpatrick framework for programme evaluation to present outcomes from the first 3years for each tier. Over three quarters (40 out of 53) of residents participated in LLM sessions. The post-session survey response rate for LLM was 95% (124 out of 130 participants). Eighteen out of 33 residents (54.5%) completed the ALT. Of these, 72% (13 of 18) returned exit surveys. Residents found the programme valuable and relevant (Kirkpatrick level 1). Residents demonstrated improvements in leadership knowledge and skills (3.85 v. 3.11, p< 0.0001; Kirkpatrick level 2) compared with an internal, historic control group. We noted changes in resident behaviour and attitudes towards leadership (Kirkpatrick level 3). Finally, the completion of leadership projects demonstrates Kirkpatrick level 4 outcomes. We have created a longitudinal, two-tiered leadership development programme that has improved the leadership capabilities of our family medicine residents.

Gender Disparity in Principal Officers’ Positions in Nigerian Universities: Implications for Educational Planners and Administrators

The study investigates the gender disparities in leadership positions within Nigerian universities, focusing on principal officers such as Vice-Chancellors, Deputy Vice-Chancellors, Registrars, Bursars, and Librarians. Analyzing data from the 2019 Nigerian University System Statistical Digest. The study employs ANOVA statistics to establish the statistical significance of these disparities and highlights the need for targeted interventions to rectify these imbalances. The research reveals striking imbalances in gender representation across these roles. The findings demonstrate that, despite notable progress in some areas, women remain significantly underrepresented in key leadership positions, with a pronounced gender gap persisting across various types of universities (federal, state, and private). The recommendations offered encompass gender-neutral selection processes, affirmative action policies, leadership development programs, mentorship initiatives, educational campaigns, and regular data collection to promote gender equity. These proposed strategies aim to create a more inclusive academic environment where leadership positions are accessible to all based on qualifications and merit, ultimately fostering diversity and enriching the higher education landscape in Nigeria.

How does humble leadership stimulate employees’ service improvisation in hospitality? A social information processing perspective

PurposeDrawing on social information processing theory (SIP), this paper examines whether and how humble leadership affects employees' service improvisation (ESI) in the hospitality industry. Further, the study investigates the mediating role of psychological safety and the moderating role of creative self-efficacy (CSE).Design/methodology/approachTo test the proposed relationships, the study adopts a cross-sectional design, administering questionnaires to 456 frontline staff in Egypt’s hospitality industry across three main sectors: restaurants, hotels and travel agencies. SPSS 27 and AMOS 22 were used for statistical analysis.FindingsThe study reveals a positive relationship between humble leadership and ESI, partially mediated by psychological safety. Furthermore, CSE not only strengthens the relationship between psychological safety and ESI but also enhances the indirect effect of humble leadership on ESI via psychological safety.Practical implicationsThe study offers valuable insights for practitioners in the hospitality industry. To boost ESI, organizations can incorporate humble leadership attributes into their leadership development programs. Fostering a psychologically safe workplace would facilitate the positive impact of humble leadership on ESI. Recognizing CSE as a pivotal moderator underscores the importance of strategically selecting and developing employees with high CSE. These insights aim to cultivate a more service-oriented and effective workforce in the hospitality industry.Originality/valueThis study significantly contributes to leadership research in the hospitality industry by uncovering a previously unexplored link between humble leadership and ESI. Exploring psychological safety as a mediator and CSE as a moderator enhances our comprehension of how and when humble leadership influences ESI.

Toxic Leadership and Followers’ Work Motivation: An Angolan Study

Toxic leadership has detrimental effects on subordinates and has been associated with several negative outcomes in organizations. This research aims to study the effects of toxic leadership dimensions (abusive supervision, authoritarianism, narcissism, self-promotion and unpredictability) on followers’ work motivation by using Self-Determination Theory to approach work motivation. Angola faces significant social development challenges that are dependent upon the quality of leadership. Two hundred and nineteen people, aged 30 and 65 years, participated in this research from Angolan organizations in different industry sectors. The Toxic Leadership Scale and Multidimensional Work Motivation Scale were used. Correlation and regression analyses were performed. The narcissism dimension of toxic leadership and the identified regulation of work motivation had the highest scores. Leaders’ narcissism was positively correlated with external material and introjected motivation; self-promotion with introjected and intrinsic motivation. All dimensions of toxic leadership were positively correlated with amotivation. Finally, abusive supervision negatively predicts introjected regulation, and narcissism predicts positively material regulation of work motivation. These relationships were interpreted as the effect of toxic leadership dimensions on work motivation dimensions. Leadership development programs should focus on preventing toxic leadership in order to positively impact the followers’ autonomous regulation.

The Powerful Influence of Appreciation and Work Environment on Retention in Saudi Arabia's Manufacturing Sector

This study aimed to analyze the impact of appreciation and work environment on the employees’ turnover in the Saudi Manufacturing Sector. The combination of unfavorable work environments and restrictive leadership styles creates significant challenge to talent retention in this sector. Addressing these challenges is crucial to attract and retain skilled individuals. In particular, the researcher observed the impact of manager appreciation and work environment on employees’ performance and how it relates to the employee’s retention. In this context, quantitative and qualitative analysis approaches were used to address the research objectives. Accordingly, 578 employees from this sector had participated in the survey questionnaires. Moreover, 30 employees working in panel boards manufacturing factory were purposely selected to participate in face-to-face interviews for the qualitative part. Findings from the quantitative analysis were verified using qualitative analysis. Results showed that the majority of the participants believed that appreciation and quality of the work environment are significantly impacted their decision to stay or leave the company. The research recommends providing competitive compensation packages, and the organization should invest in employees development, especially in leadership development programs and training which can improve managers and supervisors’ emotional skills, and Encouraging the creation of a healthy and productive work environment.

The Role of Leadership Styles in Fostering Organizational Commitment Among Nurses

This study aims to explicitly examine the relationship between leadership styles and nurse organizational commitment, providing specific correlations and regression results to enhance readers’ understanding of the findings. Nurses’ well-being is significantly influenced by the leadership styles they observe, and effective healthcare leadership is crucial for improving healthcare systems’ efficacy. The study population consists of private hospital nurses from Vellore City, Tamil Nadu, India. Questionnaires were disseminated using Google Forms, resulting in 308 responses, of which 283 ( N = 283) were deemed usable. Nurses self-rated their perceptions of their various managers’ leadership styles using the Multifactor Leadership Questionnaire 5x-short, along with the Three-Component Model (TCM) Employee Commitment Survey and a demographic questionnaire. Descriptive statistics, correlation, and regression were examined using SPSS 26.0. The study’s regression analysis found significant links between leadership styles and various types of commitment among nurses. Specifically, the results show that transformational (TRF) and laissez-faire (LF) leadership styles positively impacted affective commitment. TRF had a stronger influence (TRF: β = .938, p &lt; .001; LF: β = .580, p &lt; .001). The findings also indicate that TRF and LF styles positively influenced normative commitment (TRF: β = .803, p &lt; .001; LF: β = .392, p &lt; .001), while transactional (TRA) leadership had a negative effect on normative commitment (TRA: β = −.308, p = .007). These results provide valuable insights for healthcare organizations looking to increase commitment among their nursing staff by fostering specific leadership styles. This study contributes to nursing and organizational behavior by filling a gap in the current knowledge on the relationship between leadership styles and organizational commitment among nurses. Given the specific obstacles and stresses nurses face in their jobs, understanding how different leadership styles affect their commitment can assist healthcare organizations in better supporting their nursing staff. Healthcare organizations can apply these results by implementing targeted leadership development programs to identify and cultivate leaders with transformational and laissez-faire traits. Additionally, organizations can create a work environment that values autonomy and decision-making, fostering commitment among nurses. Future research could explore the long-term effects of implementing leadership development programs based on the identified effective leadership styles. Additionally, examining the broader implications of these findings for the field of nursing and healthcare management would be valuable for advancing the understanding of organizational commitment among nurses.

Increasing Diversity in Academic Medicine Via a Strategic Intermural Housestaff Leadership Development Program.

By 2055, the United States will no longer have a single race or ethnic majority. As the nation's demographics change, the field of medicine must also change to meet the needs of diverse patients. In 2013, UT Southwestern Medical Center implemented the Housestaff Emerging Academy of Leaders (HEAL) program, which provides leadership development skills and training to underrepresented in medicine physician residents in preparation for academic medicine careers. Program leaders hypothesized that by providing housestaff with structured mentorship, career coaching, and individualized development plans, HEAL would increase interest in pursuing academic careers and prepare residents for faculty positions. HEAL has since expanded to graduate medical education programs nationwide. From 2013 to 2018, HEAL included housestaff at UT Southwestern and other Texas medical centers, totaling 392 enrollees. In 2019, the program increased to include housestaff from around the country. The first HEAL USA program had 39 housestaff, which increased to 173 in 2019, including 60 faculty from 31 U.S. academic medical centers. The 2019 HEAL USA preassessment survey (32 trainee responses) revealed that 10 (31%) of the housestaff were "extremely interested" in academic medicine, but only 1 (3%) felt "extremely confident" to pursue an academic medicine career. Postassessment responses to these same items (5 trainee responses) were 3 (60%) and 1 (20%), respectively, with 3 (60%) also feeling "extremely prepared" (1 [20%]) or "very prepared" (2 [40%]) to pursue an academic medicine career. Of 70 evaluable participants who attended at least 2 sessions and have graduated from residency, 47 (67%) have attained academic faculty positions, whereas 23 (33%) have pursued positions at nonacademic centers. The next steps for HEAL USA will be continued expansion to additional medical centers and effective delivery of career development and leadership training to encourage participants to pursue academic medical careers.

149 Leadership Development for Women in Academic Medicine: Impact of Leader Self-Efficacy Change and Sustainability Over Time

OBJECTIVES/GOALS: Our objective was to evaluate the FLEX Leadership Development Program for School of Medicine Women Faculty affiliated with 4 independent hospital systems throughout Northern Ohio to determine whether women faculty develop leader self and means efficacy. We also examined whether self-efficacy is sustained over time following program completion. METHODS/STUDY POPULATION: We did a prospective multiple cohort study to determine whether FLEX Program graduates develop and sustain leader self and means efficacy as measured by the Leader Efficacy Questionnaire (LEQ) (Hannah &amp; Avolio, 2012). The LEQ assesses both leader confidence in their capabilities (self-efficacy) and the availability of sufficient external resources (means efficacy) to achieve their goals. We surveyed participants from 5 FLEX cohorts (2017-2021) using a pre-, post-, and 1-year follow-up LEQ, which allowed each participant to act as their own control subject, pre-test, and experimental post-test. The follow-up tested whether the change from pre- to post-test was sustained over time. The comparison group was non-participant women faculty from the same institutions over a similar 2-year period. RESULTS/ANTICIPATED RESULTS: Diverse FLEX graduates from 5 different cohorts showed highly significant increases in pre- to post-program leader self-efficacy which were sustained up to one year after program completion. Overall leader efficacy as well as its three component sub-constructs (action-, means- and self-regulation- efficacy) all significantly increased equally, suggesting both that the FLEX program had robust effects on its participants, and all aspects of leader efficacy improved. We observed a mildly significant decrease at 1-year follow-up in the overall LEQ, which appeared to be driven entirely by the leader means efficacy. The large comparison group of women faculty did not show any significant changes in leader self-efficacy over a comparable 2-year period. DISCUSSION/SIGNIFICANCE: FLEX confers sustainable gains in leader self-efficacy. Post-program self-efficacy decreases are driven by the leader means efficacy which measures how work environments affect their leadership. This suggests that institutions must take responsibility for making structural changes to improve the working environment for women leaders.

Five-Year Experience From a Cardiovascular Physician and Advanced Practice Providers Leadership-Development Program

Five-Year Experience From a Cardiovascular Physician and Advanced Practice Providers Leadership-Development Program

Organizational Incentives and Workforce Retention in Innoson Vehicles Manufacturing Co. Ltd (IVM), Nigeria

As organisations strive to maintain a competitive edge, the effective implementation of incentives plays a crucial role in attracting, engaging, and retaining talented employees. Purposefully, this study examines the relationship between organisational incentives and workforce retention in Innoson Vehicles Manufacturing Co Limited (IVM), Nnewi, Anambra State, Nigeria. The study adopted a Descriptive Survey Research Design. The sample size of 183 was determined using the Taro Yamane Formula from a population of 336. Hypotheses were tested using Correlation Analysis. Findings revealed a significant relationship between organisational incentives and workforce retention. The study concluded that by prioritising initiatives that promote employee well-being, engagement, and professional growth, organisations can enhance their competitiveness, foster a culture of excellence, and drive sustainable organisational success in an ever-evolving landscape of a modern workplace. The study recommended that INNOSON prioritises the implementation of comprehensive employee recognition programs. Also, INNOSON can demonstrate its commitment to supporting employees' financial security and personal well-being, fostering greater employee loyalty. Lastly, organisations should invest in leadership development programs and managerial training initiatives to cultivate empowering leadership styles within the organisation.

간호리더십 함양을 위한 학습성과 평가체계 연구

Purpose : This study aims to develop an evaluation system for assessing the learning outcomes and achievements of leadership development programs intended for personal and professional growth. Method : The research involved measuring the leadership qualities of nursing students, nursing educators, and clinical nurses through surveys, analyzing their general characteristics and nursing leadership scores. Additionally, a comparative analysis of existing leadership-related evaluation systems from 18 universities was conducted. The development of the leadership learning outcome evaluation system followed the procedures outlined in the evaluation system development. Results : The priorities of nursing leadership demands were different among nursing students, nursing educators, and clinical nurses. Nursing students identified major professional competence (4.43 points) as most crucial, while nursing educators and clinical nurses emphasized that communication skills (4.77 points, 4.82 points) were the most important. The analysis of existing leadership evaluation systems revealed a variety of components, including structure and criteria, performance standards, and achievement levels, performance levels, goal attainment, related courses and extracurricular activities, evaluation (timing, methods, tools, stakeholders, etc.), results analysis (stakeholders, disclosure status, disclosure methods, etc.), and improvements (evaluation and improvement timing). Conclusion : The program learning outcome evaluation system should undergo continuous improvement through regular analysis and feedback. This process will enhance the leadership skills of prospective nurses, enabling them to adapt to the evolving nursing and healthcare environment.

The Role and Impact of Saudi Vision 2030 in Leadership Development

Organizations continually try to improve the level of leadership capability and increase the number of qualified successors for leadership positions by supporting leadership development (LD) training program. This qualitative research explores the influence and impact of Saudi Vision 2030 in developing potential and existing leaders to succeed as leaders and support the realization of Saudi Vision 2030. The study is conducted to bridge the gap and highlight the influence and impact of Saudi Vision 2030 in LD. Analyzing the influence of Saudi Vision 2030 in LD will significantly help HR leaders to assess, identify, and evaluate the needs of LD programs in the organization. The study is aimed at two main objectives: First, identifying the LD programs in light of Saudi Vision 2030. Second, assessing the impact of LD programs in achieving the goals of Saudi Vision 2030. A purposeful sample of seven participants is drawn from semi-structured interviews conduced by a researcher from Oil &amp; Gas Company at Saudi Arabia. The results provide evidence that LD programs are essential. The results provide evidence that designing and implementing LD programs to fill a leadership gap is productive. The study supports the influence and impact of Saudi Vision 2030 in LD, by the expansion and implementation of LD programs in the Saudi labor market. Participants who pursued LD opportunities indicated the importance of institutional involvement in LD programs.

Strategic human resource management for sustainability in creative industries: A review and framework proposal

Strategic Human Resource Management (SHRM) has emerged as a critical approach for fostering sustainability within the dynamic landscape of creative industries. This review presents a comprehensive review of existing literature on SHRM in the context of creative industries, culminating in a proposed framework aimed at enhancing sustainability in these sectors. The review begins by examining the unique challenges faced by creative industries, characterized by rapid technological advancements, evolving consumer preferences, and intense competition. In this context, traditional HRM approaches are often insufficient, necessitating a strategic alignment between HR practices and organizational objectives to ensure long-term viability. Key themes identified in the literature review include talent management, organizational culture, employee engagement, and leadership development. Effective talent management strategies are crucial for attracting, retaining, and developing skilled individuals who drive innovation and creativity within creative firms. Furthermore, fostering a supportive organizational culture that values diversity, collaboration, and experimentation is vital for promoting sustainability in these industries. Employee engagement emerges as a critical factor influencing organizational performance and resilience, particularly in creative environments where intrinsic motivation plays a significant role. Moreover, leadership development programs tailored to the unique needs of creative professionals can empower individuals to navigate uncertainty and drive strategic initiatives that contribute to organizational sustainability. Building upon these insights, this review proposes a framework for SHRM in creative industries, integrating strategic planning, talent management, culture development, and leadership practices. The framework emphasizes the alignment between HR strategies and business goals, emphasizing the importance of agility, innovation, and adaptability in response to dynamic market conditions. Strategic Human Resource Management plays a pivotal role in enhancing sustainability within creative industries by fostering a culture of innovation, empowering employees, and cultivating leadership capabilities. The proposed framework provides a roadmap for organizations seeking to navigate the complexities of the creative landscape while maximizing long-term success and resilience.