Purpose This study aims to examine whether mindfulness training reduces burnout and enhances work–life balance (WLB) and explores the mediating role of job satisfaction (JS). The research addresses growing concerns about employee well-being (EWB) by evaluating how mindfuinterventions may alleviate stress and improve organisational outcomes. Design/methodology/approach Data were collected from 510 respondents and 362 valid responses from IT industry employees in Delhi NCR and Mumbai via an online survey were collected. Validated scales measured mindfulness, burnout, JS and WLB. Regression analyses and mediation models tested direct and indirect relationships among these variables, with JS as a proposed mediator. Findings Results indicate that mindfulness training significantly decreases burnout and increases JS. Furthermore, JS mediates the mindfulness–burnout relationship, explaining 89% of the variance in burnout. In contrast, while mindfulness training directly improves WLB, the mediation effect of JS on WLB was not significant, highlighting the importance of additional organisational factors in managing work–family demands. Research limitations/implications Findings are constrained by a cross-sectional design and sub-optimal measurement properties for the WLB scale. Future longitudinal research should examine how organisational context and leadership styles influence the long-term sustainability of mindfulness programs. Practical implications Organisations should integrate mindfulness training into broader well-being initiatives to reduce burnout and foster JS. However, complementary measures such as flexible work arrangements and supportive leadership are crucial to fully address WLB challenges. Originality/value By quantitatively demonstrating JS mediating role in mitigating burnout, this study provides new insights into how mindfulness interventions shape EWB.

Transformational leadership is one of the leadership styles considered effective in improving employee performance, especially in organizations facing the demands of change and workplace dynamics. This article aims to systematically analyze the influence of transformational leadership on employee performance based on previous research results. The method used is a Systematic Literature Review (SLR) by reviewing relevant national and international scientific articles on transformational leadership and employee performance. The findings indicate that transformational leadership has a positive and significant impact on employee performance, reflected in increased work motivation, organizational commitment, as well as work quality and productivity. Thus, the implementation of transformational leadership can be an important strategy for organizations in efforts to sustainably improve employee performance.

This study aims to determine and try to analyze the Influence of Leadership Style and Work Environment on Employee Performance with Job Satisfaction as an Intervening Variable at the Education and Culture Office of Pesisir Selatan Regency. This study is a Structural Equation Modeling (SEM) model with SmartPLS 3.0 analysis tools. The population and sample of this study are employees of the Education and Culture Office of Pesisir Selatan Regency. The research results found a positive and significant effect between leadership style and job satisfaction. There was a positive and significant effect between the work environment and job satisfaction. There was a positive and significant effect between leadership style and employee performance. There was a positive and insignificant effect between the work environment and employee performance. There was a positive and significant effect between job satisfaction and employee performance. Job satisfaction mediated the relationship between leadership style and employee performance. Job satisfaction mediated the relationship between the work environment and employee performance.

This study aims to analyze the effect of Digital Competence, Technology Readiness, and Leadership Style on Employee Performance through the adaptation of Artificial Intelligence (AI) among employees at PT Sewangi Alam Nusantara. The study is motivated by the need to improve employee effectiveness, efficiency,and work quality in the digital era, where digital literacy,readiness of technological infrastructure, and adaptive leadership are key factors supporting adaptation to AI-based innovations. The research employed a quantitative approach with data collected through questionnaires distributed to 102 employees. Data analysis was conducted using Structural Equation Modeling (SEM)via Smart PLS 3.0 to examine both direct and indirect relationships among variables. The results indicate that Digital Competence (path coefficient = 1.740), Technology Readiness (2.731), and Leadership Style (1.844) positively affect Employee Performance. These three variables also contribute positively to AI Adaptation (0.534; 0.834; 1.063), which significantly mediates the improvement in employee performance (0.423), resulting in a total mediated effect of 0.917. The study concludes that a combination of digital competence, technology readiness, and adaptive leadership, reinforced by AI adoption, is a critical factor in enhancing employee productivity and performance. Practical implications include the need for digital literacy development, upgrading technological infrastructure,and applying leadership styles that support digital transformation to ensure optimal AI implementation in the workplace.

The purpose of this study is to examine the instructional and distributed leadership behaviors of school administrators based on teacher perceptions and to determine whether these behaviors differ according to selected variables. The study population consists of teachers working in public primary schools in Ankara during the 2024-2025 academic year, with a sample of 375 teachers selected via random sampling. Data were collected using the Personal Information Form, the Instructional Leadership Scale, and the Distributed Leadership Inventory. Descriptive statistics, t-tests, and ANOVA were employed for data analysis. The findings indicate that school administrators exhibit distributed leadership behaviors at a "very high" level and instructional leadership behaviors at a "high" level. While female teachers rated distributed leadership functions significantly higher than male teachers, no significant difference was found based on gender regarding instructional leadership behaviors. Furthermore, no statistically significant differences were observed in either leadership style regarding teachers' length of service or marital status. Consequently, it is concluded that while administrators are effective in executing leadership functions, "leadership team cohesion" scores were relatively lower, suggesting a need for improvement in collaborative dynamics.

It has long been known that leadership plays a crucial role in determining both organizational success and worker performance. Scholarly interest in comprehending how leadership affects employee productivity and how these individual level results transfer into company success has been rekindled in recent years due to increased global rivalry, digital change, and post-pandemic work arrangements. In order to compile empirical data on the relationship between leadership, employee productivity and performance, and organizational or company performance, this study does a systematic literature review (SLR) of worldwide peer-reviewed journal publications published between 2020 and 2025. Using the PRISMA 2020 technique as a guide, 68 outstanding studies were located and submitted to thematic synthesis analysis. According to the review, employee performance and productivity are continuously positively correlated with leadership styles, especially transformational, servant, ethical, inclusive, empowering, and strengths-based leadership. However, psychological, relational, and behavioral mechanisms like job engagement, motivation, trust, leader-member interchange, and organizational identification influence these benefits, which are primarily indirect. Although there is some evidence, it is still dispersed and mostly comes from multi-level or branch-level research that show a substantial correlation between staff productivity and firm-level performance. In addition to highlighting important research gaps, such as the absence of longitudinal designs, inconsistent productivity measurements, and a dearth of multi-level studies, this review suggests an integrative performance pathway model. The significance of leadership development systems that institutionalize engagement and alignment methods to translate employee performance increases into long-term company performance is highlighted by practical consequences.

Leadership decision-making styles exert a significant influence on employee performance, yet the underlying mechanisms are seldom linear, as heterogeneity, nonlinear responses, and cross-level dependencies often complicate the relationships. To address these complexities, this study proposes a Hybrid Multi-Method Framework (HMMF) that integrates four complementary perspectives: symmetric structural modeling to estimate direct and mediated paths, configurational analysis to capture equifinality and causal asymmetry, necessary-condition testing to identify noncompensatory constraints, and cross-level evaluation to account for organizational context. Applied to diverse organizational settings, HMMF examines how leadership styles, mediators, and moderators jointly shape performance and is benchmarked against widely used single-paradigm approaches such as PLS-SEM, CB-SEM, and fsQCA. The evaluation covers explanatory power, predictive relevance, configurational strength, and robustness, and results show that HMMF consistently outperforms these baselines.

Purpose This paper aims to address a critical gap in the organizational literature by exploring how humble leadership affects employee innovative behavior in water-conscious hotel settings. Grounded in social exchange theory (SET), this paper posits that leader–member exchange (LMX) mediates this relationship, with organizational pride acting as a moderator. Design/methodology/approach A sample of 315 hotel frontline employees working under water-conservation constraints in Egypt was used to collect data. Hypothesized relationships were tested using hierarchical multiple regression and PROCESS macro analyses. Findings Humble leadership improves LMX quality, which promotes employee innovative behavior. Further, LMX partially mediates the relationship between humble leadership and employee innovative behavior. Organizational pride also strengthened the indirect effect, underscoring its role as a critical boundary condition in sustainability-driven service settings. Practical implications Results highlight the importance of a humble leadership style that fosters trust and openness, reinforcing the relational and affective processes that drive eco-innovation in hospitality settings with limited resources. Originality/value This paper contributes to SET and hospitality leadership literature by presenting a moderated-mediation model that clarifies how humble leadership, LMX, and organizational pride shape innovative behavior in sustainability-oriented hotels.

Artificial Intelligence (AI) has become a potent force for change management and cultural transformation in a variety of industries due to its quick development. AI technologies are being used by organizations more and more to improve strategic decision-making, operational effectiveness, and innovation. But more than just being technologically prepared, successful AI implementation necessitates a fundamental shift in workforce behavior, organizational culture, and leadership mindset. With a focus on human-centric approaches, this study explores how AI can support successful change management practices within industries and facilitate cultural transformation. The study addresses issues like resistance to change, skill gaps, and ethical concerns while examining how AI affects organizational values, work practices, leadership styles, and employee engagement.

This study attempts to investigate the effect of transformational leadership, organizational culture, and the implementation of good governance principles on organizational performance with organizational commitment as an intervening variable. 300 Corruption Eradication Commission personnel participated in a survey as part of the study's quantitative methodology. Structural Equation Modeling (SEM) with LISREL was used to examine the data. The findings show that organizational performance is positively and significantly impacted by transformational leadership, organizational culture, and the application of good governance concepts. The link between the independent variables and organizational performance is not mediated by organizational commitment, nor does it significantly affect organizational performance. These results imply that leadership style and the application of good governance principles have a greater influence on improving organizational performance in the public sector than organizational commitment.

The present study examines the relationships between transformational leadership styles (i.e., transformational coaching and transformational parenting), basic psychological needs (BPN) satisfaction and thwarting, and burnout within sports and family settings among a sample of adolescents. Participants were 540 basketball players (184 girls) between 11 and 18 years old, representing five clubs in the province of Valencia, Spain. A non-experimental cross-sectional study was conducted, and structural equation modeling was used to examine the relationships among the study variables. Both coaches’ and mothers’ transformational leadership styles were positively associated with BPN satisfaction and negatively associated with BPN thwarting. Fathers’ transformational parenting was negatively associated with BPN thwarting. BPN satisfaction and thwarting emerge as an indirect mediator between mothers’ transformational parenting and burnout. A direct association of transformational coaching with players’ burnout was supported, as well as being indirectly associated through BPN thwarting. This study suggests that BPN satisfaction and thwarting are the main mechanisms for understanding the development of player burnout. Coaches, within sports settings, and mothers in the family setting, emerge as fundamental figures for understanding the mechanisms of the relationships between transformational coaching and parenting with regard to player burnout.

This study investigates the effect of transformational leadership on innovative work behavior in higher education institutions, examining the mediating roles of knowledge sharing and motivation to learn. Data were collected from 150 full-time lecturers in public and private universities in Padang, Indonesia. Structural equation modeling (SEM) was employed to analyze both direct and indirect relationships among variables. The findings reveal that transformational leadership positively influences innovative work behavior directly and indirectly through knowledge sharing, confirming a partial mediation effect. However, motivation to learn does not significantly mediate this relationship, indicating its intrinsically driven nature. The study confirms the importance of leadership style and collaborative culture in fostering innovation among academic staff. Theoretically, the research enriches the understanding of psychological and social mechanisms linking leadership to innovation, particularly in the unique context of higher education. Practically, it offers insights for university leaders to cultivate a supportive environment that encourages knowledge sharing and intrinsic learning motivation, which are essential for sustaining innovation in academic settings.

Cross-cultural differences of leadership style and emotional intelligence level in physical education teacher's success of China and Ukraine.

This study examines the impact of strategic leadership styles and perceived supervisor support on employee engagement among faculty members in Indian higher education institutions. Given the rapid transformation of India’s higher education landscape, the research seeks to identify leadership behaviours that enhance faculty motivation, commitment, and engagement. A quantitative, cross-sectional survey design was adopted. Data were collected from 489 teaching professionals across diverse disciplines and institution types. The study analysed the influence of transformational, transactional, and laissez-faire leadership styles, alongside perceived supervisor support, on employee engagement using structural equation modelling (SEM). Results reveal that supervisor support has the strongest positive effect on employee engagement, underscoring the critical role of mentoring, recognition, and involvement. Transactional leadership, characterised by structured goal setting and reward-based motivation, also shows a significant positive impact. Transformational leadership contributes positively but to a lesser extent, while laissez-faire leadership demonstrates no significant influence on engagement. The findings are based on self-reported, cross-sectional data and are specific to Indian higher education institutions. Future studies should adopt longitudinal designs and incorporate multi-source data to validate and extend these results across different educational and cultural contexts. The study highlights the importance of supportive and structured leadership practices in fostering faculty engagement. Higher education institutions should prioritise leadership development initiatives that enhance supervisory support, effective communication, and performance-based reward systems to improve institutional outcomes. This research contributes to the limited literature on leadership and employee engagement within the Indian higher education context. By integrating leadership support alongside established leadership styles, the study offers a comprehensive framework for understanding faculty engagement and provides actionable insights for institutional policy and leadership development.

Status of the psychological contract between psychiatric nurses and head nurses from a dual perspective: A qualitative study.

This study examines the influence of leadership style, training and development, organizational culture, and employee engagement on job satisfaction and employee performance in Indonesian organizations. Using a quantitative approach, data were collected from 250 respondents representing various sectors. A Likert scale (1–5) was employed, and data were analyzed using Structural Equation Modeling – Partial Least Squares (SEM-PLS 3). The results demonstrate that leadership style, training and development, organizational culture, and employee engagement each have a positive and significant impact on job satisfaction. Furthermore, job satisfaction significantly mediates the relationship between these variables and employee performance. Among the predictors, organizational culture and employee engagement exhibit the strongest influence on job satisfaction and performance. The findings highlight the importance of creating an empowering work environment that fosters leadership effectiveness, continuous learning, strong cultural alignment, and high engagement levels. These factors collectively contribute to enhancing employee satisfaction and organizational productivity. The study provides practical insights for human resource managers in Indonesia to design integrated management strategies that improve both employee well-being and overall performance.

OCB emerges as a response to positive reciprocal relationships between individuals and organizations. When employees feel treated fairly, appreciated, and supported, they tend to contribute more than formally expected. The formation of OCB is influenced by several factors, such as leadership style, work motivation, and organizational commitment. This research used quantitative explanatory research. The population was all employees of the Cirebon BI Representative Office, and the sample size was 100 employees. Data collection techniques included both in-person and online methods using the Google Forms platform. Data analysis used the SEM-PLS method with SmartPLS (Partial Least Square) software. The results of this study 1) Transformational leadership has a positive and significant effect on the OCB of KPw BI Cirebon employees. 2) Work motivation does not affect the OCB of KPw BI Cirebon employees. 3) Transformational leadership has a positive and significant effect on the organizational commitment of KPw BI Cirebon employees. 4) Work motivation has a positive and significant effect on the organizational commitment of KPw BI Cirebon employees. 5) Organizational commitment has a positive and significant effect on the OCB of KPw BI Cirebon employees. 6) Organizational commitment has a positive and significant effect on the OCB of KPw BI Cirebon employees. 7) Organizational commitment is able to mediate the influence of work motivation on the OCB of KPw BI Cirebon employees.

Workplace conflicts are an inevitable aspect of organizational dynamics, directly influencing employee performance and overall productivity. This study examines the effectiveness of conflict management practices in modern industrial relations system and its impact on employee satisfaction, motivation, and performance. Adopting a quantitative research methodology, data was collected through structured questionnaire and analyzed using SPSS to identify key conflict triggers as well as resolution strategies. The findings indicate that poor communication, role ambiguity, and leadership styles are the primary contributors to workplace conflicts. Moreover, statistical analysis explicates a significant correlation between effective conflict resolution strategies and enhanced employee performance, emphasizing the critical role of structured conflict management in fostering a positive work environment. The study further highlights the importance of training programs, organizational policies, and leadership interventions in mitigating workplace conflicts. These insights contribute to the broader discourse on industrial relations and provide practical recommendations for organizations to implement robust conflict management frameworks, ultimately enhancing workforce harmony and productivity.

This study examined the relationship between leadership styles, maintenance practices, and customers’ involvement in water service management in the District of Antique for Fiscal Year 2025. Specifically, it sought to describe the respondents’ profiles, determine the levels of leadership styles, maintenance practices, and customer involvement, identify significant differences based on profile variables, and analyze the relationships among the variables. The study involved 95 respondents consisting of managers, technical staff, administrative personnel, and active customers, who were selected through purposive sampling. Data were gathered using a researcher-developed questionnaire that was validated by experts and pilot-tested, yielding a Cronbach’s alpha of 0.85. Statistical analyses included mean, frequency, percentage, Mann–Whitney U test, Kruskal–Wallis H test, and Spearman’s rho correlation at a 0.05 level of significance. Results showed high levels of transformational, transactional, and participative leadership , maintenance practices, and customers’ involvement. No significant differences were observed across respondent profile variables. However, significant positive relationships were found among leadership styles, maintenance practices, and customers’ involvement. These findings indicate that effective leadership positively influences operational maintenance and encourages stronger customer participation. The study concludes that leadership, maintenance practices, and customer involvement are interconnected factors that are essential to achieving sustainable, reliable, and efficient water service delivery. It recommends strengthening participative leadership, enhancing maintenance responsiveness, and promoting greater customer engagement in conservation and decision-making initiatives.

This study looks at how work discipline, leadership style, and organizational culture affect both group and individual employee performance at PT. Demosta Berjaya. 35 respondents were chosen using a non-probability sampling technique called saturation sampling as part of a quantitative research strategy. Validity and reliability tests, together with traditional assumption testing, were used to assess the data. The hypotheses were evaluated using t-tests, F-tests, multiple linear regression analysis, and determination coefficient analysis. The findings demonstrate that corporate culture, leadership style, and work discipline all have a simultaneous, positive, and considerable impact on employee performance. Additionally, it was discovered that each of these factors alone had a favorable and considerable impact on PT. Demosta Berjaya employees' performance. These findings demonstrate the vital significance that sustainable and successful human resource management techniques play.