How Transformational Leadership Drives Change Management in Five-Star Hotels in Cairo and the Red Sea Region: The Integrative Mediating Role of Organizational Agility and Organizational Resilience

Organizations adopting generative AI (GenAI) face complex strategic tensions among management, departments, and employees that fundamentally determine adoption outcomes. This study develops a multi-level Bayesian game-theoretic framework modeling these multi-stakeholder interactions, identifying four distinct adoption patterns through formal equilibrium analysis. Our theoretical derivations establish that successful GenAI implementation requires three analytically-derived conditions: (1) strong strategic complementarity across departments, (2) efficient investment allocation, and (3) effective employee displacement mitigation. The formal model specifies explicit utility functions for three stakeholder groups — senior management, departmental units, and individual employees — and characterizes Bayesian Nash equilibria under incomplete information. Companies must simultaneously invest in cross-functional coordination mechanisms, establish shared governance structures, and implement workforce development programs that position GenAI as a capability enhancement rather than a job replacement. Our computational analysis, based on 10,000 Monte Carlo simulations with explicit parameter specifications and convergence criteria, demonstrates that coordination-focused strategies significantly outperform technology-focused approaches in organizational welfare, providing actionable guidance for AI transformation leadership. • Multi-level Bayesian game models GenAI adoption inside organizations. • Strategic complementarity drives coordinated GenAI value creation. • Employee displacement risks critically shape adoption equilibria. • Coordination strategies outperform technology-first GenAI adoption. • Formal thresholds distinguish value co-creation from co-destruction.

ABSTRACT The positive association between transformational leadership and employees’ job performance is well established. The rapid spread of the COVID-19 virus precipitated unprecedented global challenges, including the expeditious transition to remote work, which has provided valuable insights into the future of flexible work environments. An important question is whether transformational leadership has a positive association with employees’ job performance in remote work settings. This study examines how transformational leadership is associated with remote work utilization and job performance based on employees’ remote work experiences during the COVID-19 pandemic. The findings highlight how transformational leadership must effectively support remote work practices to be positively associated with employees’ job performance. Transformational leadership’s direct effect on job performance diminishes in remote work settings; however, this effect can be significantly achieved through organizational support.

The global organizational landscape in 2025 is defined by rapid technological disruption, generational workforce transitions, and what scholars describe as 'permanent volatility.' In this context, traditional transactional leadership—built on a straightforward exchange of rewards for effort—has proven structurally insufficient to foster the innovation and adaptability demanded by Industry 4.0. This empirical study investigates the interplay between transformational leadership, training and development (T&D), and employee job performance within a technology-driven corporate environment, with specific reference to Creating Advanced Financial Solutions Pvt. Ltd. (CAFS), Chennai. Using a structured questionnaire adapted from the Multifactor Leadership Questionnaire (MLQ-45) and the Organizational Performance Scale, primary data were collected from 385 respondents across the Chennai–Tambaram industrial corridor. With 76.9% of respondents belonging to the Gen Z cohort (aged 18–25), the workforce sample reflects a digitally native professional population with distinct leadership expectations. Statistical analyses—including Pearson Correlation (r = 0.849, p < 0.001), One-Way ANOVA (F = 15.483, p < 0.001), Chi-Square (2 = 81.542, p < 0.001), and SEM-PLS mediation testing—collectively confirm that training motivation acts as a full mediator between leadership support and innovative work behavior (IWB). A structural 'digital insecurity gap,' affecting 27.8% of the workforce, was identified as a key performance barrier that targeted T&D programs can systematically bridge. The study concludes that organizations aspiring to sustained competitive advantage must invest simultaneously in transformational leadership development and deep-tech upskilling initiatives, operationalizing what this research terms the Leadership–Training–Performance (LTP) Triad. Keywords: Transformational Leadership, Employee Job Performance, Training and Development, Digital Insecurity Gap, Gen Z Workforce, Training Motivation, SEM-PLS Mediation, Industry 4.0, Organizational Citizenship Behavior, Innovative Work Behavior, CAFS Chennai

ABSTRACT Transformational leadership is often lauded as an ideal approach, particularly within the nonprofit sector, for motivating employees to transcend personal interests and perform beyond expectations. However, an excessive application of transformational leadership can undermine its positive effects, leading to a “too-much-of-a-good-thing” effect. This study examines the relationship between transformational leadership and employee emotional exhaustion, suggesting a curvilinear relationship between these variables. We hypothesize that workplace social capital mitigates the potential adverse consequences of transformational leadership’s “too-much-of-a-good-thing” effect by promoting strong interpersonal relationships within organizations. Leveraging survey data collected from 5,620 Chinese social workers, our findings show that workplace social capital significantly moderates the curvilinear relationship between transformational leadership and emotional exhaustion. When workplace social capital is high, the potentially negative effects of transformational leadership are significantly mitigated. These findings have considerable implications for nonprofit management practice, offering insights to curtail the “too-much-of-a-good-thing” effect of transformational leadership effectively.

This study investigates how artificial intelligence strategic capabilities, transformational leadership, and policy environments collectively influence organizational agility in small and medium-sized enterprises through dynamic capability mechanisms. Employing a mixed-methods design, the research analyzes survey data from 300 SMEs across manufacturing, service, and technology sectors, complemented by qualitative case studies. Structural equation modeling reveals that AI strategic capabilities constitute the strongest predictor of organizational agility (β=0.42, p<0.001), with digital dynamic capabilities mediating 67% of this total effect. Technology-management fit emerges as a critical boundary condition, amplifying AI effectiveness by 123% under high alignment scenarios (β=0.58 versus β=0.26 in low alignment contexts). Transformational leadership exhibits dual mechanisms through direct positive effects on agility (β=0.28, p<0.001) and moderating influences on AI-agility relationships (β=0.21, p<0.01). Notably, AI capabilities demonstrate buffering properties against policy environment uncertainty (β=0.12, p<0.05), transforming institutional constraints into manageable strategic variables. Machine learning analyses reveal nonlinear effects with diminishing returns beyond the 75th percentile of AI adoption. The structural model explains substantial variance in organizational agility (R²=0.64) and firm performance (R²=0.52). These findings extend dynamic capability theory to digital contexts, reconceptualize AI as a strategic capability rather than an operational tool, and illuminate digital leadership dimensions, offering evidence-based guidance for SME managers, technology vendors, and policymakers navigating digital transformation challenges.

As the world faces dynamic challenges affecting societies and organizations, there has been an increasing call for the development of transformational leadership among youth. This focus is critical for preparing for the future and for inspiring hope, trust, and cooperation. Unfortunately, despite the popularity of the transformational leadership domain, the emphasis has largely been on adult leaders. Thus, this study explores 4-H Extension agents' perspectives about barriers to and support areas for fostering transformational leadership development (TLD) among youth. Interviews revealed primary barriers and strategies that influence success with youth TLD, acknowledging the adults can both inhibit and facilitate the process. The findings have important implications for multiple stakeholders, including 4-H Extension services, community organizations, and academic institutions.

This study tested a cross-level moderated mediation model examining the empirical relationship between transformational leadership (TL) and changed teacher practice (CTP) in culturally diverse schools with significant immigrant populations in Türkiye. We propose teacher resilience (TR) as a mediator and social justice leadership (SJL) as a moderator. Data from 1408 teachers across 119 schools in Türkiye were analysed using multilevel structural equation modelling with Bayesian estimation. Results revealed that TL had a significant direct and indirect relationship with CTP via TR. In addition, we found that SJL significantly moderated the indirect linkage of TL with CTP through TR. We provide implications for policy and practice.

ABSTRACT This study examines the factors driving the use of performance measurement in homeless service networks, where service delivery is complex and multidimensional. While existing literature acknowledges the importance of performance measurement in public and nonprofit sectors, little is known about its application to collaboration in homeless services. Using data from a national survey of Continuum of Care (CoC) networks that serve people experiencing homelessness in the US, this study investigates how leadership style, shared accountability, and governance structure influence the use of performance measurement. Findings reveal that transformational leadership and shared accountability significantly enhance performance measurement use. This research advances our understanding of performance measurement use in services for individuals experiencing homelessness and offers insights for service leaders seeking to implement data-driven decision-making in collaborative homeless service networks.

The synergy of organizational justice, knowledge sharing and innovative work behavior among university lecturers.

ABSTRACT This article examines the contemporary transformation of political leadership in European democracies, arguing that democratic legitimacy is being reconfigured under conditions of algorithmic visibility. Drawing on a Sennettian framework and based on a comparative analysis of Instagram posts by Emmanuel Macron, Giorgia Meloni, and Robert Fico (January–February 2026), the study develops the concept of private relatability – the systematic displacement of political authority from institutional mediation toward regimes of affective proximity and staged ordinariness. The analysis reveals a structural asymmetry: while Macron oscillates strategically between institutional solemnity and mediated intimacy, Meloni and Fico integrate private relatability as a constitutive logic of their political personas. This suggests that populist leadership styles enjoy a structural, though not deterministic, advantage in algorithmically visible environments. The findings carry normative implications for democratic accountability, mediated contestation, and political equality in contemporary Europe.

Leadership strategies and styles play a crucial role in fostering occupational justice within higher education institutions (HEIs), particularly in promoting fairness, inclusivity, and equitable workplace practices. In selected HEIs, leadership strategies were practiced at a very high level, with professional development, communication, and conflict management as the most emphasized domains, followed by employee engagement and decision-making. Administrators also demonstrated strong application of leadership styles, particularly transformational, transactional, and democratic/participative approaches, while laissez-faire leadership was less frequently practiced. Correspondingly, the level of occupational justice was perceived to be very high, especially in terms of interactional justice and recognition and inclusion, indicating a generally fair and supportive work environment. The goal of this study was to determine the level of leadership strategies, leadership styles, and occupational justice; examine the relationships among these variables; and assess the predictive power of leadership strategies and leadership styles on occupational justice in selected HEIs. The findings revealed significant and strong positive relationships between leadership strategies and leadership styles, as well as between leadership strategies and occupational justice. Moreover, leadership styles demonstrated strong to very strong correlations with occupational justice, particularly transactional and democratic/participative leadership. Regression analysis further showed that leadership strategies significantly predicted occupational justice, explaining 54.0% of its variance (R² = 0.540, p < .001). Meanwhile, leadership styles demonstrated greater predictive power, accounting for 80.8% of the variance (R² = 0.808, p < .001), indicating that leadership styles are stronger contributors to occupational justice. It was concluded that both leadership strategies and leadership styles significantly influence occupational justice, with leadership styles serving as the more dominant predictor. This study implies that strengthening transformational and participative leadership, alongside effective leadership strategies, can further enhance fairness, inclusivity, and equitable practices in HEIs. The proposed JUSTICE framework serves as a practical guide for administrators to continuously improve leadership effectiveness and promote a more equitable and inclusive academic environment.

This study investigates the influence of autocratic, democratic, transformational, and transactional leadership styles on business innovativeness and performance among Small, Medium, and Micro Enterprises (SMMEs) in the Eastern Cape Province of South Africa. A positivist quantitative methodology was employed, using a structured questionnaire to collect responses from 269 managerial-level employees within the SMME sector in Mthatha. Structural equation modelling (SEM) was used to validate the relationships between leadership styles, innovativeness, and business performance. The findings reveal that democratic, transformational, and transactional leadership styles significantly enhance business innovativeness, which in turn positively impacts business performance. Autocratic leadership, however, demonstrated a weak and statistically insignificant relationship with innovativeness. These results underscore the importance of participative and adaptive leadership in fostering innovation and improving performance in SMMEs. The implications suggest that policymakers and stakeholders should invest in leadership development and provide financial support to strengthen the competitiveness and scalability of emerging enterprises. This study contributes to the literature by extending leadership and innovation theory within the context of developing economies and offers practical insights for enhancing SMME sustainability.

Type of the article: Research ArticleAbstractSustaining employee engagement has become essential for the operational efficiency and service quality of Indian public sector banks, particularly as Generation Y employees increasingly constitute a major share of the workforce. This study aims to empirically validate a gender-moderated structural model of employee engagement among Generation Y employees in Indian public sector banks. Data were collected from 223 Generation Y employees across public-sector banks in India, using a combination of a paper-based questionnaire and an online Google Forms survey. Variance-based structural equation modelling was used to assess the measurement and structural models, while multi-group analysis explored gender-specific differences in the hypothesized paths. Six significant antecedents of employee engagement were identified: Corporate Social Responsibility, Dispositional Characteristics, Psychological Availability, Psychological Safety, Perceived Supervisor Support and Transformational Leadership, and Social and Interpersonal Relationships. Engagement positively affected Organizational Citizenship Behavior and Task Performance, and mediated all antecedent–outcome relationships. Gender-based differences emerged, with Corporate Social Responsibility and Dispositional Characteristics more influential for women, while Fit Perceptions and Distributive Justice showed stronger effects for men. The study contributes to the banking literature by offering a multidimensional, empirically tested engagement model and demonstrating gender’s moderating role.

: Background: Pediatric neurosurgery is practiced in a complex, demanding and high-stakes environment. Consequential and high-impact decisions are made while undertaking delicate operations on very young and vulnerable patients. Summary: The team dynamics in pediatric neurosurgery - how the team communicates, functions under stress, adapts and supports each member - is the prime determinant for success in this high-stakes milieu. Key messages: Building an effective team in pediatric neurosurgery requires focused vision and mission alignment, effective communication infrastructure, inspirational and transformative leadership as well as efficient mechanisms for conflict management, and burnout prevention.

Purpose This paper aims to investigate how intersectionality shapes the leadership practice of Black women across K–20 education in the United States. Using a phenomenological design guided by COREQ standards, the authors analyze interviews to illuminate four themes: pathways to leadership, intersectional sensemaking, social-justice praxis and institutional conditions. The purpose is to move beyond description by linking lived experience to theory and actionable policy. The authors articulate implications for leadership preparation, organizational practice and equity policy – advancing SDG 5 (Gender Equality) and SDG 10 (Reduced Inequalities). Findings offer transferable guidance for cultivating inclusive cultures, mentoring pipelines and bias-aware, accountability-oriented evaluation in education and broader management contexts. Design/methodology/approach This study used a qualitative, phenomenological design to capture the lived experiences of four Black women educational leaders across K–20 contexts in the United States. Guided by the COREQ framework, semistructured interviews were conducted and transcribed, with informed consent and safeguards to minimize risk. Data were coded inductively, and thematic analysis identified four core themes reflecting participants’ leadership pathways, intersectional sensemaking, social-justice praxis and institutional conditions. Thematic saturation was determined when no new insights emerged across transcripts. Reflexivity and triangulation enhanced rigor, ensuring findings reflect authentic narratives while contributing to leadership and management scholarship on intersectionality and equity. Findings Findings reveal four interrelated themes. Pathways to leadership were nonlinear, reflecting uneven access and reliance on mentors/sponsors. Intersectional sensemaking shaped values, decision-making and visibility; race and gender jointly informed how authority was exercised and judged. Social-justice praxis was enacted through advocacy, community-/team-building, mentoring pipelines and inclusive hiring/evaluation practices. Institutional conditions included racialized-gendered bias, tokenism and opaque evaluation systems; leaders navigated these through coalitions, boundary-spanning and strategic use of formal authority. Across cases, participants coupled strong equity orientations with concrete, accountability-focused actions, yielding transferable lessons for leadership preparation, EDI systems and outcomes-based evaluation beyond K–20 education Research limitations/implications The study’s phenomenological focus and small, purposefully selected US K–20 sample (n = 4) limit generalizability; findings are transferable to similar contexts. Self-selection and retrospective recall may bias accounts; anonymization constrained contextual detail. Cross-sectional data preclude causal inference or change over time. Despite COREQ-guided rigor and thematic saturation, variation by sector, geography and intersectional identities (e.g. class, sexuality, disability) remain underexplored. Implications: pursue multisite, longitudinal and mixed-methods designs; develop comparative cross-sector and international studies; integrate administrative/HR data on hiring and evaluation; assess EDI and positive-action initiatives using outcomes (not intent); and test scalable mentorship/sponsorship pipeline models. Practical implications Practical implications center on actionable strategies to advance equity in leadership. Institutions should formalize mentorship and sponsorship pipelines, create transparent hiring and evaluation rubrics, and embed bias-mitigation protocols in recruitment, promotion and performance review processes. Leaders and organizations can strengthen EDI initiatives by moving beyond symbolic intent to measurable outcomes, ensuring accountability. Training and professional development should emphasize intersectional awareness, allyship and inclusive decision-making. Findings encourage policymakers and practitioners to design systems that recognize the additional labor and contributions of Black women leaders, while cultivating organizational cultures that value equity, collaboration and long-term leadership sustainability. Social implications Social implications highlight how intersectional leadership advances equity beyond organizational boundaries. By addressing racialized-gendered bias, Black women leaders foster inclusive educational and community cultures, strengthening social cohesion and opportunity structures. Their praxis – mentoring, advocacy and coalition-building – creates pipelines for underrepresented groups, broadening access to leadership. Findings underscore the societal value of allyship, antiracist policy and accountability frameworks in dismantling systemic barriers. Advancing Black women’s leadership contributes directly to the United Nations Sustainable Development Goals (SDG 5 and SDG 10) by promoting gender equality and reducing inequalities, ultimately enhancing democratic participation, civic trust and community well-being across diverse sectors. Originality/value This study contributes original value by situating Black women’s leadership within the broader leadership and management literature, extending intersectionality theory beyond education. It foregrounds the lived experiences of leaders rarely centered in empirical research, highlighting how identity, praxis and institutional context converge to shape leadership. Unlike many descriptive accounts, this analysis offers theoretical integration (ethics of care, transformative leadership, praxis) and policy-relevant insights tied to SDG 5 and SDG 10. By documenting strategies that both resist bias and build inclusive pipelines, the study provides transferable lessons for scholars, practitioners and policymakers across sectors seeking equity-driven leadership models.

Climate change has multiple socio-ecological impacts as recognised in Sustainable Development Goal 13 (Climate Action). There have been numerous calls by the United Nations secretary-general for effective leadership and urgent responses to mitigate these impacts. More than just knowledge and political leadership is needed; students need opportunities to enable agency to develop their environmental leadership potential. To understand students’ perspectives on climate change and environmental leadership a baseline case study was conducted at a higher education institution in South Africa. The respondents were a convenient sample of students (n = 102) within a department in the Faculty of Science. A convergent parallel mixed methods approach was applied to data collection, which involved an electronic questionnaire with open and closed questions, and individual interviews. Forty-eight students responded to the electronic questionnaire (47.1%) and six of the 48 were interviewed. The findings include: a majority (70.8%) believed that climate change is influenced by anthropogenic factors, a greater majority held the belief that people should be given tangible rewards and punishments (60.1%) to achieve objectives and the majority of students (80%) indicated that knowledge is a key driver of environmental leadership in the mitigation of climate change. Contribution: The study demonstrated the need to develop leadership attributes within the transformational Education for Sustainable Development agenda to enhance the agency and potential of higher education students to mitigate climate change. It is recommended that higher education institutional leadership take greater cognisance of environmental leadership and encourage curriculum integration, community engagement and youth-identified development programmes to support present and future students to mitigate climate change impacts.

Teacher transformational leadership and international student academic satisfaction: Examining the sequential mediation of student self-efficacy and engagement.

Hospitals are institutions that provide highly specialized services in the face of various challenges, often in environments where there are insufficient human resources. Such an environment makes it necessary and important for employees to voluntarily go beyond their defined roles and exert extra effort. In this context, the research was conducted to examine the effect of leader behavior on extra-role behaviors, as well as the serial and parallel mediating effects of organizational silence and work engagement in this relationship. First, the R.I.G.H.T. (initials letters of dimensions) leadership model, a leader behavior model that addresses psychologically healthy workplaces from a transformational leadership perspective, was adapted into Turkish. Data were collected from 176 physicians and nurses working in a university hospital for the adaptation study. The data for the main research were collected from 307 physicians and nurses working in a public training and research hospital and a private hospital in Trabzon. The hypotheses in the research model were tested using the SPSS program with the PROCESS Macro add-on. As a result of the study, it was found that R.I.G.H.T. leader behaviors had positive effects on extra-role behavior. However, when work engagement and organizational silence variables were included in the model, the explained variance increased (R2:0.26) and the total effect of leader behavior became insignificant. Therefore, it was observed that leader behavior contributed positively to extra-role behavior by increasing engagement and partially reducing organizational silence. However, the serial mediating effect of leader behavior, organizational silence, engagement, and extra-role behavior could not be confirmed. The research found that leader behaviors in hospitals play an important role in encouraging employees to exhibit extra roles. However, this interaction occurs indirectly through different concepts, similar to the evidence in the literature. It is essential for physician and nurse leaders to be aware of their employees' abilities and to benefit from and utilize their talents, knowledge, and skills when making decisions. This enables leaders to support their development and progress, ultimately leading to increased employee engagement in their roles. This situation can also trigger them to exert effort beyond their job descriptions towards their colleagues, patients, and the institution.

This research is motivated by the importance of the role of leadership in improving employee work productivity in government agencies that have high demands for tasks and responsibilities. This study aims to determine the effect of transformational leadership on work productivity of employees at the National Narcotics Agency (BNN) in West Sumatra Province. The research method used is a quantitative method. The sampling technique uses a total sampling technique with a number of respondents totaling 176 BNN employees in West Sumatra Province. Data collection was conducted through a questionnaire with a Likert scale, and data analysis was performed using simple linear regression with the assistance of the IBM SPSS Statistics program. The results indicate that transformational leadership has a positive and significant effect on employee work productivity, with a regression coefficient of 0.930 and a significance level of <0.05. The coefficient of determination (R²) value of 0.787 indicates that 78.7% of employee work productivity is influenced by transformational leadership, while the remaining 21.3% is influenced by other factors not examined in this study. Based on these findings, it can be concluded that transformational leadership plays an important role in enhancing the work productivity of employees at the National Narcotics Agency in West Sumatra Province.