Associations between parental shift work and children's sleep behavior in a sample of health care workers.

How does green empowering leadership promote environmental performance? Unfolding the roles of green intrinsic motivation and green innovative work behavior

Does inclusive leadership affect innovative work behaviour The mediating role of organisational climate

In today's global context, the higher education sector grapples with new demands and obstacles, prompting the search for innovative solutions. To investigate how academics' behavioural variables influence universities' innovative behaviour, this study sought to investigate the impacts of strategic agility on innovative work behaviour in Jordanian universities, with servant leadership serving as mediating and psychological capital as moderating. A total of 371 academics from ten public universities were chosen using stratified random sampling. To evaluate the provided hypotheses, the questionnaire data was analysed using SmartPLS 3.0's partial least squares structural equation modelling. The findings validated the connection between strategic agility, servant leadership, and innovative workplace behaviour. In addition, it emphasised the mediating role of servant leadership between strategic agility and innovative work behaviour. Similarly, it indicated the moderating impact of psychological capital between strategic agility and innovative work behaviour. Notably, the findings highlight the importance of psychological capital in generating innovative workplace behaviour in higher education. Without strong support from university management, innovation may decline due to a lack of strategic agility and leadership. The research underscores the need for greater collaboration among faculty, administration, and students to overcome barriers and foster innovation. This study contributes to the understanding of how strategic agility, servant leadership, and psychological capital interact to influence innovative work behaviour in Jordanian universities.

This study investigates the impact of paradoxical leadership (PL) on green innovative work behavior (GIWB) among employees in Egypt's tourism and hospitality sector, with a particular focus on the mediating role of green commitment (GC) and the moderating role of green self-efficacy (GSE). Data were collected from 410 employees working in five-star hotels and category-A travel agencies in the Greater Cairo region of Egypt. The proposed conceptual framework was tested using PLS-SEM via WarpPLS statistical software. The results reveal that paradoxical leadership exerts a significant positive influence on GIWB. PL also demonstrates a strong direct effect on GC, which in turn positively influences GIWB, confirming GC's mediating role. Furthermore, GSE significantly moderates the relationship between PL and GC, suggesting that employees with higher levels of self-efficacy are more likely to translate leadership influences into green commitment. These findings enrich the growing literature on sustainable leadership by uncovering the psychological and motivational pathways through which paradoxical leadership fosters green innovation. The study highlights green commitment as a key mediating mechanism and green self-efficacy as a critical moderating condition that amplifies leadership effects. This integrated model provides a more nuanced understanding of how leadership behaviors translate into pro-environmental outcomes. In the tourism and hospitality sector, where sustainability and innovation are increasingly intertwined, paradoxical leadership proves especially relevant. Leaders who balance control with flexibility can inspire employees to act innovatively while remaining aligned with ecological values. The findings emphasize the need for organizations to develop such leadership capabilities.

The impact of ambidextrous leadership on innovative work behavior among critical care nurses: a cross-sectional study.

The rapid development of digital technology requires organizations to continually innovate in order to survive and remain competitive, making innovative work behavior (Innovation Work Behavior) a crucial factor, particularly among Generation Z workers who are actively engaged in organizational activities. However, previous studies have reported inconsistent findings regarding the factors that influence innovative work behavior, especially digital leadership, work engagement, and organizational experience. This study aimed to analyse the effects of digital leadership, work engagement, and organizational experience on Innovation Work Behavior among experienced workers who are actively involved in organizations in Central Java. A quantitative approach with an explanatory research design was employed, using purposive sampling of 271 respondents. Data were collected through an online questionnaire and analysed using Partial Least Squares–Structural Equation Modeling (PLS-SEM). The results showed that digital leadership, work engagement, and organizational experience have positive and significant effects on Innovation Work Behavior. These findings affirm that effective digital leadership, high levels of work engagement, and strong organizational experience can foster innovative work behavior among employees. The implications of this study recommend that organizations strengthen digital leadership capacities, enhance employee engagement, and leverage organizational experience as a strategic asset for innovation development and corporate sustainability.

ABSTRACT Purpose: This study examines how external environmental factors, specifically competitive intensity, influence the development of adaptive behaviors in salespeople. It applies the Motivation-Opportunity-Ability (MOA) framework to understand the relationship between a salesperson’s self-efficacy and adaptive performance, and how competitive intensity moderates this relationship. Methodology: A survey was conducted involving 145 salesperson-supervisor dyads from various industries. To test the proposed hypotheses, a mediation analysis and a conditional process analysis were conducted. Findings: The study found that competitive intensity significantly affects the relationship between a salesperson’s self-efficacy and adaptive performance. Under highly competitive intensity, intrinsic motivation significantly enhances adaptive performance. Conversely, under low competitive intensity, the impact of self-efficacy on adaptive performance through motivation becomes insignificant. Research implications: Our findings suggest that adaptive behaviors are a function not only of the individual salesperson’s motivation and perceived ability, but of the existing opportunity in the sales organization environment. Our results shed new light on when and under what conditions self-efficacy influences adaptive performance and enrich previous research on the benefits of the fit between personal characteristics and situational variables in triggering positive work behaviors. Practical Implications: The findings suggest that organizations should consider the competitive environment when developing strategies to enhance salesperson adaptive performance. Specifically, fostering intrinsic motivation in salespeople is particularly crucial in highly competitive settings. Originality/Value: This research contributes to the limited literature on environmental influences on salesperson adaptability. It provides empirical evidence on how competitive intensity moderates the relationship between self-efficacy and adaptive performance, offering valuable insights for both scholars and practitioners in sales management.

Teachers play a central role in determining the quality of education in schools because they are directly involved in the learning process. Optimal teacher performance is influenced not only by individual abilities, but also by organisational factors that shape teacher work behaviour. This article aims to analyse the role of organisational behaviour management in improving teacher performance in schools. This study uses a qualitative approach with a case study design conducted at SMP Negeri 1 Purwojati. Data were collected through observation, interviews, and documentation, then analysed descriptively. The results of the study show that work motivation, principal leadership, collaborative work culture, a conducive school climate, and a reward system contribute significantly to shaping positive teacher behaviour. Effective organisational behaviour management has been proven to improve teachers' professionalism, commitment, and quality of learning services. These findings emphasise the importance of the role of school management in designing strategies to continuously improve teacher performance in order to support the quality of education.

Abstract Growing political polarization is affecting recruitment. This study used an experimental simulation design to examine how political value similarity may influence hiring decisions, focusing on France's polarized multi-party system with a centrist core. This allowed us to compare fictional applicants with extreme political affiliations with those with moderate or neutral stances. We also analyzed raters' reasons for evaluating politically affiliated fictional candidates and how these evaluations impacted hypothetical hiring outcomes. A sample of 350 raters assessed a fictional LinkedIn profile with manipulated political affiliation. Findings showed that political value similarity heightened perceptions of overall similarity, which was associated with hypothetical hiring outcomes such as expected counterproductive work behavior (CWB): Sharing political values reduced expectations of CWB. Notably, over 20% of participants cited political considerations as the key factors when evaluating fictional applicants who openly shared their political affiliation on LinkedIn. Future research should thus distinguish between different party affiliations as these can exhibit unique effects on hiring outcomes.

This pilot study explores the effects of daily meditation practice on job performance, Organizational Citizenship Behaviors (OCB), and Counterproductive Work Behaviors (CWB) in an academic setting. Using a quasi-experimental design with a non-equivalent control group, a 90-day intervention based on the Isha Kriya meditation technique was implemented. The experimental group (n=17) and the control group (n=3) completed validated instruments at two time points: pre- and post-intervention. Results showed a moderate increase in OCB scores and a slight reduction in CWB scores among the experimental group. Participants also reported improved subjective job performance, as reflected in self-reported academic evaluations. Linear regression models were applied to assess causality; findings suggested a weak but positive association between meditation frequency and OCB, and a non-significant association with CWB. Given the small sample size and variability in adherence, the study should be interpreted as preliminary evidence. Nonetheless, these pilot findings contribute to the growing body of literature on meditation and organizational psychology, and suggest that low-cost, accessible practices like meditation could serve as effective interventions to promote well-being and prosocial conduct within institutions.

This is one of the elements that has been proven to have a significant impact on performance and commitment to the organization. The organization's commitment can be maintained as long as the organization maintains loyalty and is emotionally connected to the organization they work with. Organizational commitment does not only play a role in forming loyalty, but also becomes the foundation for the formation of optimal performance. Employees who have an attachment to their organization tend to exhibit positive work behaviors, including a willingness to work extra hard, complete tasks on time, and serve the company well. They are not only motivated by working for the good of their organization, but are also driven by a desire to see their organization grow and develop. In addition to organizational commitment, other factors also influence the performance of the organization's activities and behavior which is known as Organizational Civil Service Behavior (OCB). OCB includes positive behavior such as assisting with work plans, complying with the tasks to be achieved, taking initiative in completing the tasks achieved, and being willing to achieve the tasks that are achieved. Based on the results of the research on the influence of the Organizational Commitment on the Organization of the Organization and the Behavior of the performance to employees, obtained a total of 9588,650 data f table 3.15 significant data up to 0.000 < 0.05 so that H0 is rejected and O is accepted. This shows that the organization has a continuous positive influence and significant influence on the organization's commitment to the organization's performance..

Rapid technological changes in the era of Industry 4.0 and 5.0 have made digital knowledge and skills more important in improving the way employees perform their tasks. Earlier research has given mixed results. This shows there is still a lot to learn. Based on the KBV (Knowledge Based-View) theory, this study looks at how knowledge management and digital competence directly and indirectly affect employee performance through innovative work behavior. Data were obtained using a questionnaire that had been compiled and analyzed with Partial Least Squares-Structural Equation Modeling (PLS-SEM) method with SmartPLS 4.1.1.4. The research sample included all employees in the case study (N = 56), with census sampling method. The study found that KM had a significant impact on IWB (p < 0,05), but did not have a significant direct impact on EP (p > 0,05). DC had a significant impact on EP (p < 0,05), but did not have a significant impact on IWB (p > 0,05). IWB played an important role in improving EP and also mediated the relationship between KM and EP. Theoretically, this study adds value to both the KBV theory by explaining how KM boosts performance through indirect ways, and by showing that digital capital plays a limited role in improving performance. Practically, the findings offer actionable implications for HR practitioners in designing performance systems that reward innovative behaviour, thereby motivating employees to utilize knowledge and digital tools more creatively to enhance productivity and service quality in medium enterprises.

Counterproductive work behaviour (CWB) poses significant risks to organisational effectiveness and employee well-being, particularly in high-pressure service environments. This study utilized a cross-sectional survey design to investigate gendered patterns of CWB among employees in Nigeria’s leasing sector. A total of 368 employees (198 male, 170 female) from five major leasing firms participated. Data were collected using established scales to measure CWB, emotional exhaustion, work autonomy, work overload, and openness to experience. The analysis involved descriptive statistics, multiple regression, and gender-based moderation analysis to examine how the psychosocial stressors predicted CWB differently for male and female workers. Result: Findings reveal there was no statistically significant difference in the total mean CWB scores between male and female employees. However, the moderation analysis revealed meaningful gender variations in the psychological experience of CWB predictors. Specifically, emotional exhaustion was a significantly stronger predictor of CWB for female employees (β = .437) than for male employees (β = .126). Conversely, work overload was a stronger predictor of CWB for male employees (β = 0.310) compared to female employees (β = 0.185). The findings underscore the importance of contextual and gender-sensitive analyses in managing workplace deviance. While the prevalence of CWB may not differ by gender in this sector, the psychosocial pathways leading to the behavior are distinct. Organizations in the leasing sector are recommended to develop gender-specific employee assistance programs that address emotional stressors differently for men and women to effectively mitigate CWB.

The article discusses the significance of anticipatory competence in developing proactive dispositions and proactive work behaviour of organizational staff. Based on surveying respondents-employees from organizations in St. Petersburg and Donetsk People’s Republic (N=145) and subsequent correlation and regression analyses, it is revealed that anticipation as an ability for speech-thought forecasting, along with positive basic self-esteem, are predictors of developmental proactive work behaviour manifested through changes in job structural characteristics and increased complexity of tasks. Anticipatory competence, together with basic self-esteem, can be considered personal resources for managers and specialists ensuring the development of staff’s proactivity within organizations.

This community service activity was conducted by lecturers from STIM Sukma in October 2025 at Medan Tembung District. The aim was to enhance the awareness and understanding of construction workers regarding the importance of using Personal Protective Equipment (PPE) as a preventive measure against occupational accidents. Ten construction workers participated in the socialization activity, which included interactive lectures, group discussions, and simple demonstrations on the proper use of PPE. The results indicated a positive improvement in workers’ knowledge and awareness toward PPE use, although some limitations were observed regarding tool availability and habitual work behaviors. This activity highlights the significance of an educational and humanistic approach in cultivating a culture of safety within the informal construction sector. Through follow-up programs and regular mentoring, it is hoped that changes in worker behavior will develop more consistently. Furthermore, collaboration with local stakeholders is crucial to ensure the availability of PPE and the desire for a culture of workplace safety within the community.

The purpose of this study is to analyze the extent to which work discipline and the physical work environment influence employee performance at CV X. The research was conducted using a quantitative approach involving all 45 production employees, with a saturation sampling method to ensure that every member of the population was represented. Data were collected through a structured questionnaire using a five-point Likert scale, while hypothesis testing was carried out using the SEM-PLS method to obtain more accurate estimates of the relationships among variables. The results reveal that both work discipline and the physical workplace contribute significantly to performance improvement. The physical work environment shows a positive and meaningful effect on employee performance, as indicated by a path coefficient of 0.464, a T-statistic of 2.309, and a P-value of 0.002. Similarly, work discipline also demonstrates a constructive influence, supported by a path coefficient of 0.403, a T-statistic of 2.786, and a P-value of 0.006. Based on the R-square value of 0.701, the two variables collectively explain 70.1% of the variance in employee performance. These findings highlight the importance of fostering disciplined work behavior while simultaneously enhancing environmental conditions in the workplace. Improving the physical layout, comfort, and safety, along with reinforcing consistent adherence to organizational rules, can substantially elevate performance outcomes at CV X.

Background: Knowledge-intensive organizations increasingly recognize Knowledge Management (KM) as a strategic driver of innovation, yet the pathways through which KM influences Innovative Work Behaviour (IWB) and ultimately Organizational Innovativeness (OI) remain fragmented across empirical literature. Recent evidence suggests that both tacit and explicit knowledge processes, when supported by leadership and collaborative cultures, contribute significantly to workplace creativity and innovation. A structured synthesis of contemporary research is therefore essential to clarify these relationships and provide direction for future organizational strategies. Objective: To systematically review recent high-impact studies examining the relationship between KM, IWB, and OI, and to identify the behavioural and organizational mechanisms through which knowledge processes contribute to innovation. Methods: A systematic literature review was conducted following the PRISMA 2020 protocol. Searches were performed across Google Scholar, Scopus, Web of Science, and ScienceDirect covering the period 2020–2024. A total of 514 records were identified, of which 184 duplicates were removed. After screening 307 titles and abstracts, 38 full-text articles were reviewed for eligibility. Fifteen peer-reviewed empirical and conceptual studies met the inclusion criteria. Data were extracted on study design, constructs, scales, analysis techniques, and key findings. Both qualitative and quantitative evidence were synthesized narratively to identify convergent themes across KM, IWB, and OI. Findings: Across the fifteen studies, 100% reported a positive association between KM and IWB, while 93% demonstrated that IWB significantly contributed to OI. Approximately 80% highlighted tacit knowledge sharing as a primary behavioural driver of innovation. Leadership behaviours, ethical climate, functional flexibility, and emotional intelligence appeared as recurrent moderators or mediators in more than half of the studies. KM infrastructure capabilities showed direct effects on innovation in 87% of the sampled research. Conclusion: The review confirms that KM practices—particularly knowledge sharing, learning-oriented cultures, and supportive leadership—substantially enhance IWB and subsequently strengthen organizational innovativeness. These findings emphasize that investing in KM infrastructure and employee development is crucial for sustaining innovation in knowledge-based sectors.

Employee performance is an important benchmark for a company to achieve success. A company must pay attention to aspects related to employee performance such as maintaining employee work-life balance and paying attention to employee work behavior. The study aims to determine the direct effect of Work-Life Balance on Employee Performance and the indirect effect of Work-Life Balance on Employee Performance with Counterproductive Work Behavior as a mediating variable. This type of research is quantitative research. The study population was 150 workers and the research sample was 60 workers. The sample determination was carried out using probability sampling techniques and the number of samples was determined based on the Slovin formula. The data analysis technique used the SEM-PLS method. The results of the study concluded that Work-Life Balance has a positive and significant effect on Employee Performance and Work-Life Balance has a positive and significant effect on Employee Performance with the mediating role of Counterproductive Work Behavior.

COVID-19 pandemic has raised awareness of a rapidly changing world marked by uncertainty and rapid changes. This poses a significant challenge for startups, making them vulnerable to organizational sustainability issues due to various factors such as limited funding, a lack of innovation or challenges in human resource management. This phenomenon urges all stakeholders to continuously adapt and strengthen transformative leadership to foster innovation that supports sustainability. Amidst this phenomenon, startup company XYZ has demonstrated ongoing growth and resilience despite the challenges faced by many startups. Therefore, the aim of this research is to measure the influence of digital transformational leadership and person-organization fit on innovative work behavior, mediated by learning agility and knowledge-sharing behavior within company XYZ. The company employs 220 individuals, with 150 of them as respondents to the research questionnaire. Data were processed and analyzed using the PLS-SEM method. The research findings indicate that digital transformational leadership and person-organization fit positively influence innovative work behavior. Additionally, learning agility and knowledge-sharing behavior, as mediating variables between digital transformational leadership and innovative work behavior, have a positive impact. However, knowledge-sharing behavior as a mediation between person-organization fit and innovative work behavior does not have a positive influence.