Purpose – The article aims to identify and classify competencies and values considered essential or even necessary in the daily work of active managers and leaders.
Design/methodology/approach – This article is based on the results of comprehensive ethnographic research. I acquired the research material through open interviews (26 items), which facilitated immersion into the social reality of individual groups of respondents.
Findings – A manager who consistently adheres to their values builds lasting authority. A manager who is guided by values also has a greater influence on decision-making and team relationships. A manager who adheres to values can contribute to improving organizational culture and thus increase employee engagement and achieve better organizational results.
Research limitations/implications – Findings from qualitative studies are context-specific and may not be easily generalizable to other settings or populations.
Practical implications – Organizations need to recognize the centrality of values in building managerial authority. By strategically aligning values, promoting consistency and fostering a culture of trust, organizations can enhance managerial effectiveness, team relationships and overall organizational performance.
Social implications – Managers’ values play a crucial role in shaping workplace dynamics and can extend their influence to broader societal contexts. A values-driven approach has the potential to create positive social impacts and thus contribute to ethical business practices, trustful relationships and overall societal well-being. Originality/value – The findings are original and valuable because they holistically explore the connection between managerial values and authority and identify key factors that contribute to lasting and impactful leadership in organizations and society.

Purpose – We aimed to analyze the impact of the transition to the hybrid model of teamwork and team dynamics from the perspective of the five key challenges, i.e. communication, coordination, connection, creativity and culture.
Design/methodology/approach – To achieve the stated aim, we conducted a literature review and then an exploratory qualitative study. We split the research into phases: December 2021 to January 2022 and July to August 2022. In the first phase, we conducted computer-assisted online interviews (CAWIs) with all members of the remote team and an in-depth interview with the manager. After the transition from remote to hybrid work in February 2022, we returned to the team to conduct in-depth interviews with team leaders and the manager. Findings – We identified key findings, i.e. managerial implications of differences across the 5 Cs (communication, coordination, connection, creativity and culture) noted in the functioning of the analyzed team as the team shifted from fully remote work to the hybrid work model.
Research limitations/implications – We concluded that if people do not spend time together and are not impregnated with the unique culture and values of a given organization, they will not feel a connection to its distinctive ethos and may choose to leave. In the longer-term, the last challenge may be the biggest single opportunity for employees post-pandemic and concurrently the single biggest challenge that organizational leadership will need to address, given that sustainable market success depends on talent.
Originality/value – The results showed that team communication, teamwork coordination, social and emotional connections among team members, nurturing of creativity, as well as of the organizational culture were of high importance to the team in the hybrid work model. Thus, we confirmed the findings of other authors. The study contributes to our understanding of the impact of the hybrid work model on teamwork and team dynamics and provides some guidance on how organizations can mitigate these, in particular through the team manager.

Purpose – Recently, both researchers and practitioners have been very interested in the impact of leadership on employee engagement. Thus, I aimed to examine the relationship between spiritual leadership and work engagement through the mediating role of spiritual well-being at work.
Design/methodology/approach – I assessed spiritual leadership, engagement, and well-being in an empirical study based on a sample of 223 employees. I collected data through a survey-based method and analyzed them using structural equation modeling (SEM).
Findings – The present study contributes to the existing knowledge in the leadership field, especially spiritual leadership. The results revealed that spiritual leadership impacts employees’ work engagement by indirectly influencing employees’ spiritual well-being.
Research limitations/implications – Theoretically, the findings imply that spiritual well-being can be one of the factors considered in enhancing work engagement through spiritual leadership.
Practical implications – Finding evidence that spiritual leadership, like other leadership styles, can foster employee engagement. Therefore, leaders should take care of employees’ spiritual needs.
Originality/value – Many researchers have indicated that well-being is associated with employee engagement. However, they overlooked employees’ spiritual well-being in the research. The study confirmed the unexplored mediating role of spiritual well-being between spiritual leadership and employee engagement.

Purpose: Industry 4.0 (I40) is an open window of opportunity for Turkey, a developed country, to eliminate technological dependence and produce with maximum productivity. However, I40, which corresponds to the fourth wave of industrial revolutions, brings both opportunities and challenges. In this context, this study aims to reveal the foresight of managers in the Turkish white goods industry (TWGI) regarding the advantages and challenges of I40 and compare them with the literature.

Design/methodology/approach: The Delphi method was used for the study. Data were collected from managers of companies that are members of the White Goods Suppliers Association (BEYSAD). Seventy managers from 55 companies participated in the first round, and 19 managers participated in the second round of Delphi.

Findings: The results show that the most frequently cited advantages are productivity/resource efficiency, data and information-enabled effectiveness/productivity, quality 4.0 and competitiveness/strategy. The most frequently mentioned challenges are financial resources/investment, employee qualification/training, technical/processual challenges and organizational transformation/leadership.

Research limitations/implications: The sample was limited to the managers of the TWGI.
Practical implications: Players in similar ecosystems and policymakers should consider the advantages and respond to potential challenges when creating roadmaps, taking the necessary steps and positioning themselves in the marketplace. In particular, the TWGI – Turkey’s showcase in international markets – should consider the undeniable benefits of the I40 transition to increase innovation.

Originality/value: The findings for the first time highlight the advantages and challenges of I40 in an industry in Turkey, and they will benefit the TWGI, which is among the leaders in Turkey in terms of digital maturity and innovation in its journey to I40.

Purpose: The article is a review aimed at presenting the concept of and available knowledge on
teal organizations and at indicating further research objectives.
Methodology: Research methods employed in the study included a systematic review of the literature, along with its critical analysis and logical deduction.
Findings: The analysis shows that teal management – based on self-organization – may prove to be an opportunity for companies to adapt to changing circumstances. The teal organization concept is a true revolution in modern management, as it rejects all systems and previously immutable rules of the business world. The subject requires further empirical research.
Research limitations: Limitations apply to both the concept of teal organizations itself and the literature review. Since the teal organization concept was established in 2015, there is a lack of reviews and scientific studies or in-depth empirical research on this topic. Thus, the articles included in the review do not exhaust the issue.
Implications: The issues discussed in the article require further scientific research, primarily empirical. The said research should cover various aspects, such as building a culture of trust and self-organization, leadership (3.0), management through values, and new management methods.
Value: This is the first publication in this field that falls within this research gap. This study constitutesa significant contribution to the development of research on the concept of teal organizations.

Purpose: To compare two transformational leadership instruments, Bass’s Full Range Leadership Model and its instrument Multifactor Leadership Questionnaire with the Transformational Leadership Scale proposed by Rafferty and Griffin (2004), using empirical evidence from a single sample.

Methodology: The sample includes participants from different levels of the Estonian Defence Forces’ military hierarchy (N = 2570). The structures of the Transformational Leadership Scale and Multifactor Leadership Questionnaire were examined with exploratory and confirmatory factor analysis, while other methods were used to compare the two instruments.

Findings: The Multifactor Leadership Questionnaire is statistically significantly better at predicting outcome variables like satisfaction with leader, effectiveness, and extra effort; however, the Transformational Leadership Scale did predict outcome variables at a sufficient level.

Research & Practical Limitations/Implications: The current research contributes to the validation of the Transformational Leadership Scale proposed by Rafferty and Griffin (2004). The results indicated that the Transformational Leadership Scale is a valuable research tool to study transformational leadership; however, some subscales require further development. Moreover, we may conclude that there is a difference between subsamples – e.g. between commanders and conscripts – that describe outcome variables using the Transformational Leadership Scale as a transformational leadership instrument.

Originality/value: There is very limited research that compares different transformational leadership instruments.

Purpose: We propose and test a new leadership model. Our model is an extension of the leaderplex model which proposes that leader cognitive and social complexities are linked with leader effec tiveness indirectly, in a mediation scheme, through behavioral complexity. We enhance the leader plex model with a leader’s degree of managerial discretion as the moderator of the links in this mediation format.

Methodology: We test our model with a moderated mediation approach (Baron-Kenny four-step procedure and Preacher-Hayes bootstrapping methods).

Findings: We use results of interviews with top leaders in Poland and demonstrate that a leader’s managerial discretion is a moderator affecting the mediation scheme assumed in the leaderplex model.

Limitations: The sample size is only 29 leaders. To preserve the respondents’ anonymity, their opinions were evaluated by only one researcher who interviewed them directly. The results may be country specific (Poland).

Originality: We define new boundary conditions for the leaderplex model by showing importance of a leader’s real position (managerial discretion) in an organization. Specifically, we show that the nature of the relationships between the variables of interest will change when a leader operates in one physical environment (e.g., high managerial discretion) rather than another (e.g., low managerial discretion).

Purpose: Since the higher education environment has become highly competitive, the application of marketing principles to the education environment becomes increasingly evident. In order to attract new students and continue business, the institutional brand also gains on importance. Considering the scant literature on the influence of the perceptions of service quality dimensions on brand equity in general and higher education in particular, this exploratory study seeks to determine whether the SERVPERF dimensions of service quality make significant influencers of the overall brand equity of select (South African) universities, and whether the overall service quality significantly influences the overall brand equity.

Design: The authors conducted a survey among a judgmental sample of 400 students from two selected university campuses, using the SERVPERF scale. The data were analyzed with inferential statistical methods, such as multiple regression analysis, with the help of SPSS.

Findings: Tangibles and Empathy were significant and positive influencers of the students’ perception of the institutions’ overall brand equity and the overall service quality as a significant predictor of the overall brand equity. It also became evident that the overall service quality has a significant and positive influence on the overall brand equity when it comes to the students’ perceptions of the surveyed universities.

Implications: Tangibles and Empathy must be closely monitored and carefully managed, while the important role that service quality plays in the overall sense in increasing brand equity perceptions implies that – in the branding efforts of higher education institutions – management and leadership should pay particular attention to offering high levels of service quality to increase the value of their brands.

Research limitations: Only two campuses from one public higher education institution in South Africa was included in the survey, thus any generalization of the research findings must be circumspect.

Originality/value: Management and leadership of higher education institutions must know the service quality dimensions which promote the brand of the institution and manage them to promote a positive image of the institution since these are the dimensions of quality emphasized by the students.

Purpose: The aim of the pilot study was to fnd out whether the perception of candidates for leadership positions differs along with the gender of the candidate in Poland.

Methodology: In order to answer the question, the author has conducted a preliminary experiment on 50 MBA students, which were experienced in recruitment. Two identical CVs were randomly distributed among the participants, with either a male or female version of the CV. Basing on the provided information, respondents were to decide on among others hireability, likeability and offered income to the given candidate.

Findings: The experiment revealed that the female candidate for the CEO position was perceived and evaluated differently than the male candidate. Thus, the experiment indicated that gender inequality may already appear at the phase of recruitment for higher positions.

Originality: The presented study analyzed perceptions of experienced recruiters, which may suggest that such behaviors and patters may be repeated in a non-laboratory environment.

Limitations: A limitation of the pilot study is the low number of participants and therefore further research should be conducted.

Purpose: Sixty-five HR general managers representing companies from a variety of industries took
part in the research that we conducted between April and October 2013. They had identified leadership
development as the most significant factor in the growth of the top firms in Poland’s economy.
We have conducted in-depth interviews to understand the perception of the leadership concept.
We have found that they tend to focus on the following dimensions of leadership: conveying
a vision, inspiring, being charismatic, being credible, being able to manage others, and having good
interpersonal skills.

Research limitations and implications: The main limitation of the research is that it does not allow
for generalization of findings on perceived dimensionality of leadership on larger population of HR
Executives. Our findings imply that leadership development will soon be a strong priority among
HR teams of 500 largest companies, but several dimensions are not present in their description of
leadership.

Originality/value: Our paper makes three contributions to the literature. We have developed a managerial
attention view of the firm by surveying senior HR executives. CEOs, CFOs, and top management
teams tend to be subject of studies in this theoretical tradition more often than HR executives,
Another contribution is the use of mixed methods that is rather rare yet offering vast opportunities
for triangulation and knowledge building in the discipline. Our third contribution is that we applied
a standard scale of the multidimensional leadership concept.