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This study aims to examine the effect of empowering leadership on employee agility in the Indonesian banking sector, with knowledge sharing and perceived organizational support as mediating variables. A quantitative approach was employed using survey data collected from 322 employees of commercial banks in East Java, Indonesia. Data were analyzed with structural equation modeling (SEM) to test the hypothesized with SmartPLS 4 software. The study reveals that empowering leadership exerts a significant positive influence on employee agility, both directly and indirectly. Knowledge and perceived organizational support emerged as strong predictors of agility, while also serving as key mediating mechanisms. Specifically, empowering leadership enhances employee agility by fostering knowledge sharing and strengthening perceived organizational support, highlighting their central role in translating leadership practices into agile employee behaviors. Organizations should prioritize empowering leadership practices to cultivate agility among employees. Managers can achieve this by encouraging open knowledge sharing, creating supportive work environments, and recognizing employee contributions.

SMMEs in the Vhembe district encounter distinct problems, such as restricted access to financing, inadequate infrastructure, and insufficient support services. This study examines the impact of entrepreneurial leadership traits, including innovation, risk-taking, and proactive decision-making, on corporate outcomes such as growth, competitiveness, and sustainability. The study examined the correlation between leadership types and business success to provide actionable recommendations for governments and business leaders in promoting entrepreneurial leadership. The research utilised a qualitative methodology to investigate the influence of entrepreneurial leadership on small, medium, and micro enterprises (SMMEs) in the Vhembe district. Data were collected via semi-structured interviews with 16 leaders of small, medium, and micro enterprises (SMMEs), offering a varied perspective across multiple industries and business scales. The findings indicate that entrepreneurial leadership substantially influences SMMEs in the Vhembe District, with transformational and collaborative approaches improving financial and non-financial performance, innovation, and customer satisfaction. The study indicates that implementing transformational and collaborative leadership styles can markedly enhance financial performance, innovation, and customer happiness for SMMEs in the Vhembe District. This research provides novel perspectives on entrepreneurial leadership by examining the distinct setting of the Vhembe District. It contests prevailing ideas by emphasising the necessity for a leadership strategy adapted to local dynamics and market conditions. The study's novelty and significance stem from its distinctive emphasis on the Vhembe District, providing a novel viewpoint on entrepreneurial leadership.

This study was conducted to determine the relationship among individuals' innovative competencies, management innovation, and organizational performance. This quantitative study was conducted with 531 business employees operating in various sectors at national and international levels, and the survey method was preferred as the data collection tool. The developed hypotheses within the scope of the study were tested by using Statistical Package for the Social Sciences (SPSS). As a result, significant findings were obtained in the relationship and impact analysis dimensions among innovation competencies, management innovation, and organizational performance. The results depict that innovation competencies and management innovation have a positive and significant effect on organizational performance (?=0.470, p<0.01; ?=0.503, p<0.01, respectively). Additionally, it was concluded that management innovation has a positive and significant mediating effect on the relationship between innovation competence and organizational performance (?=0.175; p<0.01).

Despite the theoretical foundation that links Transformational leadership (TFL) with innovation behavior, previous studies have overlooked on Transformational leadership and innovation behavior at the individual level relationship but paid less attention to how transformational leadership qualities of top leaders would advance innovative work behavior within the organizational setting. To date, the impact of Transformational leadership at a top executive level on employee’s innovative work behavior (IWB) within an organizational setting has not been dealt with in-depth. However, using transformational leadership theory, this study uncovers the pivotal role of innovation culture (IC) and managerial innovation (MI) in the relationship between CEO transformational leadership and employee’s innovation behavior in SMEs. A cross-sectional design with a total of 434 employees from 24 SMEs operating from Rwanda was analyzed using structural equation modeling to evaluate the relationship between the variables developed in the study. The findings of this study support our hypothesized model.