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The study aims to examine the effect of an innovative work environment on the innovative work behaviour of employees. To broaden the concept of the study, related literature was reviewed. The study used a descriptive assessment and correlational research design and the population of the study was all employees from the two colleges (DWCL and DWCV). The data was gathered through research questionnaires and used inferential statistics to analyze the data. The study found that the innovative work environment and innovative work behaviour are high but not very high. The ANOVA result suggests that there is a significant correlation between an innovative work environment and the innovative work behaviour of employees. It recommends that nurturing innovative work behaviour is to nurture an innovative workplace. The study recognizes its limitation and recommends further investigation concerning different dimensions of innovative work environments and their effect on work performance.

The purpose of this study is to examine and analyze (1) the effect of transformational leadership on readiness to change, (2) the effect of transformational leadership on employee motivation, (3) the effect of readiness to change on employee performance, (4) the effect of employee motivation on employee performance, (5) the effect of transformational leadership on performance mediated by a readiness to change and (6) the effect of transformational leadership on employee performance mediated by employee motivation. The technique in this study uses a survey with 80 employees of PT. Lestari Main Karsa as a sample. The statistical method uses Partial Least Square (PLS). This study examines several hypotheses which include transformational leadership, readiness to change, employee motivation, and employee performance. The results of this study indicate that transformational leadership positively affects employee readiness to change. Transformational leadership also has a positive effect on employee motivation. The other hypotheses are that readiness to change has a positive effect on employee performance, and work motivation also has a positive effect. The mediating role of readiness to change and work motivation also has a positive effect on the relationship of transformational leadership to employee performance. Transformational leadership, readiness to change, and work motivation have a positive effect on performance. This study can be used as a guide for the company in improving employee performance.

The purpose of this study was to examine transformational leadership and organizational justice on employee performance with the role of job satisfaction as a mediation. This research was conducted on the employee of police officers are part of Indonesian police officers, especially located in Blitar, East Java, Indonesia with a total sample used in this study is 176 respondents. Questionnaires are used in this study for the data collection method, the data is analyzed using Structural Equation Model and Partial Least Square. The results show; (1) There is a positive and significant influence between transformational leadership on employee performance, (2) There is a positive and significant influence between transformational leadership on job satisfaction, and (3) There is a positive and significant influence between organizational justice on employee performance, (4) There is positive and significant influence between organizational justice towards job satisfaction, (5) There is positive and significant influence between job satisfaction on employee performance, (6) There is positive and significant influence between transformational leadership on employee performance through job satisfaction, (7) There is positive and no significant influence between organizational justice on employee performance through job satisfaction.

This research examines and analyzes the impact of Islamic Work Ethics and Transformational Leadership on Job Performance with Mediating Role of Intrinsic Motivation. The method used in this research is the Quantitative method through questionnaire responses. 40 respondents are used as a sample of this research. The data analysis method of this research is Structural Equation Model (SEM) which utilize Partial Least Square (PLS). The results of the data analytics in this research are: (1) The Islamic Work Ethic do not have any positive significant impact on Job Performance. (2) Islamic Work Ethic do not have any positive significant impact on the Intrinsic Motivation. (3) Transformational Leadership has a positive significant impact on Job Performance. (4) Transformational Leadership has a positive significant impact on Intrinsic Motivation. (5) Intrinsic Motivation has a positive significant impact on Job Performance. (6) Intrinsic Motivation does not mediate the relations between Islamic Work Ethics and Job Performance. (7) Intrinsic Motivation mediates the relations between Transformational Leadership and Job Performance

Managerial innovation as an internal change agent plays a central role in coping with the speed of today’s fast-paced customer demand and highly competitive market, yet previous studies paid less attention to the potential measures of strengthening managerial innovation behavior within organizations. Drawing from transformational leadership theory, the current study shed new light on this issue by examining the role of CEO transformational leadership (TFL), innovation culture (IC) and cross-functional integration (CFI) in advancing managerial innovation behavior in SMEs. A cross-sectional study with a sample of 434 respondents from 24 SMEs operating in Rwanda was conducted. To genuinely analyze the relationship between the variables hypothesized in this study, we used structural equation modeling (SEM) and bootstrapping technique using Amos 23 and SPSS 24. The overall findings revealed that the relationship proposed in the model were significantly supported. However, our new mechanism implying innovation culture and cross-functional integration in the relationship between CEO transformational leadership and managerial innovation behavior, provide a substantial contribution to management literature.

Access to clean and safe water remains a critical development priority under Sustainable Development Goal (SDG) 6. However, water service providers in Sub-Saharan Africa, including Kenya, continue to experience performance challenges associated with governance, infrastructure limitations, and leadership effectiveness. This study examined the moderating effect of employee engagement on the relationship between exemplary transformational leadership and the performance of selected water and sewerage companies in Kenya. Grounded in transformational leadership theory, the three-component theory of work engagement, and the balanced scorecard framework, the study adopted a positivist philosophy and a quantitative cross-sectional survey design. Data were collected from 328 employees drawn from 13 public water companies operating under the Athi Water Works Development Agency using structured questionnaires. Exemplary transformational leadership was measured through three practices—modeling the way, challenging the process, and empowering followers—while employee engagement was assessed through vigor, dedication, and absorption. Organizational performance was evaluated using indicators of service quality, economic efficiency, and operational sustainability. Descriptive statistics, Pearson correlation, and moderated multiple regression analysis were conducted using SPSS version 27. The findings revealed that exemplary transformational leadership and employee engagement significantly and positively influenced water company performance. Importantly, employee engagement significantly moderated the relationship between exemplary transformational leadership and performance (β = −0.689, p < .05), indicating a buffering effect in which leadership had a stronger impact under conditions of low engagement. The study contributes to leadership and public sector management literature by empirically validating the moderating role of employee engagement within Kenya’s water sector. It recommends integrating employee engagement strategies with leadership development initiatives to enhance service delivery, operational efficiency, and long-term sustainability in water utilities.

This study examines the influence of transformational leadership and organizational learning on employee performance, mediated by affective commitment, in Cement Company X, Rembang Regency. Using a quantitative approach with 163 respondents, data were analyzed through Structural Equation Modeling (SEM) with Partial Least Squares (PLS). The results indicate that both transformational leadership (? = 0.369, p < 0.001) and organizational learning (? = 0.265, p = 0.012) significantly enhance employee performance. Affective commitment partially mediates these relationships, with mediation effects of 0.129 (p = 0.035) for transformational leadership and 0.093 (p = 0.047) for organizational learning. Transformational leadership, measured through idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass & Avolio, 1994), fosters emotional bonds (? = 0.490, p < 0.001), while organizational learning (Watkins & Marsick, 1993) strengthens employee competencies and affective ties (? = 0.352, p < 0.001). Affective commitment itself significantly boosts performance (? = 0.263, p = 0.019). These findings align with prior research (Park et al., 2022; Naim & Lenka, 2020) and highlight the dual pathways—direct and mediated—through which leadership and learning culture drive performance in Indonesia’s competitive cement industry. The study underscores the importance of fostering transformational leadership practices and a robust learning environment to cultivate employee engagement and achieve organizational goals.Keyowrd: Transformational leadership, Organizational learning, Affective commitment, Employee performance, PLS-SEM, Cement industry

This study analyzes the influence of transformational leadership on employee performance across generations (Generation X, Y, and Z) with motivation as a mediating variable, in PT. BCA, Tbk Regional Office VII Malang City. The challenge faced is the difference in generational characteristics that require different leadership approaches to create a productive work environment.The research method used is a quantitative approach with Partial Least Square-Structural Equation Modeling (PLS-SEM) analysis. Data was collected through questionnaires distributed to employees and analyzed using SmartPLS software. The results of the study show that transformational leadership has a significant positive effect on the motivation and performance of Generation X and Y employees. However, in Generation Z, motivation does not significantly mediate the influence of transformational leadership on performance.These findings show that Generation X is more influenced by financial rewards and compensation, while Generation Y is more motivated by appropriate benefits and appreciation. On the other hand, Generation Z needs leaders with clear direction and charisma rather than traditional incentive-based motivation. Therefore, organizations need to adapt their leadership styles based on the specific needs of each generation to optimally improve employee performance.

The main aim of this study was to assess the efficacy of different leadership styles on the performance of organisations in the banking sector of South Africa. The outcomes are expected to be utilised in order to construct leadership development initiatives, which will facilitate the cultivation of leadership competencies that contribute to the success of a company. The research conducted a synthesis of 50 empirical studies through the use of secondary source content analysis. A one-sample t-test was used to assess the presence of a statistically significant association between organisational success and a manager's lifestyle. A unidirectional analysis of variance (ANOVA) was conducted to determine the correlation between different leadership styles and organisational performance. The Pearson's Correlation Coefficient was employed to examine the correlation between leadership styles and organisational performance. Research has confirmed that Transformational leadership has a positive impact on financial success, customer satisfaction, and staff engagement. Transformational leaders foster innovation and exceptional performance through their inspiring vision and tailored assistance. Transactional leadership ensures operational stability and adherence to regulations, but it does not have a substantial impact on staff engagement and innovation. Servant leadership emphasises the establishment of a supportive work environment through the enhancement of staff morale and customer service. An optimal approach for enhancing organisational performance in the South African Banking sector is to adopt a well-rounded strategy that incorporates transformational, transactional, and servant leadership principles. The Transformational leadership style has been determined to be the most effective in the banking sector, as it has shown the highest improvement in organisational performance. Banks executives and managers should consider embracing transformational leadership, cultivating innovation, and allocating resources towards staff development.

This study examines the relationship between contextual and personality factors and leadership behavior. Understanding the dynamics of explorative and exploitative leadership behavior is critical in today's organizations. Data from an empirical study of N=139 German leaders from different industries show significant positive correlations between emotional stability, openness to experience and explorative leadership behavior. In addition, perceived environmental uncertainty and autonomy are significant factors that positively influence explorative leadership behavior. These findings offer recommendations for leaders and organizations in turbulent times and highlight the complex interplay of context, personality and leadership behavior.