Leadership helps to build strong organizations with resilient cultures. It is established that leadership needs a transition powered by digital technologies to tackle the shift from workplace culture to remote work, which is being practiced even after the pandemic to reduce operational costs and improve flexibility. The transition from leadership to e-leadership requires a profound understanding of the critical success factors (CSFs). The primary objective of this study is to identify the critical success factors of e-leadership using a systematic literature review and questionnaire survey technique. The identified CSFs are grouped under (i) Technology Management, (ii) E-Motivation and well-being, and (iii) E-change management categories. The Fuzzy Delphi technique is used to find the relevant CSFs and the relative dominance of each CSF category; the CSFs are then analyzed using the fuzzy analytical hierarchy process. The results suggest that employee engagement using digital technologies is the most critical success factor, while role clarity has relatively the least significance for the transition to take place. The findings of this study facilitate the smooth transition from leadership to e-leadership.
PurposeThe impact of COVID-19 has caused a recession in economies all over the world. In this context, the current study aims to analyze the prevailing economic scenario using a machine learning approach and suggest sustainable measures to recover the global economy taking the case of Make in India (MII) initiative of developing the economy as a base for the study.Design/methodology/approachA well-known topic modeling technique – Latent Dirichlet allocation (LDA) algorithm has been employed to extract useful information characterizing the existing state of selected sectors under the MII initiative alongside catalytic policies that have been implemented for the same. The textual data acts as the base of the study upon which suggestions are provided.FindingsThe findings obtained suggest that digital transformation will play a key role in concerned sectors to optimize the performance of manufacturing organizations. Additionally, inter-relationship between Key Performance Indicators for the economy's revival is crucial for effective utilization of foreign direct investment resources.Practical implicationsThe novel efforts to utilize MII initiative as a case present crucial information which can be used by policy makers and various other stakeholders across the globe to enhance decision-making and draft legislation across different sectors to empower the economy.Originality/valueThe study presents a novel approach to utilize the MII initiative by identifying important measures for crucial sectors and associated policies that have been presented by employing a text mining approach which in itself makes it unique in its contribution to research literature.
Purpose
The purpose of this study is to identify the association between environmental leadership (EL) and pro-environmental behaviour among the middle-level employees in iron and steel manufacturing companies. The study further emphasizes on mediation of the relationship by green rewards and green self-efficacy in EL and pro-environmental behaviour relationship, moderated by green training.
Design/methodology/approach
To find the reliability and validity of the model, confirmatory factor analysis was used. Pearson correlation was used to explore the relationship between variables. PROCESS macro of Hayes (2013) Model 14 was used to test mediation and moderated mediation.
Findings
EL influenced pro-environmental behaviour in middle-level employees. Green rewards and green self-efficacy mediated the relationship. Green training moderated the mediated relationship of green rewards and green self-efficacy between EL and pro-environmental behaviour.
Originality/value
This is a fresh contribution around EL and pro-environmental behaviour in iron and steel companies; however, there are studies available on this relationship, but the unique contribution of the study is studying EL in iron and steel companies and mediated moderated relationship by green rewards, self-efficacy and training. It is necessary for the organizations to develop environmental leaders to promote pro-environmental behaviour in employees across sectors.
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