There are many leadership styles, which have different impacts on employees' performance. In higher education, faculty performance depends on many factors including Leadership style & Organizational culture. This study aims to examine the effect of leadership styles on faculty performance (FP) and more specifically to examine the moderating effect of Organizational Culture in the association between leadership styles and faculty performance in higher education institutions (MUET, Jamshoro). This study used quantitative methodology to identify the leadership styles which exist in MUET, Jamshoro, and their impact on faculty performance with organizational culture as moderator. It used both the sampling techniques probability and non-probability, and the sample size was 384 and the data was analyzed in SmartPLS 3. For leadership style, Full Range Leadership Model was adopted and for organizational culture, Competing Value Framework (CVF) was used. This study found that Transformational (TF) leadership has a positive significant relation with faculty performance at MUET, Jamshoro. And Organizational Culture (OC) as moderator negatively moderates the relation between Laissez-faire (LF) leadership and faculty performance (FP). According to faculty, transformational leadership is best suited to promote their performance on account of giving them challenging work, autonomy, mutual trust, through supporting subordinates' creativity, improving their confidence, and maintaining collaborations. Laissez-faire leadership also exists in an academic institution and has a positive impact on faculty performance. However, Transactional leadership has a negative impact on faculty performance. The future study could be conducted in other universities, or a comparison of leadership styles can be made between public and private universities with different models of leadership style and with different organizational culture models.
Social entrepreneurs are catalysts for social change on account of social value creation and opportunity identification, thereby improving the quality of life. Their contribution to society is particularly significant in times of crises and pandemics. Hence, the world health crisis caused by the COVID-19 pandemic has increased the need for social entrepreneurship across the globe. Despite social entrepreneurship’s relevance in social value creation, the studies regarding opportunity identification in times of social distancing are particularly rare. This constructivist-qualitative research fills the gap by employing the EDraw Mind Map tool to explore how the COVID-19 pandemic in general, and social distancing in particular, have shaped entrepreneurial opportunities for social innovation. The findings from content analysis reveal that ICT-based services and industry 4.0 hold a promising future during and post-COVID-19 scenario. They can facilitate a transformation of the threats of social distancing into distant socialization benefits and demand fulfillment. Furthermore, the study contributes to providing a comprehensive depiction of the myriad of opportunities created by social entrepreneurs worldwide. It also guides aspiring social entrepreneurs to adopt such technologies and aim for social integration to ensure quality mental health, education, employment, and manufacturing services in low-resource and developing countries’ contexts, as they are severely impacted by the pandemic.
Pakistan ranks as the eighth most vulnerable country on the 2021 global climate change vulnerability index. Partially, this perilous position is attributed to unsustainable practices in the large-scale manufacturing sector since its contribution to carbon emission is among the highest in the economy. These serious environmental challenges impede the attainment of sustainable development goals that concern responsible consumption and production. In manufacturing organizations, there are an ongoing debate regarding sustainable human resource management (HRM) determinants, which can promote sustainable performance. In this regard, green human resource management (GHRM) practices and dynamic sustainable capabilities are significant components as they have a unique role in transforming corporations into sustainable organizations. However, there is a dearth of evidence regarding the impact of individual GHRM practices, such as green recruitment and selection, green pay and reward, and sustainable capabilities like monitoring and re-configuration, in improving the corporate environmental and social performance. Hence, an empirical investigation regarding the association among these macro-level components with the corporate environmental and social performance through partial least squares structural equation modeling (PLS-SEM) is conducted. The findings inferred from 396 employees affiliated with six large-scale industries substantiate the main hypotheses of this study. It is empirically confirmed that GHRM and dynamic sustainable capabilities significantly and positively impact corporate sustainable performance. This research contributes to the literature by employing dynamic capabilities approach and a dynamic resource-based view (RBV) to explicate how corporations can benefit from the interplay of sustainable capabilities and GHRM functions. Hence, in the absence of a significant predictive model, this research is the first of its kind to isolate macro-level antecedents of sustainable HRM to find their impact on corporate sustainable performance in a developing country context. The study recommends that the management should prioritize the acquisition of monitoring capabilities and hiring environmentally conscious employees to achieve social equity and ecological conservation goals.
COVID-19 established the need for even more social entrepreneurship globally. It is important for keeping society together in times of crises because it creates an environment that improves the quality of life during hard times and public health emergencies such as COVID-19. Even though it plays a unique role in returning things back to normal after a crisis, it faces opposition from many parts of society, especially the government. Still, there are not many studies that look at what the government should do to help or stop social enterprise during public health emergencies. That is why the goal of this study was to find out how the government has helped or hindered social entrepreneurs. Content analysis was conducted on the carefully mined data from the internet. The research found that regulations for social enterprises should be loosened, especially during and after pandemics and disasters. This could also make it easier to accomplish things in the government. It was also found that, in addition to financial help, capacity building through training can help social enterprises do more and make a bigger difference. This research provides broader guidelines for policymakers and new entrants in the field.
Work Life Balance (WLB) is the current biggest problem being faced by the corporate employees. This research aims to evaluate the challenges of WLB that an employee has to face in his daily life, meanwhile what role does Emotional Intelligence (EI) play and to see how organizations can initiate to support them to improve their WLB and make them satisfied of their job. It aims to find out the impact of EI employee Job Satisfaction (JS) in the presence of WLB of corporate employees in Karachi, Hyderabad and Thatta. To fulfill this purpose, quantitative methodology was adopted, 300 questionnaires were distributed, and SPSS version 22 was used to analyse data. The results indicate that EI has significant and positive impact on employee JS whether in the presence or absence of WLB. Finally, the results of ANOVA test between male and female employees are statistically different for WLB and EI but no significant difference between the genders was statistically found for JS. There is also no significance difference observed between marital status for EI, WLB and JS. From the findings of the research, some solutions are recommended to improve employees WLB for their job satisfaction in corporate sector.
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