Employees’ voluntary green behavior (EVGB) is indispensable in realizing organizations’ environmental sustainability objectives. Leaders can act as catalysts to shape the behavior of their employees. On EVGB, noticeably the missing link is investigating the influence of servant leadership and the mechanism through which it operates. Building upon self-determination and psychological empowerment theories, this research examined the impact of servant leadership on EVGB through the simple and sequential mediation of psychological empowerment and autonomous motivation for the environment (AME). Through systematic sampling, dyadic data were collected from 315 pairs of subordinates and supervisors working in the power sector organizations of Pakistan. Results were obtained by employing the partial least squares structural modeling (PLS-SEM) technique with Smart-PLS 3.2.8 software. Findings revealed that psychological empowerment and AME simply and sequentially mediate the influence of servant leadership on EVGB. Implications for theory and organizational practitioners are offered, accompanied by suggestions for future research.

Employees' pro-environmental behavior serves as a cornerstone in realizing organizations' sustainability initiatives. Leadership plays a vital role in shaping and nurturing the desired employee behaviors. Building upon social learning and self-determination theories, we developed and tested a research model that investigated the mediating role of employees' green intrinsic motivation and the moderating influence of their green self-efficacy on the relationship between green servant leadership and proenvironmental behavior. Data were collected in two waves from 323 pairs of employee-manager working in Pakistan's energy sector and analyzed with partial least squares path modeling (PLS-PM). The findings endorsed that green servant leadership influences pro-environmental behavior through the mediating mechanism of green intrinsic motivation. Further, green self-efficacy played an interactive role with green servant leadership in shaping pro-environmental behavior. This research responds to multiple calls for research and advances the knowledge on servant leadership and pro-environmental behavior.

Promoting corporate social responsibility (CSR) and co-creation has become a crucial relationship marketing strategy for the banks. This research empirically investigates how banks’ CSR activities generate positive customer responses in the form of co-creation, customer–company identification (CCI), and loyalty. This research sheds light on the influence of CSR on customer behavior by analyzing the underlying psychological processes through the sequential mediation of co-creation and CCI. Working with a sample of 280 banking customers in Pakistan, partial least square based structural equation modeling (PLS-SEM) is employed to test the conceptual model. CSR is a multidimensional formative construct that affects customer loyalty both directly and indirectly. Sequential partial mediations of co-creation and CCI are found between CSR activities and customer loyalty. Lastly, CCI has a direct and significant impact on co-creation and customer loyalty. Banks must include CSR in their long-term marketing plans to improve overall customer behavior because banks’ CSR activities result in customer identification and co-creation. Similarly, banks should welcome the customers’ participation in service design and use their knowledge and skills to improve overall service culture.

Background Public health emergencies and epidemics shatter the assumptions of the world as a safe place. Healthcare workers are at the forefront of such pressures resulting from a persistent threat to their safety and well being. It is therefore important to study such mechanisms that can influence and predict the psychological distress of nurses Objectives While there is an increasing number of studies on positive outcomes of leadership styles, their influence on curbing unwanted adverse outcomes is scarce. This study aims to observe the influence of an inclusive leadership style on psychological distress while assessing the mediating role of psychological safety. It uses the theoretical lens of job demands-resources theory and the theory of shattered assumptions to develop and test hypotheses. Design Cross-Sectional Study with Temporal Separation Settings and Participants The researchers recruited 451 on-duty registered nurses from 5 hospitals providing patient care during the highly infectious phase of COVID-19 in January 2020 in Wuhan city, the epicentre of the outbreak in China Methods After obtaining permission from hospital administration, data were collected through an online questionnaire survey in three stages with temporal separation to avoid common method bias. Partial least square structural equation modelling was used to analyze data. The study controlled for effects of age, gender, experience, working hours and education. Results Hypothesized relationships proved significant. Inclusive leadership has an inverse relationship with psychological distress with a strong path-coefficient. Psychological safety mediates the relationship between inclusive leadership and psychological distress while explaining 28.6% variance. Multi-group analysis results indicate no significant differences between respondents based on these control variables Conclusions Recurring or prolonged experiences of stress and anxiety at the workplace, without a mechanism to counter such effects, can culminate into psychological distress. Inclusive leadership style can serve as such a mechanism to curb psychological distress for healthcare workers by creating a psychologically safe environment.

Traumatic events such as a pandemic shatter the assumption of the workplace as a safe place. Nurses face risks of life-threatening infection, which can create psychological distress. Quality of care for infected patients depends on mental well-being of nurses which calls for research on predictors of stress among health care workers. Responding to a call for research on the effects of leadership styles on psychological distress during traumatic events, this paper uses the theoretical lens of social exchange theory and contributes to literature on relationships between inclusive leadership, psychological distress, work engagement, and self-sacrifice. Participants of this cross sectional study included 497 registered nurses from five hospitals in Wuhan. Data were collected with temporal separation through an online questionnaire. Partial least-squares structural equation modeling was used to analyze data. Results show inclusive leadership has a significant negative relationship with psychological distress. Work engagement mediates this relationship, and nurses’ self-sacrificial behavior moderates it. Findings indicate inclusive leadership style serves as a sustainable mechanism to reduce psychological distress during pandemics. It can operationalize the delivery of mental health support in real-time in work settings. Results provide empirical support for social exchange theory through high work engagement to help control psychological distress among nurses.

Aims This study examines the role of servant leadership through the mechanism of psychological safety in curbing nurses' burnout during the COVID‐19 pandemic. Background During the COVID‐19 pandemic, studies have shown an increased level of stress and burnout among health care workers, especially nurses. This study responds to the call for research to explore the mechanisms of servant leadership in predicting nurses' burnout by employing the perspective of conservation of resources theory. Methods Through a cross‐sectional quantitative research design, data were collected in three waves from 443 nurses working in Pakistan's five public sector hospitals. Data were analysed by employing the partial least squares path modelling (PLS‐PM) technique. Results Servant leadership (β = −0.318; 95% CI = 0.225, 0.416) and psychological safety (β = −0.342; CI = 0.143, 0.350) have an inverse relationship with nurses' burnout and explain 63.1% variance. Conclusions Servant leadership significantly reduces nurses' burnout, and psychological safety mediates this relationship. Implications for Nursing Management Human resource management policies in health care must emphasize training nursing leaders in servant leadership behaviour.

Aims Nurses are at the forefront of public health emergencies facing psychological pressures ensuing from the loss of patients and potential risk of infection while treating the infected. This study examines whether inclusive leadership has a causal relationship with psychological distress and to assess the mediation effect of psychological safety on this relationship in the long run. The hypotheses are developed and interpreted with the help of theoretical underpinnings from job demands resources theory and the theory of shattered assumptions. Design Three‐wave longitudinal study. Methods Questionnaire was used to carry out three waves of data collection from 405 nurses employed at five hospitals in Wuhan during the COVID‐19 outbreak between the months of January–April 2020. Partial least square structural equation modelling (PLS‐SEM) was used to analyze data while controlling for age, gender, education, experience, and working hours. Results Results supported the hypothesized relationships where inclusive leadership indicated significant inverse causal relationship with psychological distress and a positive causal relationship with psychological safety. Mediation effect of psychological safety was found significant, while the model explained 73.9% variance in psychological distress. Conclusion Inclusive leadership, through its positive and supportive characteristics, can pave way for such mechanisms that improve the psychological safety of employees in the long run and curbs psychological distress. Impact This is the first longitudinal study to examine the relationship between inclusive leadership and psychological distress in health care and also examines the mediating mechanism of psychology safety. There is scarcity of empirical research on factors that determine and affect behavioural mechanism of healthcare workers during traumatic events and crisis. Clinical leaders and healthcare policy makers must invest in and promote inclusive and supportive environment characterized with open and accessible leaders at workplace to improve psychological safety; it helps reduce levels of psychological distress.

Change is the only constant phenomenon in this world, and organizations can bring it through innovation. This innovation ultimately leads to an organization’s competitive edge and sustainability. Every new idea primarily originates in the minds of individuals, and when it’s implemented successfully, it contributes to overall organizational innovation. Nurturing employees’ innovative work behavior (EIWB) is prudent for every organization looking to enhance its innovative outcomes. This research, at first, aimed to examine the influence of servant leadership (SL) at three distinctive levels of employees’ innovative work behavior (EIWB); namely, idea generation, idea promotion, and idea realization. Then, we investigated the influence of SL on overall EIWB. Finally, employees’ Psychological Empowerment (PE) is assessed as a mediator through which SL exerts its influence on EIWB. Servant leadership in conjunction with Social Exchange theories were used to develop the conceptual model of this research. Cross-sectional data were collected from 283 entry-level officers working in different Power Sector Companies of Pakistan. Partial least squares structural equation modeling (PLS-SEM) was employed through Smart-PLS 3.2.8 software to analyze the hypothesized relationships. The findings of this research show that SL positively influences each stage of EIWB as well as EIWB at an integrated level. Employees’ Psychological Empowerment (PE) partially mediates the positive influence of SL on EIWB. This research is one of the pioneers to examine the influence of SL at different levels of EIWB. Further, investigating employees’ PE as mediating between the relationship of SL and EIWB is also a unique contribution of this research. Besides offering the theoretical and managerial implications, detailed discussion on the results is carried out. Lastly, the limitations of this study and potential avenues for future research are highlighted.