The increasing domains of digital technology in educational settings urgently require digital leadership (DL) to ensure the sustainability of school improvement initiatives in the digital era and to facilitate the digital transformation of educational institutions. DL emerges as an urgent and evolving topic of significant public interest. However, there is a notable lack of consensus persists regarding its definition and constructs within educational settings, hindering the advancement of DL theory. To address this gap, a systematic literature review was conceived, employing the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) methodology. The primary aim was to enhance comprehension of the geographical and temporal distribution of relevant publications, as well as to elucidate prevalent definitions and constructs of digital leadership in educational contexts. This article endeavors to synthesize the extant scientific literature on DL, focusing on studies published between 2019 and 2024. Inclusion criteria encompassed scientific research publications sourced from Scopus and the Web of Science (WoS) databases, available in English, and centered on educational settings. Initial database queries yielded 578 papers, subsequently refined to 35 studies through meticulous screening for duplicity and adherence to inclusion criteria. Notably, the reviewed publications predominantly characterize DL as a multifaceted process, amalgamation, or integration, with a predominant emphasis on functional aspects of leadership. Noteworthy constructs frequently encountered include digital age learning culture, visionary leadership, excellence in professional practice, systemic improvement, and digital citizenship. This review contributes to the enrichment of theoretical conceptualizations surrounding DL. It underscores the imperative for future research to explore into the measurement of DL, thereby presenting promising avenues for evaluating principal DL within educational institutions.

This study explored the relationships between college students’ indecisiveness, anxiety, and career decision-making ability. Using the convenience sampling method, 1072 college students at a college in Hunan Province, China completed a questionnaire online that included the Indecisiveness Scale, Career Exploration and Decision Self-Efficacy Scale, and Generalized Anxiety Scale-7. Participants reported their gender and place of origin (rural or city). They indicated whether they were an only child, were left behind, and liked the major they were studying. The t-test was used to identify differences in indecisiveness, career decision-making ability, and anxiety according to demographic characteristics. Correlations were calculated between the main variables of interest. Regression analysis was conducted to test the mediation model. Participants who liked their major were significantly more indecisive than those who did not like their major. Career decision-making ability was significantly higher among men than women, participants from urban areas than those from rural areas, participants who were an only child than those with siblings, and among non-left-behind participants than those who were left behind. Anxiety was significantly lower in participants who liked their major than those who did not like their major. In addition, anxiety partially mediated the relationship between indecisiveness and career decision-making ability. College students’ indecisiveness and career decision-making ability are affected by sociocultural background, gender, family background, and career interest. Anxiety partially mediates the relationship between indecisiveness and career decision-making ability. Implications of the findings for counseling college students are discussed.

Generational differences shape technological preferences and fundamentally influence workplace motivation and interactions. Our research aims to examine in detail how different generations assess the importance of workplace communication and leadership styles and how these diverse preferences impact workplace motivation and commitment. In our analysis, we studied the behavioral patterns of four generations—Baby Boomers, Generations X, Y, and Z—through anonymous online questionnaires supplemented by in-depth interviews conducted with a leader and a Generation Z employee. To verify our hypotheses, we employed statistical methods, including the Chi-Square test, Spearman’s rank correlation, and cross-tabulation analysis. Our results clearly demonstrated that different generations evaluate the importance of applied leadership and communication styles differently. While Generations Y and Z highly value flexible, supportive leadership styles, older generations, such as the Baby Boomers prefer more traditional, structured approaches. The study confirmed that aligning leadership and communication styles is crucial, as it significantly impacts the workplace atmosphere and employee performance. Our research findings hold both theoretical and practical significance. This research highlights how understanding generational preferences in leadership and communication styles can enhance workplace cohesion and efficiency. The results provide specific guidance for leaders and HR professionals to create a supportive and adaptable environment that effectively meets the needs of diverse generations.

This systematic literature review examines data saturation in qualitative research within the context of entrepreneurship studies from 2004 to 2024. Data saturation, a critical concept in ensuring the rigor of qualitative research, remains inadequately defined in terms of sample size and assessment criteria across various studies. This review synthesizes 11 empirical studies, focusing on strategies such as stopping criterion, code frequency counts, and comparative methods for determining saturation. It identifies sample sizes ranging from 7 to 39 interviews, with an average saturation occurring between 10 and 12 interviews. Furthermore, the study explores the influence of different sampling methods and homogeneity of study populations on saturation outcomes. Despite the reliability of existing methods, the findings underscore the need for greater transparency and consistency in reporting saturation criteria. The review offers valuable insights for entrepreneurial researchers aiming to design qualitative studies, emphasizing the importance of tailored saturation standards based on research objectives and methodologies. This research contributes to a clearer understanding of data saturation in entrepreneurial studies and highlights the necessity for further empirical investigation into saturation across diverse qualitative methods.

The purpose of this research is to investigate the relationship between transformational leadership variables and organizational citizenship behavior (OCB) variables, investigate the relationship between job satisfaction variables and organizational citizenship behavior (OCB), and investigate the relationship between organizational commitment variables and organizational citizenship behavior (OCB). This research method uses quantitative methods. In this study, the researchers used a simple random sampling technique with a sample size of 368 SMEs employee. The data collection method for this research is by distributing an online questionnaire designed using a Likert scale of 1 to 7. The data analysis technique uses Partial Least Square—Structural Equation Modeling (PLS-SEM) and data analysis tools use SmartPLS software version 3.0. The stages of data analysis are validity testing, reliability testing and hypothesis testing. The independent variables in this research are transformational leadership, job satisfaction and organizational commitment, while the dependent variable is organizational citizenship behavior (OCB). The results of this research are that transformational leadership has a positive influence on organizational citizenship behavior (OCB), Job Satisfaction has a positive influence on organizational citizenship behavior (OCB) and organizational commitment has a positive influence on organizational citizenship behavior (OCB). The theoretical implications of this research support the results of previous research that transformational leadership, job satisfaction, and organizational commitment make a positive contribution to increasing organizational citizenship behavior in SME employees. The practical implication of this research is that SME owners apply transformational leadership, create work breadth and create organizational commitment within the SME organization to support increasing employee organizational citizenship behavior so that it can encourage increased performance and competitiveness of SMEs.