This study is aimed at exploring the degree of association between workforce diversity dimensions and the academic performance of four universities in Ethiopia. The diversity management attributes were diversity, climate, values, and organizational justice; identity, schemas, and communication adapted to the contexts of higher education institutions. The universities were selected purposively, and stratified and systematic sampling techniques were further used to identify respondents. Quantitative and qualitative data were collected to achieve the purpose of the study. Correlation and regression analyses were used to analyze the data. Results from correlation analysis revealed that there are statistically significant positive relations between the dimensions of workforce diversity and academic performance. This implies that the organizational performance of higher education institutions can be significantly influenced by existing diversity. The freedom to express one’s own identity in the university workforce landscape was also observed to be limited in the universities studied, and this has to be improved. A democratic work environment is critical for the productivity of the staff, and an effort has to be geared towards the goal of creating such an environment. The regression analysis indicated that diversity, climate, organizational justice, identity, schema, and communication have statistically significant effects on the academic performance of higher educational institutions in Ethiopia. Finally, academic leaders are advised to apply the transformational leadership style, as it moderates the relationship between diversity management and academic performance.

This study presents a simple yet informative bibliometric analysis of servant leadership literature, aiming to provide a basic overview of its scholarly landscape and identify general trends. We conducted this analysis in September 2023. We focused solely on the Scopus database to understand the current state of servant leadership research. Despite extensive search efforts, we found no similar bibliometric analyses within the servant leadership domain during our study period. Therefore, our focus is to present a brief and straightforward analysis of current research in this field based on identification trends over time, connection between co-occurrence of author keywords, most and less discussed keyword, and areas of high and low concentration. Our findings show an increase in scholarly publications, reflecting a growing acknowledgment of servant leadership’s relevance in management practices. Interconnected keywords and themes such as leadership, transformational leadership, job satisfaction, work engagement, authentic leadership, ethical leadership, organizational citizenship behavior, trust, and leadership development emerge prominently. Additionally, less-discussed keywords such as accountability, core self-evaluations, educational leadership, stewardship, customer orientation, and psychological well-being provide alternative perspectives on these research results. While acknowledging limitations inherent in our bibliometric research, such as potential publication bias and language restrictions, our study offers valuable insights for scholars and practitioners interested in this area.

This research article explores the intricate relationship between cultural impacts and leadership styles in social science management. It emphasizes the importance of cultural-informed decision-making, highlighting its role in fostering inclusive managerial choices. The study also delves into how diverse leadership styles enhance team dynamics and collaboration, contributing to an innovative work environment. While recognizing the potential benefits, challenges like miscommunications are acknowledged, with recommendations for leadership development programs. The research underscores the significance of leadership flexibility in managing diverse teams. In conclusion, the article emphasizes the positive impact of cultural awareness on decision-making, collaboration, and innovation in social science management.

This study investigates non-academic employees’ perceptions of their line managers’ leadership styles at a private university in Malaysia and how these perceptions influence their intention to remain employed. Employing a qualitative approach and the path-goal theory as a theoretical framework, data were collected through purposive sampling from 10 non-academic employees and analyzed thematically using NVivo 12 software. The findings reveal that a supportive and participative leadership style fosters an informal leadership dynamic between line managers and subordinates. Informal leadership behaviors encompass affective qualities and effective communication that enable the development of close relationships outside the workplace, facilitating increased employee engagement and motivation levels. Consequently, this approach notably improves employee retention. This study offers a comprehensive understanding of informal leadership styles contributing to enhanced human resource management at the private university while providing an inclusive perspective on employees’ perceptions and their intention to remain employed. Finally, we propose a model of employees’ perception of leadership styles as the main driver that better serves their intention to stay in organizations.

This study addresses the critical issue of employee turnover intention within Malaysia’s manufacturing sector, focusing on the semiconductor industry, a pivotal component of the inclusive economy growth. The research aims to unveil the determinants of employee turnover intentions through a comprehensive analysis encompassing compensation, career development, work-life balance, and leadership style. Utilizing Herzberg’s Two-Factor Theory as a theoretical framework, the study hypothesizes that motivators (e.g., career development, recognition) and hygiene factors (e.g., compensation, working conditions) significantly influence employees’ intentions to leave. The quantitative research methodology employs a descriptive correlation design to investigate the relationships between the specified variables and turnover intention. Data was collected from executives and managers in northern Malaysia’s semiconductor industry, revealing that compensation, rewards, and work-life balance are significant predictors of turnover intention. At the same time, career development and transformational leadership style show no substantial impact. The findings suggest that manufacturing firms must reevaluate their compensation strategies, foster a conducive work-life balance, and consider a diverse workforce’s evolving needs and expectations to mitigate turnover rates. This study contributes to academic discourse by filling gaps in current literature and offers practical implications for industry stakeholders aiming to enhance employee retention and organizational competitiveness.