Leadership is one of the important factors that ensured organizational achievement. Servant leadership offers a unique point of view on leadership which developed around the idea of service to subordinates. The implementation of servant leadership can lead to various positive outcomes, including increased engagement, organizational citizenship behavior, and improved performance. However, engagement and organizational citizenship behavior can serve as mediators to enhance organizational performance even further. The present study aimed to explore a prediction model of servant leadership using mediating variables such as employee engagement and organizational citizenship behavior, with employee performance as the outcome. The sampling method used was purposive sampling. This study used a structural equation model analysis approach to determine the predicted model of servant leadership. The research showed that the role of mediating variables indicated that employee engagement and organizational citizenship behavior had a positive effect in mediating the relationship between servant leadership and employee performance. The study indicated that applying servant leadership, with employee engagement, and organizational citizenship behavior as mediating variables would have an impact on better results of employee performance.

Despite many investigations concerning antecedents of organizational commitment in the workplace, very few studies so far have analyzed the direct or indirect impact of HR change leadership role on organizational commitment via HR attribution. Therefore, given the reciprocal principle of social exchange theory, attribution theory and signal theory, this study formulated hypotheses and a model to test the relationships between included variables by employing the mixed-method approach. In-depth interviews were initially conducted to develop questionnaires to collect quantitative data. Employing PLS-SEM to analyze the data collected from 1058 employees working in 24 sustainable enterprises in Vietnam, the findings show that the degree of adopting HR change leadership role was positive, directly affecting organizational commitment. Also, both well-being and performance HR attribution play partially mediated roles in the relationship. The findings suggest that the organizational commitment depends on not only how the degree of adopting HR change leadership role is executed, but also how employees perceive and interpret the underlying management intent of these practices. In a sustainable context, adopting HR change leadership role plays a critical role in shaping employees’ interpretations of sustainable HR practices and their subsequent attributions. Besides, employees’ belief on why are sustainable HRM practices implemented has an influence on the organizational commitment that in turn contributes to the overall sustainable performance.

The aim of the study is to identify the requirements for qualifying administrative leaders and the challenges they face at King Khalid University, in light of the general framework of the Human Capacities Development Program, which includes four dimensions (values and behaviours-basic skills-future skills-knowledge). A descriptive approach was used, and the study population consisted of academic leaders at King Khalid University, totalling (107). A questionnaire was used as a research tool, comprising three axes and (53) statements to collect data after ensuring their validity and reliability. The results showed the agreement of the study population on the axis of requirements for qualifying administrative leaders at King Khalid University to a very high degree, with an average score of (4.44), and their agreement on the challenges facing the qualification of administrative leaders at King Khalid University to a very high degree, with an average score of (4.11), and their agreement on the mechanisms for qualifying administrative leaders at King Khalid University to a very high degree, with an average score of (4.29). The results also showed no statistically significant differences at the significance level (0.05) between the means of responses of the study population on the requirements, challenges, and mechanisms for qualifying administrative leaders according to variables (gender-academic qualification—experience in the current job). In light of the study results, a proposed strategy was developed, and recommendations were made, including adopting the proposed strategy and governing the programs for qualifying administrative leaders at King Khalid University to ensure transparency, fairness, and accountability at all stages from nomination, preparation, and evaluation, in addition to considering the university’s strategic plan when designing programs for qualifying administrative leaders to adopt the values embraced by the administration and build leaders who contribute to achieving its vision and mission in the long term.

This research aimed to investigate the role of humanizing leadership in enhancing the effectiveness of change management strategies within organizations. Specifically, it focused on how humanizing leadership influences change outcomes and the extent to which organizational culture moderates this relationship. The study addressed critical questions regarding the impact of leadership behaviors, such as model vulnerability, emotional intelligence, open communication, and psychological safety on effective change management and employee performance. A quantitative approach was employed to provide a comprehensive analysis of the phenomena. Quantitative data were collected from a sample of 325 employees through surveys that measured perceptions of Humanizing leadership behaviors, organizational culture, and change outcomes. Data was analyzed by IBM SPSS 26.0. The findings revealed that humanizing leadership behaviors significantly enhances the success of change initiatives, primarily through improved employee engagement and reduced resistance. Organizational culture was found to play a moderating role, amplifying the positive effects of empathetic and inclusive leadership practices. The study provides actionable recommendations for organizational leaders and managers to foster a culture that supports humanizing leadership. By adopting leadership strategies that emphasize vulnerability, empathy, and inclusivity, organizations can enhance their adaptability and resilience against the backdrop of continuous change. These findings are particularly valuable for enhancing managerial practices and informing policy within corporate settings.

This study aims to take Chinese higher vocational colleges professional group leaders as the research subjects to analyze the components of their key competencies, develop the competency model of professional group leaders (PGL), and analyze the main factors influencing the model. It provides a powerful help for improving the scientific level of the construction and management of the teaching staff in higher vocational colleges and filling the gap in the research on the quality and ability of Chinese professional group leaders. A mixed research method is deployed in this study. Data are collected with the help of a self-administrated questionnaire and a semi-structured interview based on grounded theory. Data analysis involves structural equation modeling using AMOS, complemented by qualitative coding in NVivo. It concludes that the competency development model of professional group leaders comprises two main dimensions: explicit competencies and implicit competencies. Explicit competencies include cross-border adaptability (CBA), resource integration ability (RIA), innovation and development practice ability (IDPA), management leadership ability (MLA), and interdisciplinary scientific research ability (ISRA). Implicit competencies include personality attitude (PA), and intrinsic motivation (IM). The study fills a significant gap in the literature by providing a detailed model of competency for professional group leaders in the context of higher vocational education, offering a practical framework for improving the training and management of teaching staff and promoting the development of professional groups effective in vocational colleges.

This research delves into the intricate dynamics of ethical leadership within the context of Vietnamese Small and Medium Enterprises (SMEs). By scrutinizing its impact on organizational effectiveness, the study unveils a comprehensive understanding of the interconnectedness between ethical leadership, knowledge sharing, and organizational learning. Employing a mixed-methods approach, the research investigates the mediating roles played by knowledge sharing and organizational learning in the relationship between ethical leadership and organizational effectiveness. Through empirical analysis and case studies, this study contributes valuable insights to the literature, offering practical implications for fostering ethical leadership practices in Vietnamese SMEs to enhance overall organizational effectiveness. The findings shed light on the nuanced mechanisms through which ethical leadership contributes to sustainable success, emphasizing the pivotal roles of knowledge sharing and organizational learning in this intricate relationship.