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 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.

Perceptions of women’s roles and leadership in urban governance vary from country to country and culture to culture. While women are represented and participate fully in political decision-making in some countries, in Togo women’s participation in local governance is still limited. The aim of this research is to analyse perceptions of women’s leadership in urban governance in the communes of greater Lomé. Specifically, the study of the influence of general perceptions of the role of women on the development of their leadership in the urban governance of greater Lomé (i) and the implications of these perceptions on the participation of women in the urban governance of greater Lomé (ii). Semi-structured interviews were conducted in all the town halls of the thirteen greater Lomé autonomous district communes with 222 women and 162 men, i.e., a total of 384 people. The corpus created from the interviews, which were transcribed in their entirety, was analyzed using the theory of social dominance developed by Sidanius and Pratto to explain power relations and inequalities between social groups. The results show that perceptions of women’s participation in urban governance vary and are generally associated with several significant implications. The general perception is that women are not as competent or legitimate as men in political and administrative leadership roles. However, there is a growing recognition of the value of gender diversity in urban governance, with a growing awareness of the importance of including women in decision-making processes. From the point of view of the significant implications of perceptions, positive perceptions favor increased representation of women, innovation, and creativity, strengthening legitimacy, reducing inequalities, and presenting women as positive role models in urban governance.

This study investigates the impact of perceived innovative leadership on team innovation performance, with innovation climate acting as a mediating variable. A quantitative research approach, including a survey of team members across various industries, was used to collect data. Analysis through Structural Equation Modeling (SEM) reveals that perceived innovative leadership significantly positively influences team innovation performance, with innovation climate partially mediating this relationship. The findings emphasize the critical role of innovative leadership and a positive innovation climate in fostering organizational innovation, offering valuable insights for management practices. This paper also discusses the study’s limitations and provides directions for future research.

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.