Leadership and personality traits of leaders always remained a hot debate among researchers and practitioners. However, there is still limited literature in the context of higher education. Thus, this research aimed to identify the most important personality traits in the workplace from the perspectives of higher education system leaders in four countries. The data were gathered by interviewing six participants from different nations, and those participants identified six personality traits that they considered positive at work. These traits include integrity, passion, adaptability, positivity, creativity, and compassion. Moreover, the findings revealed how program leaders can modify their recruitment and placement strategies to promote positive workplace practices and what methods can be used to reduce bad practices and their elimination, leading to higher business prospects. The results of this study can serve as guidelines for managers, program administrators, or intermediaries who want to improve their organizational performance. Moreover, the propositions developed by the findings can be investigated empirically.

When power is exercised, it results in political behavior in organizations. Excessively held organizational politics can hurt an organization and its members though some consider wisely used political behavior as positive. This study was conducted at Wolaita Sodo Polytechnic College (WSPTC) to investigate the effect of power and political dynamism on employee job satisfaction. Cross-sectional survey design was used to collect data from stratified, randomly selected 146 informants. The Rahim Leader Power Inventory (RLPI), Interpersonal Power Inventory (IPI), Perception of Organizational Politics (POP), and Minnesota Satisfaction Questionnaire (MSQ) were employed to collect data. Descriptive and inferential statistical analyses were made using statistical packages (SPSS version 23). The findings revealed that when managers legitimate, coercive, and reward power bases are higher, then organizational politics becomes higher. Power concentration at higher positions results in increased organizational politics than when it was shared. Regression analysis uncovered that 47% (R-squared 0.468) of variations in job satisfaction were explained by POP and power dynamics. Hence, it is recommended that having power sharing, empowering subordinates, and moderate political maneuvering in the use of power and politics will be helpful in maintaining constructive relationships and job satisfaction.

This research study was undertaken to complete a comparative study of the seminal work conducted by Anderson and Ruderman on procedural and distributive justice systems versus unionization. This research was conducted in 2023. The main focus of this research effort was to determine if current U.S. organizations were utilizing any form of justice system in protecting employees’ rights and providing processes that would prevent employees from having a desire to join a union for its protections. Parts of the original survey used by Anderson and Ruderman were used in this study to address the research questions and hypotheses posed for this study. A statistical analysis of the data was conducted, and the results indicated employees have a need for protection in their employment relationship. It is suggested that procedural and distributive justice systems be implemented as an alternative to unionization of employees to meet these employee protections.

Cocoa is important for the economy and rural development of Ghana. However, small-scale cocoa production is the leading agricultural product driver of deforestation in Ghana. Uncertain tree tenure disincentivizes farmers to retain and nurture trees on their farms. There is therefore the call for structures that promote tree retention and management within cocoa farming. We examined tenure barriers and governance for tree resources on cocoa farms. Data was collected from 200 cocoa farmers from two regions using multistage sampling technique. Information was gathered on tree ownership and fate of tree resources on cocoa farms, tree felling permit acquisition and associated challenges and illegal logging and compensation payments on cocoa farms. Results suggest 62.2% of farmers own trees on their farms. However, these farmers may or may not have ownership rights over the trees depending on the ownership of their farmlands. More than half of the farmers indicated they require felling permits to harvest trees on their farms, indicative of the awareness of established tree harvesting procedures. Seventy percent of the farmers have never experienced illegal logging on their farms. There is however the need to educate the remaining 30% on their rights and build their compensation negotiation powers for destructions to their cocoa crops. This study has highlighted ownership and governance issues with cocoa farming and it is important for the sustainability of on-farm tree resources and Ghana’s forest at large.