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.

Leadership behavior is a critical component of effective management, significantly influencing organizational success. While extensive research has examined key success factors in road management, the specific role of leadership behaviors in road usage charging (RUC) management remains underexplored. This study addresses this gap by identifying and analyzing leadership behavior dimensions and their impact on management performance within the RUC context. Using a mixed-methods approach, focus group discussions with industry practitioners were conducted to define eight leadership behavior dimensions: Central-Level Leadership Guidance (LE1), Local-Level Leadership Guidance (LE2), Central-Level Leadership Commitment (LE3), Local-Level Leadership Commitment (LE4), Subordinate Understanding from Central-Level Leadership (LE5), Subordinate Understanding from Local-Level Leadership (LE6), Work Motivation (LE7), and Understanding Rights and Obligations (LE8). These dimensions were further validated through a quantitative survey distributed to 138 professionals involved in RUC management in Vietnam, with the data analyzed using structural equation modeling (SEM) and partial least squares (PLS) estimation. The findings revealed that LE3 (Central-Level Leadership Commitment) had the strongest direct impact on management performance (MP) and mediated the relationships between other leadership dimensions and management outcomes. This study contributes to the theoretical understanding of leadership in RUC management by highlighting the centrality of leadership commitment and offering practical insights for improving leadership practices to enhance organizational performance in infrastructure management.

The most important issue of economic development is the question of the real reasons for the growth of labor productivity based on innovative equipment and technologies or “closing technologies”, both directly and in the sphere of organization and management of economic systems. Organizational innovations can also be classified as “closing technologies”. For example, the creation of strategic institution, alliances and associations capable of changing the situation in the global economy, likely World Bank (WB), World Health Organization (WHO), International association Brazil, Russia, India, China, South Africa (BRICS) etc. This approach involves the formation of fundamental innovative solutions at all levels of the management hierarchy. The imperfection of the existing ideological and methodological paradigm, ignoring the mathematical constants of the Universe when designing economic supersystems or economic systems as integral distributed systems with complex dynamics similar to natural systems, the inefficiency of institutional intervention is the main reason for the impossibility of minimizing the structural and functional instability of the state economic system. The consequence of this is systemic violations and disproportions in the economy, risks associated with changes in the structure of the world economy and a colossal difference in the level of economic security of states and the phenomenon of crisis transfer.

It is possible to provide green, ecological, and innovative products and services through green and sustainable public procurement. This study analyzes the opportunity offered to public contracting authorities in the Republic of Croatia (RH) in transformation from existing economy to a sustainable one through the inclusion of small and medium sized (SME) companies and inclusion of selection criteria that promote all three sustainable goals. The study employed a qualitative method and empirical analysis of public procurement procedures for eggs in the period from 2013 to 2021 in RH. The product was procured in many social institutions, hospitals, schools, student canteens and by procuring a sustainable product, added value could be created for the entire community. Data from the Electronic Public Procurement Classifieds of the Republic of Croatia (EOJN RH) and Data from the State and European Union (EU) Statistical Office were used. The research showed that sustainable procurement criteria were used for the first time in 2021, and that public contracting authorities put a stronger focus on the environmental pillar of sustainability and less or almost none on the economic and social pillar. The volume of demand and production was also calculated. The study found that the first contractor for sustainable product was SME company, producer of food, who adapted to the green conditions of public procurement in a short period of time. The paper empirically demonstrated that public procurement can be a powerful tool, but it was not used enough in the observed period for the observed products in RH.