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 aims to elucidate the digital transformation process in Tunisian companies, identify its driving factors, and explain its key success factors. We examine a sample of 70 companies across various economic sectors using a Multinomial Logistic regression to assess the impact of digital strategy, corporate culture, and leadership on digital transformation success. The dependent variable “digital maturity” is categorized into low, medium, and high, with medium serving as the reference category. The results indicate a significant and positive effect of digital strategy on digital transformation success. Leadership influences companies at a low level of digital maturity but does not significantly impact those at a high maturity level. Corporate culture does not significantly affect digital transformation. Digital strategy is crucial for the success of digital transformation in Tunisian companies, while leadership plays a role primarily at lower maturity levels. Corporate culture, however, does not significantly contribute to digital maturity. The study provides insights for Tunisian companies and policymakers to focus on developing robust digital strategies and leadership qualities to enhance digital transformation efforts. This research expands the theoretical base on digital transformation in the Tunisian context, identifying critical success factors and barriers, and confirming the significant role of digital strategy in successful digital transformations.

Latin America is increasingly contributing to scientific research on leadership, although less than other regions. What are the predominant paradigms on leadership within the scientific community in Mexico? The article reviews doctoral dissertations on leadership from the National Autonomous University of Mexico (UNAM) and the Anahuac University of Mexico (UA) defended before 2021. The findings highlight that 1) the number of doctoral dissertations has grown from 2016 onwards, especially in educational leadership. 2) In both universities a “functionalist” paradigm prevails, based on the transformational leadership model. 3) Two other leadership paradigms are present, referred to in this article as ‘political’ and ‘humanistic’. 4) These three paradigms have their characteristics and preferences in terms of research methodology, language, and reference authors. 5) The use of a paradigm is associated with the type of faculty rather than the type of university (public or private): in business faculties the functionalist paradigm predominates, in education faculties the humanist paradigm, and in political science or communication faculties the political paradigm. In conclusion, it is recommended to confirm the exploratory result obtained and to promote the dialogue between leadership paradigms.

In this time of ambiguity, change, and conflict, integrating teacher leadership into initial teacher education (ITE) programs is crucial. However, complexities exist regarding ITE quality globally and in Vietnam specifically. This study explores the perceptions of different ITE stakeholders in Vietnam towards teacher leadership and factors that impact prospective teachers’ preparedness for teacher leadership based on the Teacher Leadership Model Standards. Using mixed methods, data were collected from surveys with pre-service teachers, in-service teachers, and teacher educators in various universities that offer ITE programs in Vietnam. Statistical analysis was deployed to identify similarities and differences in the perceptions of the three groups of participants, highlighting that while pre-service and in-service teachers share similar viewpoints toward teacher leadership, those of teacher educators are significantly different in some key areas. Furthermore, thematic analysis of qualitative responses from in-service and pre-service teachers was employed to shed light on their beliefs about the importance of teacher leadership and explore how the ITE programs support or hinder pre-service teachers’ preparedness in developing and validating their leadership skills. The findings of this study will have ramifications for the potential to restructure the ITE programs in Vietnam to better prepare the nation’s future leaders for the education system and society as a whole.

The main goal of this study is to assess the moderating role of digital leadership capabilities (DLC) in improving the overall performance of telecom companies through their organisational knowledge capabilities. The author builds a conceptual model with six hypotheses and tests them with data collected through an electronic questionnaire. The data is analysed using WarpPLS 8.0 software as an application of the structural equation modelling technique. The sample size included 528 participants. The study revealed that individual knowledge capability (IKC) does not significantly affect organisational performance (PR). Also, the results reveal that managerial knowledge capability (MKC) and organisational collaborative capability (OCC) have a positive but weak impact on the performance of telecom companies (PR). However, it was clear that individual knowledge capability (IKC) and organisational collaborative capability (OCC) do not affect organisational performance (PR) through the moderator, digital leadership capabilities (DLC). On the other hand, it was also evident that managerial knowledge capabilities (MKC) significantly negatively affect the performance of telecom companies (PR) through the moderator role of digital leadership capabilities (DLC). The author recommends that telecom companies adopt knowledge-based practices to ensure enduring high performance. He also suggests creating a knowledge management department to foster a culture of creativity and cooperation across departments, which is essential to establishing a work environment that promotes continuous learning and development. Findings may help telecom sector CEOs boost the company’s performance value. The research highlights the importance of fostering appropriate knowledge pillars and building digital leaders to shift telecom companies to a new successful stage. These findings offer tangible benefits that can be directly applied in the telecom industry, making the research highly relevant and valuable.