This article aims to explain the principles of the leadership styles of madrasah heads in enhancing the quality of Islamic education in Lhokseumawe City. It turns out that the leadership of madrasah heads has a significant impact on the functioning of the madrasah leadership. The madrasah head plays a direct role in developing Islamic educational institutions through leadership characteristics, leader types, leader functions, and leader activities during their tenure as madrasah heads. A quantitative research method with a phenomenological approach is considered capable of addressing various issues in the research problem formulation. It simultaneously analyzes data obtained from observations, interviews, and in-depth documentation to find answers to the research problem. The research findings reveal that the leadership styles of madrasah heads can be divided into two categories: democratic leadership style and autocratic leadership style. The first principle of leadership style involves giving responsibilities and authority to all parties, encouraging active involvement in the organization. Members are given opportunities to provide suggestions, recommendations, and criticisms for the progress of the organization. The second principle, the autocratic leadership style, positions a leader as the source of policies.

This paper aims to explain the administrative and the Environmental, Social and Governance (ESG) of the Indonesian Spaceport Project in Biak, Papua, Indonesia, under the Public-Private Partnerships (PPP) scheme, particularly from the protest to fear of environmental damage and traditional rights. This paper analyzes the factors that cause the local society’s reluctance to accept the development of Indonesia’s very first commercial spaceport. This paper uses a doctrinal methodology, which examines changes in the trend of ESG in implementing PPP projects. The method used is a qualitative systematic review of national and international studies. This paper finds that the lack of legal certainty for administrative and ESG as the main factor contributing to the pitfall of the PPP project in Biak Papua. No clear Government Contracting Agency (GCA), plus the fact that the Indonesian government puts too much weight on business consideration in PPP while Papuan people need more ESG, especially considering the historical conflict in the region, has been the epicenter of the problem. Given the ESG-PPP regulatory failure of spaceport development in Biak, more focused studies using comparative study methodology are needed to propose a more robust and customized ESG in PPP regulations in a politically and historically sensitive area. The authors forward a regulatory reform to balance administration, ESG, and business considerations in PPP projects for a spaceport.

This study uses dynamic capability theory and a resource-based view to examine whether intellectual capital (human, relational, and structural capital) mediates entrepreneurial leadership and innovation success. Drawing on data from 422 senior-level employees working in Peruvian I.T. companies, the proposed relationships were analyzed using SmartPLS 4. Entrepreneurial leadership was found to foster employees’ innovative performance through the mediating role of human capital, relational capital, and structural capital. Practically, businesses often rely on innovation for survival and growth, so they should consider entrepreneurial leadership to create intellectual capital (human capital, relational capital and structural capital) for innovation performance. Businesses should provide entrepreneurial training that emphasizes role modeling intellectual capital and encourages employees to recognize and pursue entrepreneurial opportunities. With significantly limited research, the study contributes by investigating the interrelationship of entrepreneurial leadership, intellectual capital, and innovation performance. The study contributes to the Resource Based View and Dynamic Capability Theory by demonstrating how entrepreneurial leadership contributes to innovation performance through human capital, relational capital, and structural capital.

Human resource management practices are crucial, especially in the private healthcare sector. This could be because managing personnel in the healthcare sector is particularly challenging; therefore, meeting every employee's needs is crucial. Recently, the healthcare sector has experienced a scarcity and unbalanced distribution of employees due to job turnover. In addition, employee performance in the private healthcare sector has shown a slight drop due to the dissatisfaction of employees toward human resource practices such as unattractive compensation and rewards packages, bias in performance appraisal, lack of training and development, and many more. Therefore, this study is conducted to examine the impact of human resource practices on employees' job performance. Specifically, there are three main human resource practices observed as factors that contribute to an employee's job performance. The three human resource practices are compensation and benefits, performance appraisal, and training and development. There were four private hospitals operating in Selangor, Malaysia, chosen as a sample for this study. The private hospitals are KPJ Selangor Specialist Hospital, Columbia Asia Hospital Puchong, Assunta Hospital PJ, and Sunway Medical Centre. Out of these four private hospitals, there were about 291 employees working at the front desk: nurses, clinical workers, and administration staff were chosen as respondents in this study. The questionnaires were distributed to the respondents by hand. The data collected was analyzed using SPSS version 29. The findings indicate that employee job performance in Malaysian private hospitals is positively correlated with compensation and benefits. Employees feel motivated by compensation, which encourages them to increase their production and work more efficiently. Additionally, the findings also suggest that performance appraisal and training and development significantly contribute to employee job performance.

The PPP scholarly work has effectively explored the material values attached to PPPs such as efficiency of services, value for money and productivity, but little attention has been paid to procedural public values. This paper aims to address this gap by exploring how Enfidha Airport in Tunisia failed to achieve both financial and procedural values that were expected from delivering the airport via the PPP route, and what coping strategies the public and private sectors deployed to ameliorate any resultant value conflicts. Based on the analysis of Enfidha Airport, it is argued that PPP projects are likely to fail to deliver financial and procedural values when the broader institutional context is not supportive of PPP arrangements, and when political and security risks are not adequately counted for during the bidding process.