Organizational Leadership

Problem. However, properly functioning within the visible and invisible pecking order, rank, and hierarchy is a conundrum, puzzle, riddle, enigma, dilemma, quandary, and paradox since success is contingent, dependent, and reliant upon having a healthy brain, cognitive ability, and theory of mind to implicitly understand, comprehend, discern and even predict the imperceptible, hidden, internal, and closely guarded beliefs, desires, intentions, emotions, mental states, and behavior of organisms, animals, primates, hominins, and humans within a given group, troop, tribe, or organizational unit. Approach. Our approach is to examine, discuss, illuminate, elucidate, and enumerate the attributes, characteristics, skills, and capabilities of neurotypes vs. neurodivergents as they pertain to consciously and subconsciously recognizing the visible and invisible ranking, pecking order, and hierarchy and the ability to function, establish healthy relationships, and succeed (along with the historical backdrop, science, positions, and debates concerning evolution and evolutionary psychology). Results. Our results are to create a basic framework of how neurotypes and neurodivergents consciously and subconsciously interact with the visible and invisible organizational ranking, pecking order, and hierarchy which leads to their success and failure (and suggest mechanisms to manage the various challenges). Conclusion. Our conclusion is that the success of individuals within the organizational ranking, pecking order, and hierarchy is contingent, dependent, and reliant upon having a healthy brain, cognitive ability, and theory of mind; it is a challenge to recognize and discern the visible and invisible ranking, pecking order, and hierarchy for everyone; and recognizing, managing, and mitigating one's cognitive abilities can improve individual's success within the infinite variety of human groups.

Generative artificial intelligence is diffusing into small and mid-sized enterprises (SMEs) faster than any general-purpose workplace technology in memory, yet early returns are strikingly heterogeneous: firms adopting identical tools report outcomes ranging from substantial productivity gains to expensive disappointment. This paper argues that the variance is not technological but organizational. Drawing on the economics of technology-organization complementarity, the socio-technical tradition, recent labor-market evidence on augmentation and automation, and twenty-five years of practitioner work with small and mid-sized businesses, it advances what I term the amplifier hypothesis: artificial intelligence multiplies the organizational conditions into which it is introduced. In firms with a healthy culture, a clear and shared strategy, and capable, committed people, AI functions as a force multiplier; in firms lacking those conditions, it amplifies dysfunction, accelerating misdirected activity rather than correcting it. The hypothesis extends a long-standing practitioner observation (that improving productive practices atop a weak cultural or strategic foundation harms rather than helps) to a technology whose multiplier is unusually large. The paper reviews the 2023-2026 evidence on AI and employment, finding it consistent with conditional rather than unconditional returns. It examines the small-business context, where adoption is accelerating while complementary investment lags. And it identifies a measurement gap with direct practical consequence: no psychometrically validated instrument yet measures AI-augmented judgment (the human capacity to decide when to rely on, when to override, and how to direct machine output) in working leaders or SME populations. A research agenda for the construct is proposed. The paper is intended for academic readers and reflective practitioners working at the intersection of industrialorganizational psychology, organization development, and small-enterprise management.

The interplay between leadership and organisational culture is pivotal in fostering innovation within businesses. This study investigates the role of leadership in cultivating an innovation-centric culture and explores the factors necessary for developing a robust management framework to evaluate and enhance such cultures. Employing a quantitative approach during the COVID-19 pandemic, data collected from Northern Portugal's small-and mediumsized enterprises (SMEs) reveal the importance of entrepreneurial spirit, creativity, continuous learning and collaborative behaviours. The findings underline leadership's capacity to shape cultural and strategic transformation, offering practical insights for organisations to align cultural dynamics with innovation strategies.

The interplay between leadership and organisational culture is pivotal in fostering innovation within businesses. This study investigates the role of leadership in cultivating an innovation-centric culture and explores the factors necessary for developing a robust management framework to evaluate and enhance such cultures. Employing a quantitative approach during the COVID-19 pandemic, data collected from Northern Portugal's small-and mediumsized enterprises (SMEs) reveal the importance of entrepreneurial spirit, creativity, continuous learning and collaborative behaviours. The findings underline leadership's capacity to shape cultural and strategic transformation, offering practical insights for organisations to align cultural dynamics with innovation strategies.

Se analiza el rol de la contratación laboral desde una perspectiva estrictamente corporativa, alejándose de la visión tradicional que la reduce a un mero trámite administrativo de subordinación a lo que
dispone despersonalizadamente la Ley General del Trabajo. Se postula
que los contratos de trabajo constituyen el vehículo humano fundamental para alcanzar las metas de la organización. A través de este análisis,
se estructura un «ecosistema corporativo» donde convergen la «misión
y visión» de la empresa, los lineamientos del «Gobierno Corporativo»,
las prácticas preventivas del Due Diligence y los estándares normativos
internacionales de Compliance (ISO 37301). Adicionalmente, se aborda
la necesidad de gestionar estratégicamente el conflicto organizacional
mediante el diseño de un «Procedimiento Laboral Disciplinario y de
Queja» interno. Se concluye que la resolución de estas controversias
debe apoyarse en la filosofía del Kaizen, donde el involucramiento
continuo de los trabajadores y gerentes transforma los conflictos en
verdaderas oportunidades de mejora continua. El objetivo final es demostrar al lector que la integración de todos estos elementos en el
diseño de la contratación laboral no solo mitiga las asimetrías de información y previene riesgos legales, sino que genera un valor añadido
sustancial, tangibiliza el marketing interno y garantiza la rentabilidad,
competitividad y sostenibilidad de la empresa a largo plazo.

Effective and efficient management of positive and negative behaviours of hotel employees towards customers and colleagues is important for the success of businesses. The aim of this study is to reveal the effects of autocratic, democratic, laissez-faire and servant leadership styles (LS) on organisational loneliness (OL) levels and prosocial service behaviours (PSB) of five-star hotel employees. Quantitative research methods were used in the research conducted with 785 hotel employees. The research results show that the democratic and servant LS negatively affect OL and positively affect PSB, while laissez-faire LS positively affect OL and negatively affect PSB. The research results are discussed in the context of relevant literature support, and theoretical and practical implications are presented.

Leadership development literature has historically been organized around adult, organizational, and post-appointment contexts, leaving a conceptual gap in how leadership capacity forms during adolescence and early adulthood. This paper proposes the ARCHIVE framework, a developmental model that organizes leadership formation in Generation Z around seven interdependent competencies: Adaptability, Resilience, Communication, Humility, Integrity, Vision, and Emotional Quotient. Drawing on a practitioner account of leadership development articulated in The Leadership Feed (Nagaraj, 2024) and situating that account within established scholarship on transformational, authentic, and adaptive leadership, the paper argues that these seven competencies are best cultivated not through formal instruction but through the ordinary developmental settings already available to young people in school projects, sport, cultural events, peer networks, and the management of their own time and commitments. For each competency, the paper specifies its conceptual content, its observable behaviours, and the everyday contexts in which it can be deliberately practised. The framework is offered as a scaffold for educators, programme designers, and early-career mentors who seek a common vocabulary for leadership formation, and as a set of testable propositions for future empirical work. The paper closes by acknowledging its conceptual rather than empirical status and outlining a research agenda for validating the framework.

This study examines the influence of leadership styles on organizational culture and employee performance, with a focus on the mediating role of organizational management practices. Quantitative data was collected through surveys and analyzed statistically, employing structured questionnaires to evaluate leadership styles, organizational management practices, and cultural dimensions across various organizations. The results reveal that transformational leadership positively correlates with clan and adhocracy cultures, which emphasize collaboration and innovation. In contrast, market and hierarchy cultures are linked to transactional leadership, which is oriented toward performance and formal structures, respectively. These findings underscore the critical role of effective organizational management practices in aligning leadership styles with desired cultural attributes. The study highlights the necessity of integrating leadership approaches with strategic organizational management to foster cultures that enhance employee performance and support organizational objectives. Future research directions include exploring the evolution of these relationships over time, assessing the impact of digital transformation, and examining individual-level outcomes.
        Keywords: Organizational Culture, Leadership styles, Employees performance, Clan Culture, Hierarchy Culture.

As the Guest Editor of this ISEA Special Issue celebrating youth leadership development, I am pleased to share these articles, which collectively affirm the importance of youth leadership and the positive outcomes that emerge when young people are meaningfully supported and empowered.

The foundational crisis of modern physics remains rooted in the quantum measurement problem-specifically, the mechanism by which deterministic waves of probability collapse into definite physical particles. Traditional materialist science reduces consciousness to an epiphenomenal byproduct of biological matter, creating an irreconcilable chasm between subatomic quantum states and macro-level experienced reality. This paper reviews the Ben-Yehudah Field Theory, a post-materialist framework that resolves this ontological fracture by modeling the human mind as an active biological transducer. Rather than acting as a passive spectator, the observer functions as a localized field engine. Within this architecture, intent, focused attention, and internal spiritual cohesion serve as a coherent dialect interfacing directly with the universal quantum matrix. This review maps the exact mechanics of the energy conversion cascade, illustrating how conscious states modulate, shape, and collapse multi-dimensional quantum probabilities via resonant entrainment rather than mechanical force. By expanding upon John Wheeler's Participatory Universe model, the framework demonstrates how a cohesive mind eliminates chaotic probabilities to materialize structured physical realities.

This study explores the perpetual struggle between policymakers and bureaucrats in top-level meetings within organizations. We examine how senior bureaucrats resist their superiors' policymaking and introduce the concept of 're-railing' to identify senior bureaucrats' resistance by redirecting the organization when a top-leader's policymaking strays from established norms or goals. The research, based on 27 interviews and 3-year ethnographic fieldwork in Israeli military headquarters, identifies two main re-railing strategies: open resistance during meetings and subversive actions between meetings. Bureaucrats who maintained deference rituals while re-railing often achieved favorable outcomes. Findings reveal top-leadership meetings as practices of contest rather than alignment, thereby unmasking the fragility of leaders' control. Rather than depicting meetings as primarily decision-making spaces, the study suggests they can be understood as recursive sites where frontstage deference rituals coexist with backstage struggles of policymaking. The findings bear implications for literature on policymaking, strategy-as-practice, and the underpinnings of organizational meetings.

Human resource practices have become strategic drivers of service quality, employee capability, operational reliability and competitive performance in the banking sector. This study examines human resource practices in public and private sector banks and compares their perceived influence on organizational effectiveness and employee performance. The study focuses on recruitment and selection, training and development, performance appraisal, compensation and rewards, employee participation, career development, work-life balance and digital HR support. A quantitative research design was adopted with a sample of 136 employees, consisting of 68 respondents from public sector banks and 68 respondents from private sector banks. Data were collected through a structured questionnaire measured on a five-point Likert scale. Reliability analysis, independent sample t-test, one-way ANOVA, multiple regression and structural equation modelling using AMOS were used to examine the relationships among HR practices, bank type and employee performance. The illustrative results indicate that private sector banks score higher on performance-linked appraisal, incentive systems and technology-enabled HR processes, whereas public sector banks score higher on job security, formalized rules and welfare orientation. Regression and SEM results show that training, appraisal fairness, compensation satisfaction and career development significantly predict employee performance. The study concludes that both sectors require balanced HR strategies: public banks need more flexible and performance-oriented systems, while private banks need stronger employee well-being and retention mechanisms. The article offers practical recommendations for strengthening HRM practices in Indian banking and for aligning employee development with service innovation, regulatory discipline and sustainable organizational performance.

The purpose of this study is to adapt a cross-national measure of fear-based xenophobia to Turkish culture. This measure is a unidimensional cumulative attitude scale comprising five items, ordered according to difficulty parameters. It assesses participants' fear of foreigners using the stereotype content model, categorizing outsiders according to indices of warmth and competence. The participants were 360 students (218 females, 142 males) from two state universities in the capital of Turkey. The students were surveyed during the 2018-2019 academic year, and the data were analyzed through Mokken scale analysis. Responses to the survey questions divided the participants into two groups: those who agreed with the first item on the questionnaire and those who agreed with the other statements (2-5); statements 2-5 indicated nearly the same level of fear of foreigners. The data met the assumptions; a monotone homogeneity model was more suitable, and more than two-thirds of the participants responded to the scale in line with the sequential grading. Moreover, the reliability coefficient of the measurements obtained from the Turkish form of the cross-national measure of fear-based xenophobia scale was high.

The rapid advancement of Artificial Intelligence (AI), particularly agentic AI systems, presents both an opportunity and a challenge for community development practitioners and project managers. While AI promises efficiency, automation, and data-driven decision-making, community development fundamentally relies on participatory processes, social trust, equity, and human agency. This paper introduces the AI-Powered Participatory Community Development (AIPCD) Framework-a novel conceptual model that reconciles the efficiency imperatives of AI-driven project management with the inclusive, democratic values of community-led development. Drawing on recent literature in agentic AI, hybrid project management methodologies, and participatory development theory, the framework proposes a four-pillar model: (1) AI-Assisted Needs Assessment, (2) Community-Governed Decision Architecture, (3) Hybrid Delivery Systems, and (4) Equity-Centred AI Monitoring. The paper further argues that economic pressures facing low-and moderate-income communities in 2026 make this framework not merely theoretical but urgently practical. Implications for practitioners, policymakers, and scholars are discussed, along with directions for future empirical research. This framework positions Tanzania and East Africa broadly as potential laboratories for testing inclusive AI-community development models in the Global South.

This quantitative, cross-sectional, non-experimental, correlational research study investigated relationships among trait emotional intelligence (EI), full-range leadership style, and employee satisfaction among licensed physical therapists practicing in rehabilitation settings across the United States. The study examined whether age and years of professional experience predicted EI and leadership style. Online survey data were collected from 87 licensed physical therapists using the Trait Emotional Intelligence Questionnaire–Short Form (TEIQue-SF), the Satisfaction of Employees in Health Care (SEHC) survey, and the Multifactor Leadership Questionnaire–5X (MLQ-5X) Short Form. Pearson correlations and multiple linear regression analyses tested the research questions. Results indicated a strong positive relationship between transformational leadership and emotional intelligence (B = 0.939, p < .001). Transactional leadership showed a negative, non-significant association with emotional intelligence (B = −0.201, p = .089). Emotional intelligence predicted employee satisfaction (B = 8.045, p < .001). Transformational leadership predicted employee satisfaction (B = 12.096, p < .001). Transactional leadership did not predict employee satisfaction (B = −1.117, p = .641). Age and years of professional experience did not predict emotional intelligence or transformational leadership. Lower transactional leadership scores appeared among physical therapists aged 35–44 years and those with 11–15 years of professional experience. Findings support emotionally intelligent and transformational leadership practices in physical therapy rehabilitation settings. Results provide preliminary empirical grounding for the proposed neuroadaptive hybrid conceptual model (NHCM). Evidence indicates value for workforce well-being and organizational success.