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As team members temporarily assume the role of leader, a system of shared leadership emerges. This study had three purposes: (a) to test the underlying three dimensions of shared leadership behaviors, (b) to examine the relationship between shared leadership behaviors and team performance, and (c) to examine the mediating effect of trust between team members’ perceptions of shared leadership and performance.

We used the sub-dimensions of shared leadership: relation-oriented shared leadership (ROSL), task-oriented shared leadership (TOSL), and creativity-oriented shared leadership (COSL). We collected survey data from college student teams at two different time points.

This study’s factor analysis results supported a second-order factor model that explains shared leadership with TOSL, ROSL, and a new COSL construct. Additionally, we discovered that shared leadership behaviors predicted team performance both directly and indirectly through team trust.

This study confirms the role of the new sub-dimension of COSL originally discovered by video analysis of project teams (Leight et al., 2018), thereby adding value to shared leadership research. This quantitative study supports the COSL with TOSL and ROSL in a second-order model where each component contributes unique input into the team dynamics. Our findings underscore the significance of shared leadership in elevating team trust, ultimately resulting in improved team performance. This insight holds particular relevance for educational management and leadership, offering a framework for understanding how shared leadership practices can positively influence team dynamics within academic contexts.

Capable service employees are increasingly scarce and costly. Many organizations opt to partially replace, support or augment human employees with AI systems. This study builds a framework to help managers map and understand the challenges of crafting a service climate that fosters synergies between AI and human employees, where customers require value-added, personalized and excellent service.

This conceptual article identifies barriers and facilitators of building a service climate for organizations using both human and AI-based employees through an eclectic review of relevant literature.

A conceptual framework is built, and a future research agenda is brought forth.

By identifying barriers and facilitators for AI–human synergies in service settings, this article clarifies how AI can be made to complement human employees, especially in delivering personalized, value-added services, while also highlighting knowledge gaps.

This study provides a practical framework for integrating AI into the workforce. It offers insights into addressing challenges in creating a service climate that combines human and AI capabilities to maintain service excellence. Identifying key barriers and facilitators, the framework guides managers to improve efficiency and customer satisfaction in a rapidly changing service landscape.

This research offers insights on incorporating AI to address labor shortages while maintaining high-quality, personalized service. It provides a pathway to improving service experiences, especially in sectors facing staffing challenges from an aging population.

This research builds on Bowen and Schneider’s (2014) seminal service climate framework to account for a mix of human and AI-based employees.

This study investigates the role of mindfulness in the relationship between entrepreneurial intention and behavior.

To investigate the effect of mindfulness on entrepreneurial intention and behavior, we adopt a conceptual framework based on the theory of planned behavior and develop our hypothesis, anticipating that mindfulness has a moderating effect on the entrepreneurial intention–behavior relationship. We conduct an empirical study by administering a survey questionnaire with 329 respondents who attended a training program organized by one of the leading management institutes in India.

We find a positive effect of entrepreneurial intention and mindfulness on entrepreneurial behavior. Further, mindfulness has a moderating effect on the entrepreneurial intention–behavior relationship.

The study has a few limitations. It was conducted among unemployed youth who participated in a government-sponsored training program for the promotion of entrepreneurship. Although not all the participants in the program were automatically eligible for government funding for starting a business, their entrepreneurial intention–behavior relationship may vary based on their conditions after the training concluded. This study emphasizes only the relationship between mindfulness and entrepreneurial intention behavior, considering EI and well-being implicit in mindfulness. Other contingent factors might also influence the entrepreneurship intention–behavior relationship, but our argument is that, ultimately, all emotional and rational factors can be subordinated to mindfulness. Hence, future research could be carried out to study the effect of mindfulness practice, entrepreneurial intention and the effectiveness of implementation behavior. Further longitudinal studies could be designed to understand how mindfulness training bridges the gap in the entrepreneurial intention–behavior relationship.

Through this study, we offer empirical evidence on the role of mindfulness in moderating the intention–behavior relationship in entrepreneurship. Mindfulness makes people more aware of their internal and external environment when they pay attention with a purpose that helps them to regulate their emotions, cognition, novelty seeking and social contexts to sustain the ups and downs in starting a business.

The findings of the study offer new insights into the nuanced association between entrepreneurial intention and behavior through the lens of mindfulness.