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Experiencing stigma after abortion may decelerate the accumulation of human capital. Despite the importance of studying the relationship between religiosity and abortion stigma, the topic is understudied, especially in Islamic contexts. Abortion was legalized in Iran in 2005. Under the new law, far more cases are allowed for abortion. This change provided an opportunity to explore the interplay of abortion stigma, legalization and religiosity in Iran.

Using regression analysis based on 291 completed questionnaires from two cities in Iran, this study analyzes the relation between abortion stigma level and religiosity in Iran, controlling for contextual and individual variables. The time trend is also identified. The authors use different manifestations of abortion stigma as dependent variables.

The authors found that abortion stigma and its two manifestations decreased after the new law, suggesting that its legalization might have caused abortion stigma to decrease gradually. Another finding of this study is that the correlations between abortion stigma (internalized stigma) and individual religiosity level are meaningful and positive; religious people feel higher levels of abortion stigma.

The study supports the idea that effective health regulations (in the specific case of abortion) would result in less cost/risk of social issues like stigma. Policymakers in religious societies must pay more attention to the specific case of abortion stigma since it is very important for the mental health of women who think of abortion and/or select it.

This paper investigates the impact of various leadership styles on the professionalization and subsequent performance of family businesses.

Using a survey method and employing a partial least squares approach to structural equation modeling, we tested our model and analyzed the collected data based on the responses of 216 managers in Iran.

Our research demonstrates that professionalization mediates the relationship between leadership style and performance. Moreover, our findings show that the participative leadership style is the most effective option for family businesses seeking to achieve professionalization and improve performance.

First, the sample used in this study was drawn from a single country, namely Iran. Second, although we adhered to established practices for measuring financial performance, future research could explore alternative dimensions of performance, including non-financial goals. Third, we did not investigate the impact of different leadership styles on each dimension of professionalization.

These findings provide valuable insights for family business managers seeking to adopt a suitable leadership style to achieve professional management and realize favorable outcomes.

Our study suggests that examining the potential impact of leadership styles on professionalization can provide clarity amidst mixed findings regarding the influence of professionalization on firm performance. Additionally, we challenge the oversimplified categorization of professionalization and argue for a multifaceted view, contending that professionalization comprises various dimensions acting concurrently and potentially mediates the effect of leadership styles on family business performance.