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Research suggests that leaders influence employee engagement and their connection to the organization, their manager and their team. However, the influence of leadership behaviors on new employees requires further investigation.

This nonexperimental, cross-sectional, quantitative, exploratory study examined Situational Leadership II (SLII) behaviors, specifically the Coaching (S2) style and new employee engagement. New employees that had worked with medium-sized organizations (100 to 999 employees) for less than a year were surveyed using the Leadership Action Profile II (LAPII; The Ken Blanchard Co., 1979) and the Utrecht Work Engagement Scale-9 (UWES-9; Schaufeli and Baker, 2003). Regression analysis was used to determine the degree to which the SLII leaders’ behaviors explained new employee engagement. The research question and hypotheses explored the gap between SLII behaviors and new employee engagement.

The findings of this research indicated a positive relationship between the SLII leadership style of Coaching (S2) and new employee engagement. It is important to engage new hires in order to reduce turnover.

The SLII leadership style of Coaching (SW) was studied and in relation to new employee engagement. New hire engagement (those working for an organization for less than a year) is not an area that has been studied in relation to coaching in medium sized organizations and this article contributes to the literature.

The purpose of this paper is to examine how innovative leadership (INL) drives innovation performance (INP) in banks.

This study develops and investigates a research model by assessing the viewpoints of 260 chief executive officers (CEOs) from the branches of 21 quality-certified banks, leveraging the Smart partial least squares technique.

INL had a positive and significant impact on INP. Total quality management (TQM) partially and significantly mediated the association between INL and INP. Technological turbulence, government regulation (GOV), market dynamism (MKD) and industry competitiveness (CMP) positively and significantly moderated the INL–TQM association.

INP causal linkages and variations may be better understood with longitudinal investigations, hence the need for further studies in this area. External influences may affect industries or contexts differently, requiring further research into various industries.

In an industry with fast-paced and ever-changing industrial technology, strict government laws, a higher level of MKD and increased competition, firms must hire or groom innovative CEOs to promote the adoption of new and creative quality enhancement strategies that meet clients’ short- and long-term needs.

To the best of the authors’ knowledge, this paper is the first to show how TQM can serve as a pathway for innovative leaders to follow. It is an inaugural attempt to explain the specific environmental dynamics that are necessary for the INL–TQM association to thrive.

Organizations need to strategically manage talent and enhance leadership in this challenging modern business landscape. This chapter provides an in-depth analysis of the complexities faced by financial talent management in the competitive modern business environment and discusses the need for organizations to align their human resource (HR) strategies for growth. It covers the evolution of human resource management (HRM), focuses on the key elements that make up a talent strategy, such as recruitment, selection, employee development and performance appraisal and highlights the application of these elements in finance, in addition to analyzing the importance of the challenges posed by leadership and the need for cross-functional collaboration.

This chapter aims to provide readers with the tools to nurture a diverse-skilled and innovative finance talent that can effectively respond to the complexities of today's business environment and provide the organization with a good supply of excellent financial management talent for future growth.

In a world with over 8 billion people, ensuring sustainable food sources is paramount. This chapter explores the pivotal role of aquaculture in addressing the challenges of marine conservation and sustainable resource use. Aligned with the United Nations’ Sustainable Development Goal 14, aquaculture emerges as a solution to relieve pressure on wild fish stocks and enhance food security. The chapter emphasises the rapid growth of this sector and underscores the importance of international cooperation and policies like the Global Ocean Treaty in ensuring marine biodiversity. While acknowledging the potential of aquaculture, the chapter delves into environmental concerns surrounding fishmeal and fish oil in feed. It advocates for innovative technologies and ingredients to establish a circular bioeconomy. The significance of higher education in advancing sustainable aquafeed technology, breeding, and genetics is highlighted, with a discussion on milestones achieved by experts like Dr John E. Halver and Professor Simon J. Davies. Examining technological advances, the chapter explores molecular genetics, transgenics, and gene editing, particularly CRISPR biosciences, as transformative tools for enhancing aquaculture productivity and sustainability. Environmental impacts are addressed, proposing solutions such as Recirculating Aquaculture Systems (RAS) and Multitrophic Aquaculture Systems (MTA) to minimise ecological footprints. Throughout, there is a strong emphasis on the integral role of research and education in fostering sustainable aquaculture practices. The chapter advocates for specialised courses and programs in higher education to prepare the next generation for the challenges and opportunities in aquaculture, ensuring its contribution to global food security and environmental stewardship.

Due to the nonrenewable nature of most geoheritage sites, restoration and reconstruction can be extremely difficult or even impossible. The purpose of this study is to create a model for the management of geoheritage conservation and vulnerability.

To develop the initial research model, two steps were taken. First, a systematic review of previous literature was conducted. Second, experts were asked to provide their input through semistructured and structured questionnaires. The statistical population of the research included experts and researchers in geoheritage. To analyze the data, the methods of meta-synthesis, thematic analysis and contextual analysis panels were used.

Based on research findings, a model for the management of geoheritage conservation and vulnerability has been developed. This model focuses on two key variables vulnerability and intervention, and it is based on three approaches: value-led conservation, preventive conservation and value-led management. The vulnerability variable has two dimensions: antecedents and drivers, while the intervention variable includes a management process with six dimensions: transparency, inclusion, institutionalization, communication, implementation and efficiency.

The management model for geoheritage conservation and vulnerability suggests that if the level of vulnerability of geological values can be controlled or reduced through management interventions, it is possible to achieve geoheritage conservation in three levels: physical, functional and visual.

由于大多数地质遗迹具有不可再生性, 修复和重建可能极其困难甚至不可能。当前的研究旨在创建地质遗迹保护和脆弱性的管理模型。

为了开发初始研究模型, 采取了两个步骤。首先, 对以前的文献进行了系统回顾。其次, 要求专家通过半结构化和结构化问卷提供意见。研究的统计人群包括地质遗迹专家和研究人员。为了分析数据, 使用了综合综合、主题分析和背景分析小组的方法。

根据研究结果, 开发了地质遗迹保护和脆弱性的管理模型。该模型侧重于两个关键变量：脆弱性和干预, 并基于三种方法：价值主导的保护、预防性保护和价值主导的管理。脆弱性变量有两个维度：前因和驱动因素, 而干预变量包括一个管理过程, 该过程有六个维度：透明度、包容性、制度化、沟通、实施和效率。

地质遗产保护和脆弱性的管理模型表明, 如果可以通过管理干预来控制或降低地质价值的脆弱性水平, 那么就有可能在物理、功能和视觉三个层面实现地质遗产保护。

Debido a la naturaleza no renovable de la mayoría de los sitios del geopatrimonio, la restauración y reconstrucción pueden ser extremadamente difíciles o incluso imposibles. La presente investigación se llevó a cabo para crear un modelo de gestión de la conservación y la vulnerabilidad del geopatrimonio.

Para desarrollar el modelo de investigación inicial, se siguieron dos pasos. En primer lugar, se realizó una revisión sistemática de la bibliografía anterior. En segundo lugar, se solicitó la opinión de expertos mediante cuestionarios semiestructurados y estructurados. La población estadística de la investigación incluía expertos e investigadores en geopatrimonio. Para analizar los datos se utilizaron los métodos de metasíntesis, análisis temático y panel de análisis contextual.

A partir de los resultados de la investigación, se ha desarrollado un modelo para la gestión de la conservación y la vulnerabilidad del geopatrimonio. Este modelo se centra en dos variables clave: la vulnerabilidad y la intervención, y se basa en tres enfoques: la conservación basada en el valor, la conservación preventiva y la gestión basada en el valor. La variable de vulnerabilidad tiene dos dimensiones: antecedentes e impulsores, mientras que la variable de intervención incluye un proceso de gestión con seis dimensiones: transparencia, inclusión, institucionalización, comunicación, aplicación y eficacia.

El modelo de gestión de la conservación y la vulnerabilidad del geopatrimonio sugiere que si el nivel de vulnerabilidad de los valores geológicos puede controlarse o reducirse mediante intervenciones de gestión, es posible lograr la conservación del geopatrimonio en tres niveles: físico, funcional y visual.

This study proposes a theoretical model linking leadership and followership styles.

A new instrument was developed and tested on 271 respondents from Armenia, Denmark, Germany, and the USA. Factor analysis identified three leadership styles (autocratic, democratic, laissez-faire) and three followership styles (compliant, collaborating, initiating).

The results showed that autocratic leadership was positively associated with compliant followership, and democratic leadership was positively associated with collaborating followership. No correlation was found between laissez-faire leadership and initiating followership. However, collaborative followership was positively associated with all three leadership styles.

This study contributes a new theoretical model and a novel instrument for measuring the interplay between leadership and followership styles, offering fresh insights into leadership dynamics.

This study aims to investigate the impact of empowering leadership (EL) on employee innovative work behavior (IWB), using an interactionist perspective on creativity and conservation of resources theory. Following the premise, the study unravels the mediating role of job crafting (JC) and creative self-efficacy (CSE) as a boundary condition that likely triggers and facilitates this process.

Using a dyadic cross-sectional design, this study focuses on academic staff at four universities in Pakistan. Participants were surveyed, and questionnaires were distributed to collect data pertaining to accomplish the study objectives.

The study results reveal that JC plays a pivotal role as an intervening factor in establishing the connection between EL and employees’ IWB. This implies that EL likely promotes employees’ JC behavior, thus contributing to a greater manifestation of innovative behaviors at work. Furthermore, this interplay is further enhanced by using CSE as a moderator.

This study accentuates the importance of JC in eliciting the mechanism which effectively channelizes and translates the impact of EL on IWB. It also offers the valuable and fresh perspective on the conditions favoring the innovative behaviors at work.

Leadership was a critical component in managing the Covid-19 pandemic. A scoping review of clinical leadership investigates the leadership styles employed by clinicians during times of unprecedented crisis, with the Covid-19 pandemic as a focus.

The scoping review was designed based on a five-stage approach proposed by Arksey and O’Malley (2005). Three key databases were searched: Scopus, Cumulative Index for Nursing and Allied Health Literature (CINAHL), and ProQuest Healthcare Administration between 2020 and 2022.

Of the 23 papers included in the review, the majority were based on developed countries. Seven leadership approaches were found to be useful in times of crises, with compassionate leadership being particularly effective. Seven key themes relating to the pandemic were also identified.

This review is limited by the search strategy employed and the possibility some publications could have been missed. However, it is clear from the results that there is limited research on healthcare leadership outside of the acute setting and in developing countries. These are important areas of further research that need to be pursued to inform our learning for other times of unprecedented crisis.

Various leadership styles were employed during the pandemic, but compassionate leadership, which fosters a collaborative, caring and kind environment, becomes a necessity when faced with uncertainty and adversity. This review identifies key factors that leaders need to manage during the pandemic. Practically, it sheds light on leadership strategies that may be employed in future unprecedented crises.