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Transformational leadership has attained immense attraction in contemporary research for its positive contribution in implementation of Education 4.0. Drawing on social bond theory and employee stewardship theory, this study aims to examine the mediating roles of employee engagement and organisational citizenship behaviour between transformational leadership and Education 4.0 in higher educational institutions.

Data was collected through survey questionnaire by using three-wave time lagged study design from regular faculty members of Indian higher educational institutions. Hayes Process Macro was used for testing the parallel mediation model.

Transformational leadership has a positive and significant impact on Education 4.0. The results of this study indicate that employee engagement and organisational citizenship behaviour partially mediate the relationship between transformational leadership and Education 4.0. Furthermore, the analysis explains that employee engagement and organisational citizenship behaviour leveraged under transformational leadership act as parallel mediators, and there is no statistical difference between them.

To the best of the authors’ knowledge, this study is first in itself to consider more than one factor influencing the relationship between transformational leadership and Education 4.0, thus making ground for parallel mediation. This study addresses the urgent call by United Nations for achieving Sustainable Development Goals (SDGs) by ensuring quality education (SDG 4) and reducing inequality (SDG 10), thereby giving peaceful and strong intuitions (SDG 16).

Self-leadership theory predicts that specific self-leadership practices will enable individuals to better accomplish their goals. However, little is known about the role that these practices play in conventional leadership (leading or influencing others). This study compares leaders to non-leaders (N = 318) in nonprofits and examines both the extent to which self-leadership practices are employed and the strength of beliefs concerning their importance.

Online survey of two groups: leaders and non-leaders of nonprofit organizations.

Leaders practiced self-goal setting (d = 0.47) and self-observation (d = 0.45) more than non-leaders. Non-leaders practiced more self-reward (d = 0.33) and self-punishment (d = 0.37) than leaders. The only differences in belief concerning the importance of the self-leadership practices were due to leaders believing self-goal setting (d = 0.46) and self-observation (d = 0.36) were more important than non-leaders did.

If self-leadership practices contribute to leadership effectiveness or emergence, this study indicates that goal setting and self-observation (monitoring progress toward goals) may contribute positively to the leadership of others, whereas self-reward and self-punishment may contribute negatively.

Self-leadership may not be as important to the leadership of others as is often claimed or implied.

This is the first study to look at how self-leadership practices differ between leaders and non-leaders.

Drawing on the theoretical underpinnings of job crafting, this study aims to investigate how and when internal marketing orientation (IMO) promotes employees’ positive word of mouth (PWOM).

The two-wave, multisource data came from frontline employees and their supervisors in a hotel located in Eastern China. The hypothesized relationships were tested with Mplus with multilevel path analysis.

The results reveal that IMO encourages frontline employees to change the task, cognitive and relational boundaries of their jobs. Nevertheless, it is through relational crafting that IMO ultimately affects employees’ PWOM, especially when they work with supervisors high in felt responsibility for constructive change (FRCC).

To the best of the authors’ knowledge, this study is one of the first studies to investigate how organizations and supervisors can work together to encourage frontline employees’ PWOM.

The findings carry important implications for practitioners on how to encourage frontline employees’ PWOM in the service sector.

First, this research adds to the limited knowledge of how organizations and supervisors can work together to promote frontline employees’ PWOM in the service sector. Second, by proposing job crafting as a key intermediary mechanism underlying IMO’s impact on employee PWOM, this research not only offers a new theoretical perspective to understand how to promote frontline employees’ PWOM but also sheds new light on the underlying mechanisms through which IMO exerts its influence on frontline employees. Third, supervisors’ FRCC as a boundary condition of IMO can help service organizations more effectively capitalize on IMO to motivate frontline employees’ engagement in job crafting and subsequent PWOM.