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This study sought to explore the understanding and experiences of hazing of seven Black men, 18–25 years of age, who attended all-boys ex-Model C schools in South Africa to describe what it might reveal about masculinities and cultural heteronormativity. This study aims to understand the institutional culture of boys' high schools including sport and the factors that inform, produce and reproduce heteronormative culture. This study used a retrospective ethnographic method of inquiry to explore participants' memories of their experiences and perceptions about the initiation/hazing they were subjected to during their school years. As points of entry into the extensive and broad theoretical discussions, I discuss hazing in sports, institutional culture and heteronormative ideals that have shaped the narratives around hazing in boys' schools, as well as the racial issues that exist within these structures. This illustrates how the issue of hazing is a systematic one that relies heavily on the reproduction of a system based on values and ideals that continue to be perpetuated and are reflected here.

This paper aims to investigate why followers have low perceptions of leader openness and thus feel reluctant to communicate novel ideas by examining leader–follower relationship conflict (i.e. interpersonal incompatibility) and a follower’s power distance orientation (i.e. an acceptance of uneven power distribution in organizations) as antecedents.

The research administrators conducted a three-wave work behavior survey in Study 1, a laboratory experiment in Study 2, and an online experiment in Study 3.

The results demonstrated that leader–follower relationship conflict reduced followers’ perceptions of leader openness. However, the negative impact of relationship conflict became non-significant when followers have high power distance orientations (i.e. an acceptance of uneven power distribution in organizations). The findings also showed an indirect interaction effect of leader–follower relationship conflict and followers’ power distance orientation on the followers’ communication of novel ideas through the followers’ perceptions of leader openness.

The research suggests that followers with higher power distance orientations are more likely to communicate novel ideas consistently because their relationship conflicts with their leaders do not negatively influence their perceptions of leader openness. Although researchers traditionally view cultures with a high level of power distance value as an obstacle to employee creativity, the present study reveals the benefits of an individual-level power distance orientation.

The healthcare sector faces leadership challenges, emphasizing the importance of a mechanism to support and empower team members. The present study aims to investigate the impact of team empowerment (TE) on team performance (TP), with the mediating role of shared leadership (SL) and the moderating role of relationship conflict between shared leadership and team performance.

This study's conceptual model was proposed using the social exchange theory and conservation of resource theory. Data was collected using a self-administrated questionnaire to 492 respondents, of which 42 were team leaders, and 450 were team members from 42 teams in the Pakistani healthcare sector. The Partial Least Square-Structural Equation Modeling (PLS-SEM) technique was used to examine the proposed hypotheses of the study.

The results revealed a significant positive relationship between team empowerment and shared leadership. SL is positively associated with team performance. The present study also found that SL positively mediated the relationship between shared leadership and team performance. Moreover, relationship conflict moderated the relationship between SL and TP.

The finding delineates that healthcare organizations can adopt shared leadership and empower team members by involving them in decision-making, enhancing collaboration, resource utilization, and patient care outcomes. Managers should implement structured strategies like cross-functional training and inclusive decision-making processes to cultivate empowered teams and mitigate relationship conflicts for optimal performance.

The study advocates developing shared leadership practices for better team outcomes. This study is an early attempt to examine the mediating role of shared leadership between team empowerment and team performance.