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The purpose of this study is to examine the relationship between leadership styles and conflict management styles among managers, while handling interpersonal conflict (mangers and subordinates).

Middle-level managers (N = 150) from different private sector manufacturing industries were included in the study to seek responses through questionnaire based on instruments for conflict management and leadership styles.

Managers who perceived to exhibit more on transformational leadership style adopted integrating and obliging style of conflict management. Those who perceived to exhibit more on transactional style opted for compromising style of conflict management. Whereas, managers perceived to exhibit laissez-faire leadership style adopted avoiding style to manage conflicts with subordinates.

Despite the universal acceptance of leadership importance in corporate settings, research so far investigated leadership styles as determinants of conflict management styles are population-specific, including nursing managers (Hendel, 2005), university academic staff (Paul, 2006) and healthcare professionals (Saeed, 2008). Furthermore, the findings in the referred studies are not consistent, and this issue seems to be at an exploratory phase that requires further investigation to establish the relationship. Blake and Mouton (1964) and Rahim (1992) tried to measure the strategies in which individuals typically deal with the conflicts. This approach treated conflict styles as individual disposition, stable over time and across situations. It is argued and supported by literature that leadership styles or behaviors remain stable over time and are expected to be significantly related to conflict management styles (Hendel, 2005).

New ways of working (NWW) change some fundamental processes in the workplace. NWW practices like teleworking, flexible workspaces, and flexible working hours lead to different behaviors of employees. But does the employment of NWW practices also have an impact on the innovation behavior of employees? This chapter explores this relationship and uses qualitative data from case studies to illustrate the complex linkages between three components of NWW and IWB.

Conflicts are inevitable in organizations and are a significant challenge for frontline managers (FLMs). This study aims to investigate the relationship between the leadership styles of FLMs and relationship conflicts (RLCs), with the indirect intervention of emotion regulation (ER) and five conflict-handling styles (CHSs).

Research data were obtained from 243 FLMs in the Pakistan textile industry. SPSS 23 and PROCESS macros software were used to test and verify hypotheses regarding leadership styles, ER, CHSs and RLC. The authors conducted 5,000 bootstrap replications to verify mediation.

Leadership styles are significantly associated with RLC. A high degree of ER can negatively moderate RLCs through transformational leadership (TFL) and transactional leadership (TCL) styles and positively moderate RLCs through a laissez-faire leadership (LZF) style. Among CHSs, a compromise style mediates the relationship between RLC and the TFL and LZF styles, and a domination style mediates the relationship between RLC and the TCL style.

FLMs should be trained to overcome workplace interpersonal conflicts. Appropriate cognizance of a conflict before it occurs is a requisite skill. FLMs must be able to use all five given CHSs.

This study identifies the association of leadership styles with CHSs and ER to manage RLC in a non-Western context. The study enhances understanding of the use of the ER factor with the different CHSs of FLMs.

The research paper aims to analyse the scholarly literature on advancing HR analytics as an intervention for attrition, a problem that lingers on organisational performance. This study aspires to provide an in-depth literature review and critically assess the knowledge gaps in HR analytics and attritions within organisational performance.

The review analyses the corpus of 196 research articles published in ostensible journals between 2011 and 2023. To identify research gaps and provide valuable insights, this study synthesises relevant studies using School of thought (S), Context (C), Methodology (M), Triggers (T), Barriers (B), Facilitators (F) and Outcomes (O) (SCM-TBFO framework). This study employs the R programming language to conduct a systematic literature review in accordance with the “preferred reporting items for systematic reviews and meta-analysis” (PRISMA) guidelines.

The emerging discipline of HR analytics encompasses the potential to manage attrition and drive organisational performance enhancements effectively. The study of SCM-TBFO encompasses a multidimensional approach, incorporating diverse perspectives and analysing its complex aspects compared to various approaches. The School of thought includes the human capital theory, expectancy theory and resource-based view. The varied research contexts entail the USA, United Kingdom, China, France, Italy and India. Further, the methodologies adopted in the studies are artificial neural networking (ANN), regression, structure equation modelling (SEM) case studies and other theoretical studies. HR analytics and attrition triggers are data mining decision systems, forecasting for firm performance and employee satisfaction. The barriers include leadership styles, cultural adaptability and lack of analytic skills, data security and organisational orientation. The facilitators were categorised into data and technology-related facilitators, human resource policies and organisational growth and performance-related facilitators. The study's primary outcomes are technology adoption, effective HR policies, HR strategies, employee satisfaction, career and organisational expansion and growth.

The primary goal of the literature review is to provide a comprehensive overview of the current state of HR analytics and its impact on organisational performance, particularly in relation to attrition. Further, the study suggests that attrition, a critical organisational concern, can be effectively managed by strategically utilising HR analytics and empowering data-driven interventions that optimise performance and enhance overall organisational outcomes.

The purpose of this paper is to investigate managers’ leadership styles, from the perspective of registered nurses, and its effects on the quality of nursing care in both the private and public healthcare sectors. An additional aim is to assess the relationship between leadership styles and particular organisational outcomes.

The sample for this quantitative research study was comprised of 400 respondents, among which 50 were nurse managers, 150 were staff nurses and the remaining respondents were patients. Two questionnaires were used in this study: the multi-factor leadership questionnaire (MLQ) 5X short and a patient satisfaction with nursing care quality questionnaire (PSNCQQ).

A positive correlation was found between the transformational leadership style with leadership outcomes and the quality of nursing care (r=0.811**, 0.759**, 0.789** and 0.877** for extra effort, job satisfaction, leader effectiveness and quality, respectively).

Although the sample study was extensive, a possible limitation is that the research utilised convenient sample who are working in the private and public healthcare sectors thus limiting the generalisability of the study.

This study was proposed as a baseline for upcoming studies in areas of education, nursing practice, research and quality. Moreover, this study was expected to be imperative to the hospital’s management, in order to improve the current level of leadership, education models and advancement programs for the healthcare sector’s senior staff.

This study aims to develop a theoretical integrated model examining the role of the co-occurrence of task and relationship conflict (CTRC) as a mediator in the relationship between diversity and group effectiveness. The model also examines transformational leadership (TFL) as a moderator in this relationship.

Data were collected using a questionnaire survey from 354 faculty in 56 workgroups from three private universities in the Middle East. SEM and hierarchical regression analysis were used to test the suitability of the model and its hypotheses.

The results revealed that TFL moderated diversity's direct effect on CTRC as well as the indirect effect linking diversity, CTRC, and group effectiveness. Specifically, diversity had an inverted U-shaped relationship with CTRC in groups with low TFL, but a negative linear relationship in those with high TFL.

The findings expand understanding of how, and under what conditions, diversity influences group effectiveness by: offering a fresh treatment of this relationship, introducing CTRC as a bivariate construct and bringing into focus the centrality of its harmful effect on this association, and highlighting the influence of TFL in ameliorating this harmful effect.

Based on a dyadic perspective, the purpose of this paper is to include the contributions of employee and customer in a service process and to examine the underlying mechanism of customer organization socialization on service performance.

The authors used a unique survey data pertaining to the service industry. The authors collected their data from multiple sources (customers, front-line employees and these employees' managers) in the divisions of a large service organization – Ping An Insurance (Group) Company of China. The authors adopted hierarchical regression moderated path analysis approach to examine our moderated mediation model.

The authors find that both the quality of customer service and the quality of employee service play as moderators in the relationship between customer organization socialization and service performance. And quality of customer service moderates the relationship between customer organization socialization and quality of employee service.

The literature has focused primarily on service performance improvement based on the dyadic perspective of customer and employee. The research develops a moderated mediation model and contributes to the literature by empirically examining customer organization socialization.

Relationship conflict has important negative organizational and personal consequences. However, papers analyzing how to buffer the negative effects of relationship conflict at work-unit level are lacking. This study aims to extend the literature by examining which specific conflict management styles used by work teams (avoiding, integrating and compromising) reduce or increase the link between relationship conflict and collective emotional exhaustion.

Regression analysis was conducted using 91 teams (398 employees) from 42 hotels and 42 restaurants.

Results revealed that, as it was expected, relationship conflict was positively related to emotional exhaustion at a team level; this relationship depended on how team members handle relationship conflicts. That is, avoiding and integrating conflict management styles buffered the link between relationship conflict and collective emotional exhaustion, whereas compromising increased this positive link.

Organizations would include conflict management skills as a requirement for preventing negative consequences of conflict in teams, such as anxiety/depression and bullying.

By considering the unique perspective of team member’s shared perceptions of conflict management styles, important implications for the span of influence of collective perception of conflict on well-being have been indicated.

Much research has been conducted on technology acceptance (TA), which is mainly about the acceptance by one user. As more than one person should be involved in business-to-business TA decision-making, it is suggested that different processes for making a consensus among different stakeholders should be considered. The purpose of this study is to demonstrate a model for essential activities and characteristics of advocators for accelerating the stakeholders’ consensus in the technology acceptance (SCTA).

The conceptual model of this research is presented using a thematic analysis of the interviews with the relevant experts and existing literature. Furthermore, the structural equation model was applied for analyzing empirically how advocators’ characteristics and activities affect consensus. In total, 248 respondents completed the questionnaires. Experts’ opinions, Krippendorff’s alpha index, Cronbach’s alpha coefficient and goodness of fit indices were applied to verify the reliability of the results.

Results show that “being leader” and “being influential” are two main characteristics for the advocators’ team that significantly affect SCTA. Reducing perceived “risk” for each stakeholder, developing a “common understanding” among them and demonstrating “resource readiness” are also the main tasks of advocators leading to SCTA.

The role of advocators in SCTA has been neglected. The main contribution of this study is identifying the required advocators’ activities and characteristics for achieving SCTA.