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Abstract: While previous studies have examined sustainable leadership and innovation separately, limited attention has focused on their systemic interconnection. Building on established frameworks, this study adopts a systems perspective to explain how sustainability-oriented leadership mechanisms shape innovation capability across strategic, organizational, and functional levels. Drawing on a single-case study of an information-rich high-tech company, data were collected through semi-structured interviews and internal documentation to examine leadership practices and organizational enablers that foster innovation. The findings show that sustainable leadership strengthens innovation capability by embedding sustainability values into organizational routines, aligning strategic intent with daily learning, and empowering employees to experiment, collaborate, and share knowledge continuously. These feedback-driven processes connect strategic intent with operational learning, enabling organizations to adapt and renew. The study introduces the Systems Framework for Sustainable Innovation Capability (SFSIC), which explains how leadership, culture, and learning interact as interdependent components of innovation capability and organizational resilience. By framing innovation capability as a dynamic, feedback-driven process rather than a fixed set of determinants, the study advances theory by specifying how sustainability-oriented leadership strengthens adaptive capacity within innovation ecosystems. The study offers guidance for building innovation capability and resilience through aligned leadership practices, enabling structures, and feedback-based learning systems.
Keywords: sustainable leadership, innovation capability, systems thinking, organizational resilience, organizational mechanisms, high-tech industry
Published in DKUM: 01.12.2025; Views: 0; Downloads: 0
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Abstract: The topic of health-promoting leadership has often been investigated on its impact on health outcomes. However, it is still unclear if healthpromoting leadership has an impact on other well-being parameters at work besides health. Another leadership behavior, the leaders’ listening skills, can benefit well-being parameters at the workplace, such as job satisfaction, which in turn lowers turnover intention. In the present study, we investigate the relationship between health-promoting leadership, the leaders’ listening skills, job satisfaction, and turnover intention to get a clearer picture about the effects of different leadership behaviors on the employees’ well-being. The results of an online-study with 354 Austrian and Slovenian workers showed that both types of leadership behaviors had a direct effect on the employees’ job satisfaction and an indirect effect on turnover intention through job satisfaction. Listening was found to have a stronger direct impact on job satisfaction. The findings indicate that both leadership behaviors are able to support well-being at the workplace.
Keywords: health-promoting leadership, job satisfaction, listening, turnover intention, well-being
Published in DKUM: 05.11.2025; Views: 0; Downloads: 0
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Abstract: Background and purpose: This study aims to reveal the mediating role of organisational culture in the relationship between charismatic leadership and corporate reputation. Methodology: The universe of the study consists of health sector workers working in Istanbul. The analysis of the data obtained from the survey application of the data collected from 405 employees in the five-point Likert scale was carried out with SPSS 26.0 program, and a 95% confidence level was studied. Frequency and percentage statistics for categorical variables, mean, standard deviation and minimum and maximum statistics for numerical variables are given. In the study, the mediation model was tested with Proces Hayes Regression. Non-hierarchical clustering was used to divide the sample into groups using scale scores, and the Chi-square test was used to relate demographic characteristics with the determined groups. Results: According to the analysis results, it was concluded that organisational culture has a mediating role in the effect of charismatic leadership on corporate reputation. The results of the mediation role model are mediated by organisational culture in the effect of charismatic leadership on corporate reputation. According to the clustering analysis results, corporate reputation, charismatic leadership, and organisational culture scores are statistically significant variables for clustering. Conclusion: Together with these results, it is thought that drawing attention to the charismatic leadership behaviours in the health sector and arranging the organisational culture in a way to adapts to it positively affect the corporate reputation perception of the enterprises in line with the proposed solutions and attracts attention will make a positive contribution for both employees and individuals who will prefer health enterprises.
Keywords: charismatic leadership, corporate reputation, organisational culture, health enterprises
Published in DKUM: 07.10.2025; Views: 0; Downloads: 2
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Abstract: Purpose: In the quest of exploring specific developments in contemporary management research, this study highlights the prevalence of narcissistic leadership in IT firms. We employed the upper-echelon framework to analyze the impact of narcissistic leadership on project success. This study considered the dark side of a leader’s narcissism while analyzing how narcissistic leadership affects a project’s success through knowledge sharing and collectivism. Design/methodology/approach: Structural equation modeling is employed to investigate this proposition. Using convenience sampling, approximately 370 questionnaires were dispensed out of which 272 completed questionnaires were utilized for performing the analysis of IT firms. Findings: Narcissistic leadership affects project’s success through knowledge sharing and collectivism. The results indicate that narcissistic leadership negatively predicts project success. Moreover, knowledge sharing fully mediated the relationship between narcissistic leadership and project success. Whereas, collectivism moderates the relationship between knowledge-sharing and narcissistic leadership. Originality: Our assumptions are based on the upper-echelon theory indicating that narcissistic leadership affects project success through knowledge-sharing and collectivism. This has been proved by the empirical analysis carried out in Pakistan’s IT sector.
Keywords: narcissistic leadership, project success, knowledge sharing, collectivism
Published in DKUM: 25.09.2025; Views: 0; Downloads: 1
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Abstract: Background/Purpose: This study examines the relationship between dynamic capabilities (DCs) and environmental performance (EP) in high-tech SMEs in Pakistan, focusing on the key dimensions of sensing, seizing, and reconfiguration. Additionally, it explores the mediating role of environmental innovation (EI) and the moderating effect of female leadership on this relationship. Methods: A quantitative research approach was employed, using a structured questionnaire distributed among male and female Chief Executive Officers (CEOs), senior management personnel, and executives in high-tech SMEs. Data were analysed using structural equation modelling (SEM) to assess the relationships between DCs, environmental innovation, and environmental performance. Results: The findings indicate that seizing capabilities significantly enhances environmental performance, with a one-point increase leading to a 0.282-point improvement. Similarly, reconfiguration contributes positively, with a one-point increase resulting in a 0.227-point improvement. Both process innovation (path coefficient = 0.384, p = 0.001) and product innovation (path coefficient = 0.157, p = 0.043) positively influence environmental performance. However, female leadership did not exhibit a significant direct effect on environmental performance. Notably, female moderators negatively impacted the relationship between process innovation and environmental performance (-0.328), suggesting that in lower hierarchical positions, female inclusion may reduce the effectiveness of process innovation in achieving sustainability goals. Conclusions: The study provides empirical evidence on the role of dynamic capabilities and environmental innovation in enhancing sustainability in high-tech SMEs. It highlights the need for firms to strengthen their seizing and reconfiguration capabilities to improve environmental performance. Additionally, eco-innovation should be encouraged, and gender diversity in leadership should be strategically considered when designing innovation and sustainability strategies. These findings offer valuable insights for policymakers and industry practitioners aiming to foster sustainable business practices in high-tech SMEs in Pakistan.
Keywords: dynamic capabilities, environmental performance, high-tech SMEs, eco-innovation, female leadership
Published in DKUM: 07.08.2025; Views: 0; Downloads: 2
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