In the literature, quite limited research exists on the subject of Society 5.0. The present study examined the existence of Society 5.0 and the effectiveness of Industry 4.0 and evaluated the efficiency of United Nations Development Goals (SDGs) in this process, especially in Turkey. The research was carried out based on data obtained through a survey form with 30 questions which was conducted with 335 academicians working at Kafkas University. The data were analyzed by means of exploratory factor analysis with the SPSS program, confirmatory factor analysis with AMOS, and structural equation modeling with Smart PLS. The analysis results indicated that SDG9, SDG10, SDG11, SDG12, SDG13, and SDG14 had a low influence (i.e., R2: 0.172) on the application of Industry 4.0 and Society 5.0. Moreover, it was observed that the participants were heavily affected by order of the day and gave responses to the questions with that impact. The study also revealed that Turkey did not have a leading philosophy in the field of Society 5.0 and Industry 4.0 and made progress by concentrating on out-dated processes.

Depending on technological developments, digital transformation represents an inevitable reality for organizations. Based on this reality, digital leadership, which is a new understanding of leadership, has emerged. In accordance with the literature, digital leaders are expected to transform organizations under the leadership of innovation, thus encouraging high performance and efficiency. The present study aimed to measure the mediating effect of innovative behavior on the effect of digital leadership on job performance and intrapreneurship intention using data collected from 390 people working in the IT sector in Istanbul and a structural equation modeling method. The data obtained in this structural equation modeling study were analyzed in the Smart-PLS program. It is anticipated that the present study, in which the relationship between the variables is supported by various theories, will contribute to the extant literature. The results of this study indicate that innovative behavior has a fully mediating impact on the effect of digital leadership on intrapreneurship intention. Furthermore, it is observed that innovative behavior has a partially mediating impact on the effect of digital leadership on job performance. Considering the results, this study proves that digital leaders need to adopt innovative behavior so as to ensure performance and intrapreneurship in an organization.

Owing to global warming and changing environmental factors, the world has been experiencing negative and major changes. Society is showing a strong reaction to these environmental problems through marches, protests, and political initiatives, which also demonstrate the need for a new understanding of leadership. In this respect, green transformational leadership emerges as a potential solution. The current study aims to determine the mediating role of green innovation and environmental performance in the effect of green transformational leadership on sustainable competitive advantage. With this aim, a model was formed by utilizing the Natural Resource-Based View (NRBV) theory. To test the model, data were collected through a survey answered by 412 people working in SMEs in Istanbul and analyzed via the Smart-PLS program. The results indicate that green innovation had a moderate mediating role, and environmental performance had a low mediating role in the effect of green transformational leadership on sustainable competitive advantage. In light of these results, the sustainable competitive advantage predicted by the NRBV theory was found to have been achieved.

It is possible to define digital leadership as a type of leadership that is informed about digital technologies that help the digital transformation of employees and businesses and is also fed by modern leadership theories. The concept of digital leadership has come to the fore, particularly with Industry 4.0. Digital leadership is seen as an element that positively affects organizational culture and helps the development of the organization. Following the Covid-19 pandemic, businesses have experienced a considerable digital transformation, and it has been realized that digital leadership is now inevitable for businesses. Digital transformation is expected to contribute to the productivity and production of enterprises. The present study focused on the ability of digital leadership to avoid social loafing, which is negative organizational behavior. In particular, the extent to which job performance losses caused by social loafing were moderated by digital leadership was measured. In this regard, questionnaire forms were prepared and sent to 308 people. The collected data were interpreted by means of the Smart PLS program, and the results were obtained. In this respect, it is found that digital leadership has a moderating impact on the effect of social loafing on job performance. It is thought that the source of this effect could be explained in accordance with Social Impact Theory, Upper Echelon Theory, and Strategic Action Area Theory.

In recent years, the speed of digitalisation in nearly all fields has led organizations to actively use digital tools, practice working methods that are compatible with daily requirements, and adjust themselves to the process compositionally. The concept of digital leadership can be defined as the result of this necessity. Digital leaders focus on basic dynamics of the present world, can achieve digital transformation, and equate learning culture and the structure of an organization with digital standards. In this respect, to measure digital leadership understanding in Turkey, the present study adapted the scale, developed by Zeike et al. (2019) to Turkish and analyzed its reliability and validity. In the study, the first test was conducted with 135 teachers working in Kars, while the second test was conducted with 334 academicians. The adaptation of the scale into Turkish was achieved in the research by making the analyses of normality, correlation, and exploratory factor analysis through the SPSS program and by making confirmatory factor analyses through the AMOS program. The reliability and validity of the scale obtained were achieved by gathering it under a single dimension.

Introduction: The literature on leadership has evolved in accordance with changing global expectations over time and the significance of new leadership approaches which are based on environmental sustainability has increased day by day. Green transformational leaders, one of the results of this evolution, are different from other leadership approaches in terms of their role in motivating employees and increasing their environmental awareness by integrating their environmental sensitivities into the organizational culture.Methods: This study, which aims to determine the mediating role of job satisfaction in the effect of green transformational leadership on intention to leave, was conducted with 391 people working in 4 and 5 star hotels in Antalya region. Data obtained by convenience sampling method was examined with Smart-PLS program. The study was shaped on the axis of structural equation modeling.Results: The findings showed that green transformational leadership has a negative effect on intention to leave and job satisfaction plays a mediating role in this relationship. In addition, green transformational leaders were found to increase employees’ job satisfaction, strengthen their commitment to the organization and reduce intention to leave.Discussion: The study shows that green transformational leadership has an effective structure not only in terms of green and environmental concepts but also in terms of organizational behavior. According to the Social Exchange Theory, green transformational leadership is thought to shape the job satisfaction of employees by interacting with them in accordance with moral and organizational norms.