Purpose: Through the lens of the leader–member exchange theory, this study assessed the relationship between inclusive leadership (IL) and project success by incorporating the mediating roles of psychological empowerment (PE) and psychological safety (PS).Design/methodology/approach: Time-lagged data were collected from 328 employees working in project-based organisations across the information technology industry. Structural equation modelling (SEM) using AMOS 26 was employed for data analysis.Findings: By using the SEM approach, the confirmatory factor analysis had verified the distinctiveness of the variables used in this study. The findings displayed that IL increased project success both directly and indirectly through the mediating roles of PE and PS.Originality/value: This study addressed two research questions that have been left unanswered in the literature. The initial research question is “how IL enhances project success?”, and this study found that IL enhanced project success. The second research question is “what are the suggested mechanisms for IL to promote project success?” This study has proven that IL enhanced project success through two important mediating mechanisms, namely, PE and PS.

Data-driven innovations (DDI) have significantly impacted firms’ operations thanks to the massive exploitation of huge data. However, to leverage big data and achieve supply chain innovation, a variety of complementary resources are necessary. In this study, we hypothesise that supply chain innovation (SCI) is dependent on firms’ big data analytics capabilities (BAC). Furthermore, we propose that this relation is mediated by two crucial capabilities of agility and adaptability that enable firms to efficiently meet the challenges of supply chain ambidexterity. Finally, we also test the moderating role of technology uncertainty in our research model. We collected data from 386 manufacturing firms in Pakistan and tested our model using structural equation modelling. The results confirmed our initial hypotheses that agility and adaptability both mediated our baseline relationship of BAC and big data innovation in supply chains. We further found support for the moderating role of technology uncertainty. Furthermore, technology uncertainty moderates the relationship between BAC and SCI. This study extends the current literature on digital analytics capabilities and innovation along the supply chain. Practically, our research suggests that investment in big data can result in affirmative consequences, if firms cultivate capabilities to encounter supply chain ambidexterity through agility and adaptability. Accordingly, we suggest that managers belonging to manufacturing firms need to build up these internal capabilities and to monitor and assess technology uncertainty in the environment.

Purpose: Through the lens of social exchange theory, this study aims to assess the relationship between proactive personality and innovative work behavior by incorporating the mediating role of work engagement and moderating role of transformational leadership between proactive personality and work engagement.Design/methodology/approach: Data were collected from 259 employees working in Pakistani small-medium enterprises (SMEs). The purposive sampling technique was used to collect data. For hypothesis testing, Preacher and Hayes process macro was employed.Findings: Confirmatory factor analysis verified the distinctiveness of the variables used in this study. The findings show that a proactive personality had a positive influence on innovative work behavior directly and indirectly through work engagement, and transformational leadership positively moderates the relationship between a proactive personality and work engagement in such a way that with high transformational leadership behavior relationship will be strengthened.Originality/value: This study has addressed three research questions that have been left unanswered in the literature. The initial research question is “how proactive personality enhances innovative work behavior?” This study found that proactive personality enhanced innovative work behavior. The second research question is “what are the suggested mechanisms for proactive personality to promote innovative work behavior?” This study has proven that a proactive personality enhanced innovative work behavior through an important mediating mechanism, namely work engagement. Finally, the third question of the study is “does transformational leadership moderate the relationship between proactive personality and work engagement? The study shows that transformational leadership positively moderates between proactive personality and work engagement.

This study looked into the mechanism through which health education can reduce the fear of being infected with COVID‐19 because health education helps individuals to improve their knowledge and attitudes towards a disease. The spread of COVID‐19 has escalated the level of fear among public and nurses. Nevertheless, the mechanism that contributes to minimize the fear towards this pandemic remains unexplored. A cross‐sectional survey was adopted to test the relationships among public health education, psychological capital, and fear of COVID‐19. In total, 243 responses were obtained via online survey from nurses. The results revealed that public health education can reduce one’s fear of COVID‐19. Psychological capital emerged as a strong explanatory mechanism for the phenomenon. Drawing on spillover theory, public health education seems to reduce fear of COVID‐19 with the mediating role of psychological capital. Limitations and future directions are at the end of this paper. The study outcomes revealed that organizations should focus on educating nursing staff to overcome fear of COVID‐19. One way to induce positivity among nursing staff is by holding trainings.

In the current era of accelerated economic growth, project success – successful completion of the final product for which the project was initiated – is the ultimate goal of every organisation. It is essential for organisations to keep project-based employees motivated and focused on successfully accomplishing the project objectives. This research examined the association between psychological empowerment of project-based employees and project success. We explored the mediating role of knowledge sharing to explain the intervening mechanism between psychological empowerment and project success. We also tested the moderating role of employee creativity along with conditional indirect effects by performing a moderated mediation analysis. Using a time-lagged research design, multiple-source field data (N = 327) were collected from employees of project-based organisations in Pakistan. The findings of the study showed a positive association between psychological empowerment and project success and significant mediation of knowledge sharing. Project employees with high creativity are likely to achieve project success when they possess higher psychological empowerment too. Results concluded that psychological empowerment is positively associated with project success directly as well as indirectly through its impact on knowledge sharing. The study has its importance and implications for management specialists and project employees at all levels.