Purpose: This paper aims to look into the role of transformational leadership and transactional leadership as predictors of employee creativity and organisational innovation. Employee creativity is examined as a potential mediator in the leadership styles–organisational innovation relationships.Design/methodology/approach: A cross-sectional, quantitative design was adopted and structural equation modelling (SEM) techniques were used to analyse data collected from 369 employees working in 39 public coffee enterprises in Vietnam.Findings: Transformational leadership and transactional leadership were significant predictors of employee creativity and organisational innovation. Specifically, transformational leadership was instrumental to employee creativity and organisational innovation while transactional leadership was detrimental to these two variables. Additionally, employee creativity partially mediated the relationships between the two leadership styles and organisational innovation.Practical implications: Results of this study benefit the management of organisations and policy makers by providing an insight of which leadership style will effectively suit public enterprises to promote employee creativity and foster organisational innovation.Originality/value: While there is a lack of studies investigating organisational innovation in organisational methods and that the interrelationships between leadership styles, employee creativity and organisational innovation are not fully understood, this study pioneers in examining relationships between leadership styles and organisational innovation that is being mediated by employee creativity. Figuring out that organisational innovation is more likely to be fostered by the positive influence of leadership behaviours and the improvement of employee creativity, in particular, the significant role of employee creativity represents important contributions of the current study.

Purpose: Employee green behavior contributes to the achievement of hospitality organizations’ sustainability goals. However, there is a need to examine how green human resource management (GHRM) fosters employees’ green behavior. Anchored on the conservation of resources (COR) theory, we anticipate that GHRM may have double-edged effects on employees’ organizational citizenship behavior for the environment (OCBE) via two opposing mechanisms (e.g. environmental passion and emotional exhaustion). Moreover, we expect that the relationship of GHRM on environmental passion and emotional exhaustion depends on environmentally specific empowering leadership (ESEL). Design/methodology/approach: The data were garnered from 356 hospitality employees in Pakistan and analyzed using partial least squares structural equation modeling (PLS-SEM). Findings: The findings revealed a significant and positive link between GHRM and employee OCBE and environmental passion and a significant and negative relationship between GHRM and emotional exhaustion. Similarly, the link between environmental passion and employee OCBE was significant and positive and between emotional exhaustion and employee OCBE was significant and negative. Our results indicate that the impact of GHRM on OCBE among hospitality employees was mediated by environmental passion and emotional exhaustion. Further, ESEL strengthened the association of GHRM with environmental passion while mitigating the effect of GHRM on emotional exhaustion. Originality/value: Anchored on the COR theory, our study provides novel empirical evidence by investigating the mechanisms and boundary conditions between GHRM and employee OCBE nexus in the hospitality realm.

This research investigates the antecedents of employee engagement in Pakistan’s banks to conceptualize the idea of employee engagement. For this, the study examines the relationship between transformational leadership (TL), despotic leadership (DL), and the mediation of psychological distress (PD) with an outcome variable, employee engagement (EE). The study focused on first-line bank managers based in Punjab province using a cluster sampling technique. A questionnaire survey was used, and 341 respondents were selected for analysis using PLS-SEM. The study’s findings confirmed that all seven hypotheses tested were statistically significant. The results revealed that the transforming role of transformational leadership is more effective than despotic leadership in promoting employee engagement. The indirect link of psychological distress between transformational leadership, despotic leadership, and employee engagement also acts vice versa. The current study findings have implications for advancing our understanding of the effects of transformational leadership because of their positivity, which can reduce psychological distress and increase employee engagement in the service sector. In contrast, despotic leadership undermines employees’ abilities by increasing psychological distress and disengagement among employees. Our findings will help the banking industry understand how despotic and transformational leadership can negatively and positively affect employee outcomes.

This study aims to see the influence of a balanced scorecard (BSC) to determine the performance of banks in Palestine. Among the institutions that influence the economy of any country is the banking sector. Despite the influence of this sector on the economic policies and implementation in Palestine, there appears to be the difficulty of the appropriate approach to measuring its performance. Various techniques have failed to be efficient and effective. It creates an impulse to investigate the impact of a BSC in estimating the performance of banks in Palestine. This study adopted a descriptive design of the ex-post facto type with a sample of 126 senior bank staff randomly selected from fourteen Palestinian banks. In total, 3 hypotheses were raised and tested using Pearson's product-moment correlation analysis and multiple linear regression analysis at 0.05 level of significance. The result showed that bank performance positively correlated with internal business process perspective (r = 0.633, p < 0.01), followed by customers’ perspective (r = 0.338, p < 0.01), financial perspective (r = 0.321, p < 0.01) and learning and growth perspective (r = 0.230, p < 0.01). While regression analysis showed that the most potent factor was internal business process perspective (Beta = 0.670, t = 10.320, p < 0.01), followed by learning and growth perspective (Beta = 0.185, t = 2.812, p < 0.01) and customers’ perspective (Beta = 0.150, t = 2.469, p < 0.05) and financial perspective (Beta = 0.100, t = 2.200, p < 0.05). This implies that a unit increase in internal business process perspective, learning and growth perspective and customer's perspective will increase bank performance by 67%, 18.5%, 15% and 10%, respectively. Among others, it was recommended that employees be exposed to the BSC model and its principles through continuous train as to ensure adequate application and implementation for enhanced bank performance. Administrators and stakeholders should ensure that the properties of each dimension of the BSC model are adequately worked on for easy fulfillment of the potentials in the model. It creates an avenue for a full-fledge organization with a workable customer, financial, internal business process, learning and growth perspective. This is an initial study that used a BSC to determine the performance of banks in Palestine. Prior researchers overlook BSC dimensions composite and relative effect on the prediction of bank performance in Palestine.