Female leadership plays a crucial role in organizations through improving performance and productivity and allowing businesses to achieve better results. Unfortunately, the number of women in leadership positions in business is still behind that of men, and progress is relatively slow. This study aims to determine the effect of external factors, such as family responsibility and networking, and internal factors, such as assertiveness, on female leadership aspirations. The research used quantitative research methods, with the sample being women within the reproductive age range in Indonesia. This study involved 258 female respondents. The data analysis used the partial least squares structural equation model (PLS-SEM) approach, using SmartPLS. The results of this study show that family responsibility has a significant negative effect on female leadership aspirations, while assertiveness has a significant positive effect, as does networking.

Generation Z (Gen Z) is expected to reach 2.56 billion individuals globally by 2020 and estimated to occupy 20% of workplace. Each generation has its unique ability and competency. Leveraging them is a key to the success of an organization. Gen Z is known to be more risk-averse, have lower expectations, confident but cautious, demanding. This generation is known as digitally naïve and hyper-connected junkies. Their attention span is short and need extensive feedback, but not micromanagement. Gen Z prefers face-to-face interactions. With those characteristics, this study aims to see what leadership style is effective for Gen Z. A qualitative study was conducted to 92 Gen Z see the frequent keyword to identify the effective leadership style. Voyant analytical tools was used to analyze the keywords. The most frequent keywords mentioned were friendly, good, humble, wise, polite, honest, providing, supportive, understanding, caring, giving and appreciate. However, words such as encouraging, challenging were not mentioned at all. Therefore, according to the keyword finding, the effective leadership style is servant leadership.

The development of technology and information in the Industry 4.0 era, especially the internet, is experiencing very rapid progress. Searching for information through new media will increase human resource capacity and work efficiency. Using technology acceptance model (TAM) theory, this study aims to identify social media usage as a communication and information medium and analyze the influence between constructs in social media acceptance. A cross-sectional survey was used in this study design. A structured questionnaire from previous related studies was used as the instrument. One hundred and eleven sheep farmers from several villages in Sukabumi, West Java groups, participated in this survey. Stratified sampling was adopted to select and interview the respondents. The findings show that social media usage as a channel for communication and livestock information is quite adequate. Many farmers already use WhatsApp and YouTube. However, only a few farmers use Facebook and Instagram. The results of the TAM analysis (limited to only the WhatsApp application) indicate that perceived ease of use positively influences perceived usefulness (PU). A positive relationship is also shown between PU and behavioral intention to use. The theoretical implication is that this study proves how social media adopts in disseminating messages and seeking information. Regarding managerial implications, the findings suggest that stakeholders in the agricultural industry across the value chain could enhance their services by fostering a broader ecosystem of social media applications.

"Research Aims: This research aims to investigate the influence of a digital mindset on Generation Z employees’ intention to stay. Design/Methodology/Approach: This research was conducted using a quantitative approach involving 180 Generation Z employees in the creative industries. Data were analysed using Structural Equation Modelling with the SmartPLS tool. Research Findings: The research results show that the digital mindset of Generation Z employees has a positive effect on employee intention to stay. By having a strong digital mindset, employees tend to feel more supported by the organisation when facing technological changes and a rapidly developing learning culture. Digital flexibility and support between colleagues are the main influencing factors. The practical implication is that organisations can increase employee retention and maximise the potential of a digital technology-savvy workforce in the dynamic landscape of the creative industries. Theoretical Contribution/Originality: This research contributes by establishing a digital mindset as a new antecedent for employee intention to stay. Managerial Implications in the South East Asian Context: Digital mindset has been shown to be effective in addressing crises in organisational management. Management that applies this concept is able to sustain the organisation and its competitiveness over time. Research Limitations & Implications: To broaden the scope and gain more holistic insights, future research should consider involving other industries that may have connections or relevance to the aspects being researched. Additionally, comparing industries with varying levels of technological advancement could provide more comprehensive insights. "