Purpose: The purpose of this paper is to analyse the impact of a leader’s communication style (LCS) on the quality of interpersonal exchanges between leaders and followers (LMX), and how this translates into the employee’s affective organizational commitment (AOC), in the context of Peru.Design/methodology/approach: An integrated model of six dimensions is used to measure LCS. Using multiple hierarchical regressions and the Preacher and Hayes mediation model, the study focuses on determining the direct and indirect effect of each of the dimensions on LMX and organizational commitment.Findings: The dimension preciseness shows a significant direct association to AOC. Four dimensions are significantly related with LMX: expressiveness, preciseness and questioningness with a positive sign, while verbal aggressiveness records an important negative one. The same four dimensions show an indirect effect on AOC through LMX. Emotionality and impression manipulativeness do not record significant results.Research limitations/implications: The research was carried out with a sample of 253 white-collar Peruvian professionals with high-level studies and managerial experience, which are not necessarily representative of the labor population. This research provides comprehensive evidence on how leaders’ communicative behavior may contribute to desirable outcomes such as employee commitment in a Latin American cultural context, although the findings may apply to other cultures.Practical implications: This study contributes to clarify that each dimension of the LCS impacts differently on subordinate perceptions; leaders should understand this model and be able to make the necessary adjustments to their communication in order to obtain the desired results of leadership. The leader’s ability to communicate with a style characterized by expressiveness, precision, and questioning makes it easy to build high-quality LMX relationships for Peruvian employees. On the contrary, a communication style characterized by high levels of verbal aggressiveness may negatively affect subordinates, limiting the possibility of building high-quality LMX relationships. This, in turn, affects AOC of employees.Social implications: This study is a contribution to clarify that each feature of the LCS has a different impact on the perception of the subordinate, for which the leaders should be trained to understand this model and be able to make the necessary adjustments to obtain the desired results of leadership. The leader’s ability to communicate with a style characterized by expressiveness, precision and questioning makes it easy to build high-quality LMX relationships for Peruvian employees. On the contrary, a communication style characterized by high levels of verbal aggressiveness will negatively impact subordinates, limiting the possibility of building high-quality LMX relationships.Originality/value: The value lies in revisiting the construct “leader’s communication style” to turn it into an instrument for the exercise of leadership. It is a contribution in favor of leaders becoming aware that their own communication style constitutes an instrument of effective leadership and a lever to optimize the commitment of their collaborators toward the organization.

Droughts and climate change in regions with profitable irrigated agriculture will impact groundwater resources with associated direct and indirect impacts. In the integrated water resource management (IWRM), managed aquifer recharge (MAR) offers efficient solutions to protect, conserve, and ensure survival of aquifers and associated ecosystems, as the Water Framework Directive requires. The purpose of this paper is to analyse the socio-economic feasibility of the MAR system in the overexploited Boquerón aquifer in Hellín (Albacete, Spain) under climate change and varying irrigation demand conditions. To assess, in monetary terms, the profitability of the MAR system, a cost-benefit analysis (CBA) has been carried out. The results for the period 2020–2050 showed that the most favourable situations would be scenarios involving artificial recharge, in which future irrigation demand remains at the present level or falls below 10% of the current irrigation surface, as these scenarios generated an internal rate of return of between 53% and 57%. Additionally, the regeneration of the habitat will take between 5 and 9 years. Thus, the IWRM with artificial recharge will guarantee the sustainability of irrigation of the agricultural lands of Hellín and will achieve water balance even in severe climate change conditions.

Purpose: This work aims to study the relationships between digitalization and servitization of manufacturing firms and whether this relationship is stronger for importer firms.Design/methodology/approach: Using a dataset of Spanish manufacturing firms taken from the 2022 Spanish Survey on Business Strategies, a 3SLS (three-stage least squares) model was applied to 2028 firms. In addition, various models were fitted to subsamples to explore the effects of imports on the relationship between digital technologies and servitization.Findings: The results indicate that there are differences in the two opposite directions and that digital technologies affect servitization positively and not conversely; this is especially the case for small manufacturing firms. In addition, the results suggest that importing intermediate goods, considering the intensity and geographical diversification positively influences the relationship between digitalization and servitization only for high-import intensity firms.Research limitations/implications: This study contributes to the literature on digital servitization by providing support for the idea that digital technologies can positively affect servitization. In addition, these results address the need for a more nuanced discussion through importer intensity.Practical implications: Managers, especially from small manufacturing firms, should consider appropriate technology portfolio management and also consider the relationship between digital technologies and servitization as the initial step in the journey towards digital transformation. In addition, an international dimension should be considered when designing their digital servitization strategy.Originality/value: This work provides a basis for understanding the importance of importing intermediary goods when manufacturing firms are developing a digital servitization strategy.

This study examines personality as a predictor of engagement behavior displayed during leader development programs. Leader development engagement behavior (LDEB) is measured by collecting self- and director ratings of behaviors displayed by undergraduate students during 1-year leader development programs (e.g., showing interest in a variety of topics, maintaining a positive attitude, arriving prepared for meetings, engaging with peers, and reflecting on development). Results suggest that factors of the Big 5 personality characteristics and the Narcissism Personality Inventory predict engagement behaviors in leader development. Post hoc analysis was conducted to better understand patterns of relationships between Big 5 factors and narcissism with specific LDEBs. Narcissism is negatively correlated with director ratings of reflection on development and engagement with peers. As a result of this research, leader development program directors should consider the benefits and risks of including narcissistic individuals in leader development programs.

There is a consensus regarding the impact of the leader’s communication on the relationship with their followers and on the achievement of organizational outcomes. This study seeks to contribute to clarifying the impact that contextual factors have on the leader’s communication in order to know how leaders should adjust their communication style, depending on the job characteristics, to build high quality relationships with their followers. Therefore, the current research examines the moderating role of two context factors in the effectiveness of leaders’ communication in generating the leader-member relationship. Through a moderation analysis on a sample of 149 white-collar workers, this research study analyzes how work unit size and task analyzability interact regarding six dimensions of leader communication style in relation to LMX. Results suggest that the work unit size moderates the relationship between two dimensions of leader’s communication style (preciseness and verbal aggressiveness) and LMX. Specifically, the positive effect of preciseness on LMX smooths as the work unit size increases. The negative effect of verbal aggressiveness on LMX becomes more intense as work unit size increases. Furthermore, task analyzability moderates the positive relationship between emotionality and LMX for low levels of task analyzability. As a result, this study contributes by deepening on why leaders’ communicative behaviors can have favorable/unfavorable results in specific contexts and on how a leader can modulate his/her communication style according to the context, in order to improve the LMX. Implications are discussed.