The concept of artificial intelligence (AI) refers to technologies that imitate human-like thinking, learning and decision-making abilities. While integrating AI into the workforce offers the potential to increase efficiency in organizational activities, it can lead to negative effects such as anxiety, uncertainty, and distrust among employees which results from not being able to understand these technologies, regarding them as alternatives for themselves, and the possibility of losing their organizational position. These effects can reduce employees’ commitment at work and trigger negative organizational behaviors such as quiet quitting and turnover intention. Starting from this point, the present study aims to investigate the effect of AI anxiety on turnover intention and the mediating role of quiet quitting in this relationship. The study was conducted using a cross-sectional design with 457 people working in SMEs in Kırıkkale province. AI Anxiety, Quiet Quitting, and Turnover Intention Scales were utilized during the data collection process. The obtained data were analyzed through structural equation modeling. In addition to detecting significant relationships between concepts as a result of the analysis, it was realized that AI anxiety did not have a considerable effect directly on turnover intention; however, this effect occurred indirectly through quiet quitting. Accordingly, it is predicted that integrating AI technologies into business processes will increase the concerns about job security in employees, and this anxiety triggers the turnover intention by leading to a tendency toward quiet quitting for reasons such as loss of motivation and low organizational commitment.

Leadership, one of the most controversial and dynamic areas of modern management sciences, is gaining increasing importance every year due to its impact on the sustainability, competitiveness, and human resources of today's organizations. Building on this importance, "Beyond Authority: Leadership Approaches from Classical to Contemporary" is a comprehensive academic work that examines leadership not only as a form of managerial behavior but also encompasses its cultural, psychological, technological, and ethical dimensions within a broad framework. The book systematically examines the historical development of leadership theories, starting from classical approaches and extending to the complex, digitalized, and rapidly transforming nature of today's business world, thus establishing a strong analytical bridge extending from tradition to modernity, from people to technology. The chapters in the work are integrated along three main axes. The first axis reassesses classical leadership approaches in light of current literature, and the organizational and individual impacts of leadership styles that have historically formed the foundation of organizations, such as autocratic, democratic, and laissez-faire leadership, are discussed in detail. These approaches are discussed for their structures that can sometimes foster efficiency, while in other cases, they can negatively impact the organizational climate by restricting participation and creativity. Thus, the context-dependent functionality of leadership is emphasized. The second axis of the book covers popular leadership models prominent in today's business world. Contemporary approaches such as servant, visionary, agile, entrepreneurial, and toxic leadership are presented holistically, linking them to organizations' innovation capacity, employee psychology, performance indicators, and competitive strategies. This section reveals that leadership is no longer merely a management role; it also creates meaning, inspires, motivates, and builds culture. The third axis examines new-generation leadership approaches accelerated by digital transformation. Leadership styles required by the modern age, such as digital leadership, technological leadership, data-driven leadership, remote leadership, ethical and green leadership, are explored alongside concepts such as digitalization, sustainability, data analytics, ethical governance, and environmental responsibility. Thus, it is compellingly demonstrated that the future of leadership is shaped not only by technical expertise but also by ethical stance, environmental awareness, and social responsibility. The book's unique contribution lies in its ability to address all these leadership approaches individually while simultaneously connecting them to one another, making historical continuity and transformation visible, and providing the reader with a highly academically rigorous framework that provides guidance for practitioners. Rather than narrowing leadership down to a single form, the book adopts a holistic approach, assessing it alongside variables such as culture, organizational structure, employee expectations, technological change, and ethical principles. We hope this multidimensional analysis of leadership's journey from past to present will be beneficial for researchers, academics, managers, and all readers interested in leadership…

In today's world of accelerating digitalization, the concept of leadership is no longer just a managerial function, but has become a fundamental element that determines the strategic orientation and sustainable success of organizations. The uncertainty, speed, and complexity of the digital age render traditional leadership approaches inadequate and necessitate a new form of leadership that integrates technology, strategy, and human-centeredness. In this context, digital leadership is defined as a leadership style that can use the opportunities offered by digital technologies in line with strategic goals, guide organizations in digital transformation processes, and maintain a human-centered approach by supporting cultural transformation in this process. The importance of digital leadership stems from its power to transform not only the way organizations use technological tools but also their organizational culture, business methods, and innovation capacity. Studies in the literature reveal that digital leadership has direct and indirect effects on organizational agility, employee performance, and competitive advantage. However, resistance to change, lack of digital skills, and difficulty in adapting to rapid technological developments are among the main challenges faced by digital leaders. This study aims to provide a comprehensive framework on the definition of the concept of digital leadership, its theoretical foundations, its importance for organizations and employees, the competencies that digital leaders should have, and the organizational reflections of their practices, the problems encountered in digital leadership implementation processes, and solution suggestions.

This study aims to assess the relative efficiency of firms in Türkiye’s cargo distribution sector using the Data Envelopment Analysis (DEA) method. DEA is a widely recognized approach for measuring efficiency, supported by academic communities and applicable in various fields. In the analysis, seven variables were considered, encompassing six leading firms in the sector and one additional firm representing relatively minor companies. Within the scope of the study, all variables were transformed into percentages. While the number of employees, branches, and customer complaints were considered, the output variables focused on the amount of cargo transported and revenue generated. The efficiency analysis was conducted under the assumption of variable returns to scale, employing the Malmquist DEA model with an output-oriented approach over multiple years. Upon reviewing the results, it was determined that two or three firms demonstrated efficiency in each of the periods. In contrast, the remaining firms exhibited inefficiencies due to various issues, including customer shifts between companies. Inefficient firms faced challenges in operational, personnel, and technical efficiencies; firms that solve these problems are more efficient. The study contributes to the literature and the sector by providing policy recommendations for increasing efficiency and productivity in the Turkish cargo sector.

With the liberalization of the air transport sector and the positive impact of globalization, aviation activities are experiencing rapid growth. The growth in the aviation sector is not limited to passenger transportation, but also extends to air cargo transportation. While the sector offers numerous opportunities for economic development, it also brings various negative impacts, including high levels of carbon emissions and noise pollution. To reduce carbon emissions, businesses and authorized institutions have developed various projects, and the use of sustainable aviation fuels (SAF) is crucial in these initiatives. Although numerous studies are available in the literature, it is evident that insufficient studies are compiling the current status and future potential of sustainable aviation fuels. In this study, 480 scientific studies from the Web of Science database were examined, and 403 relevant scientific publications were systematically analyzed using a bibliometric analysis method in the Biblioshiny program. The analysis, data collection, and analysis processes, along with the findings obtained, are presented through visualizations. The fact that the words “emission” and “energy” are used 46 times each, and the word “airplane” is used 40 times, in the studies demonstrates the multidimensionality of the subject. According to the analysis, it is believed that SAF production has not yet reached the desired level, but is expected to become more effective in the future.

Toxic leadership refers to a process in which leaders create a lasting negative impact at different levels, from individuals to organizations, due to their damaging behaviors and inadequate personal characteristics. This leadership approach creates a toxic environment characterized by fear, mistrust, and dysfunction. The effects of toxic leadership go beyond the individual level and have serious organizational consequences, such as weakened organizational commitment, decreased job satisfaction, increased absenteeism, and loss of qualified workforce. The Enron scandal, the Volkswagen emissions crisis, the Theranos case, and various Ponzi schemes are striking examples of the effects of toxic leadership. There are various precautionary mechanisms that individuals and organizations can take to combat toxic leadership. Transparency, accountability mechanisms for managers, strong organizational culture, strategic human resources policies, and informing employees and managers about toxic leadership play a critical role in effectively combating toxic leadership. Although toxic leadership studies have been conducted in education, health, and various business sectors, there are gaps in the literature on the subject. In the future, it is expected that toxic leadership studies should be further investigated by researchers, and it is also expected to contribute to creating a healthier and more sustainable work environment by making comparisons with positive leadership models.