In light of an increasingly integrated society, in-depth research is needed to explore how particular perceived values may guide leadership behaviour by measuring the everyday actions of employees. As Asian individual values become collective, there is an increased likelihood that they will be perceived as cultural values that translate into expectations of leadership roles. This article considers the impact of changes in leadership roles from a role theory perspective, based on Asian values leading to changes in leadership styles. The sample is taken from an organised industrial zone which consists of a high immigrant workforce that continues to grow. The research was conducted in western Turkey but has appeared in leading survey results on Asian cultural values. This study found significant symbolic interactionism between values and leadership roles. There were also correlations between roles and leadership styles, since leaders also influence the interpersonal roles of their employees. Among managers involved in decision-making and information processing, an autocratic participative leadership style has emerged. Points for practitioners: In every organisation, leaders should be aware of values in their organisations by measuring the everyday actions of employees. To become proficient leaders, they should learn to act in a manner suitable to the roles expected by their subordinates. Furthermore, to be efficient, leaders should adopt what is considered a ‘proper' style through comparison to the indicated roles. In a nutshell, leadership, values and leadership styles are interference acts that affect all processes, from recruitment to strategic management.

Purpose: The purpose of this paper is to examine how the mediating effect of strategic management impacts the relationship between dynamic capabilities and firm performance concerning environmental munificence in 3rd party logistics (3PL) firms operating in Turkey.Design/methodology/approach: Variance-based structural equation modeling algorithm and correlation analysis were applied to survey data obtained from (n = 482) a top manager from 3PL companies.Findings: Results revealed that dynamic capabilities were a strong predictor for organizational performance, environmental munificence also emerges as a key predictor for dynamic capabilities and strategic management, and strategic management fully mediates the link between dynamic capabilities and organizational performance, suggesting that they function as substitutes in affecting performance outcomes.Research limitations/implications: This paper provides empirical evidence of the relationship between the dynamic capability adaptation, strategic management, environment and performance of 3PL firms. As a limitation, the results are based on survey research with a limited sample size.Practical implications: Organizations should manage not only dynamism but also the scarcity of environmental resources found to be significant on both dynamic capabilities and strategic management. Additionally, in the logistics sector, managers should focus on the big picture while they empower and lead capable followers to transform this strategic view into operational-level changes.Originality/value: Depending on the relationships between constructs, studying environmental munificence is a different topic than the dynamic environment concept in the effectiveness of dynamic capabilities of 3PL firms. As well as dynamic capabilities at the level of individual and strategic management relationship on organization performance are confirmed.

Purpose: This paper researches the effects of the cultural context from values' ground on leadership roles and the effects of roles on styles. The idea behind this study is to show that cultural communities have different cultural models regarding the kinds of roles leaders should or should not play.Design/methodology/approach: The sample was chosen from the part of the town where the immigrant workforce is growing, as well as it is the closest growing economic area to Europe in Turkey.Findings: The analysis shows that cultural values significantly affect leadership roles. Additionally, there is a correlation between roles and paternalistic leadership style. Asian cultural values do affect leadership roles more than Western values. Additionally, each culture is diminishing the other. As leadership roles increase, they are acting as paternalistic leadership substitutes.Originality/value: Interestingly we have introduced paternalistic leadership substitutes to literature and showed that paternalistic leadership is not only culturally but also contextually bounded.

Purpose: This paper articulates a multi-contextual and dynamic system for memory research in relation to multi-cultural organizations (MCOs) by a qualitative research method.Design/methodology/approach: Face-to-face semi-structured interviews were conducted with representatives of 30 national officers in North Atlantic Treaty Organization (NATO) to illuminate how the construction of organizational memory (OM) can then be compared and contrasted across different cultures.Findings: The findings show that OM still mostly resides in individuals with the social transfer. However, even if, cultural aspects define what should be stored, time and purpose, the static memory of individuals becomes dynamic OM that is represented and interpreted in an organization's practices, policies and learning.Originality/value: The primary contribution is to attempt to dissolve the seeming assumption of dialectical metaphoric perspectives of OM between different but related sub-communities of practice and outcomes. Consequently, socially constructed and individual memory models are necessary to integrate different metaphors according to the multi-context theory, which extends the understanding of the diversity between the cultural backgrounds of individuals and groups.

Aims and objectives: This study aims to examine the mediating role of fear of future violence in the relationship between exposure to violent events at work and burnout among physicians and nurses. Background: Workplace violence is an escalating concern within healthcare institutions in Türkiye. Increasing exposure to violent events among healthcare professionals contributes to heightened fear of future violence, which may in turn exacerbate burnout. Methods: A cross‐sectional research design was utilized, collecting data via an online survey distributed to 387 physicians and nurses. The hypothesized model was analyzed using structural equation modeling techniques implemented in AMOS and SmartPLS software. Results: The analysis revealed that exposure to workplace violence significantly elevated the depersonalization and emotional exhaustion dimensions of burnout. Conversely, it was associated with a paradoxical decrease in the personal accomplishment dimension. Notably, no statistically significant relationship was found between exposure to violence and fear of future violence. These findings underscore the complex interplay between various burnout dimensions and the impact of workplace violence on physicians and nurses. Discussion and conclusion: Workplace violence emerges as a significant contributor to burnout among physicians and nurses, affecting emotional exhaustion, depersonalization, and personal accomplishment in multifaceted ways. However, the anticipated relationship between exposure to violence and fear of future violence was not supported by the data, indicating a need for further research in this area. Implications for nursing policy: The findings of this study indicate that health policies in Türkiye should prioritize strategies aimed at preventing and managing violence against physicians and nurses. Measures such as violence management training, strengthening organizational support systems, and implementing clear protocols for reporting and responding to violent incidents can help mitigate burnout among physicians and nurses.