Emotional intelligence is the individual's ability to recognize, understand, and manage one's own emotions and to influence the emotions of others. In an organization, the leaders connect emotionally with the employees for the organization's success, growth, sustainability, and development. After the COVID-19 pandemic, effective leadership comes more into action where leaders need to understand, regulate self and others' emotions, and act accordingly for organizational change, development, growth, transformation, and sustainability. The study aims to provide insights into emotional intelligence and effective leadership using bibliometric techniques on 403 Scopus-indexed articles from 2012-2022. The study depicts performance analysis, intellectual structure, and thematic structure of emotional intelligence and leadership effectiveness. The results highlighted the publication trends, themes and derives future research trends by showcasing the role of emotional intelligence in effective leadership for shaping the future of the work.

Investigating consumer perceptions concerning neuromarketing strategies employed by marketers and the resultant impact on brand equity constitutes the core of the study. This chapter investigates the various neuromarketing strategies to ascertain their importance in influencing brand equity with a specific focus on 162 consumers of the Kangra District of Himachal Pradesh using convenience sampling. By employing empirical analysis and conceptual framework, the study seeks to ascertain how the neuromarketing strategies—brand positioning, brand awareness, brand prestige, performance, feeling, judgment, branding, advertisement, purchase decision, product design, and innovation—influence the brand equity. The findings offer valuable insights that will enlighten businesses and consumers about the implications of neuromarketing on customer choices and brand perception through the development of more productive consumer enticement strategies.

This systematic review examines the impact of flexible work arrangements and hybrid work on small- and medium-sized enterprises, following the Preferred Reporting Items for Systematic Reviews and Meta-Analyses 2020 framework. A total of 35 peer-reviewed studies published between 2016 and 2025 were analyzed from Scopus and Web of Science databases to identify global patterns, enabling factors, and organizational outcomes of workplace flexibility in small- and medium-sized enterprises. The findings reveal that flexible work arrangements and hybrid work have evolved from temporary responses during the COVID-19 pandemic into long-term organizational strategies in many contexts. Three key themes emerged from the analysis: workplace flexibility and employee outcomes, digital transformation as an enabling capability, and leadership as a driver of organizational resilience. Overall, the reviewed studies indicate that flexible work arrangements are generally associated with improvements in productivity, employee well-being, innovation, and organizational adaptability. However, these outcomes vary significantly across regions and are strongly influenced by digital readiness, leadership practices, and institutional support. Small- and medium-sized enterprises in developed economies demonstrate higher levels of digital maturity and more structured hybrid work adoption, while those in developing economies face constraints related to infrastructure, skills, and resources. The study concludes that flexible and hybrid work should be understood as integrated organizational strategies requiring strong digital capability, adaptive leadership, and supportive policy environments to ensure sustainable performance in small- and medium-sized enterprises.