Purpose: Drawing on the leader–member exchange (LMX) theory, we examine the role of empowering leadership in employee organizational commitment and the organizational citizenship behavior. Furthermore, we examine if these relationships are explained by factors such as follower trust in the leader and leader authenticity.Design/methodology/approach: We draw on survey data from 153 individuals serving the hospitality industry sector. The data are analyzed using structural equation modeling.Findings: Results show that trust in a leader positively mediates the relationship between empowering leadership and organizational citizenship behavior as well as organizational commitment. We also find a direct association between empowering leadership and the two organizational outcomes. However, we do not find evidence of the moderating role of leader authenticity in empowering leadership and trust in leader–leader relationship.Originality/value: This paper brings to light the significance of empowering leadership, especially for hospitality workers who often operate in stressful and deeply hierarchical organizational environments. Our study findings provide a pathway for how supervisors should follow an empowering form of leadership annculcate trust in employees for better organizational outcomes. The findings indicate significant theoretical and practical implications and offer recommendations for future research.

The employability of university graduates mainly depends upon the skillset they acquire through curriculum, subject specializations, and pedagogical practice. Contemporary analytical, big data-driven, and IT-based skills are imperative for supply chain graduates and business schools' sustainability. This study aims to provide directions and guidelines on the curriculum framework that offers an equilibrium of qualitative and quantitative skills for supply chain management graduates' employment and relative sustainability for universities. We utilized a three-pronged methodology to identify analytical, big data-driven, and IT-based skills. First, literature review was used to identify 18 criteria organized into 3 themes. Second, we conducted interpretive content analysis of the curricula of 38 Association to Advance Collegiate Schools of Business (AACSB) accredited supply chain management programs across the world. Third, in-depth interviews with 16 leading academics and industry experts were conducted to conclude the study and draw meaningful insights. Specific solutions aimed at combating the contemporary challenges and the implications of redesigning interdisciplinary curricula for students in specialized business programs – such as supply chains, logistics, and operations – are also offered. This research provides new insights to continuously improve interdisciplinary curricula, enhancing students' employability and contributing to universities’ financial sustainability.

Purpose: This paper proposes a mechanism explaining how transformational leadership and transactional leadership influence project success. Drawing on the theory of reasoned action and social exchange theory, we argue that transactional leadership positively influences project teams' knowledge-sharing behaviors and project success. Furthermore, transformational leadership (in a sequence) positively influences knowledge-sharing attitudes, knowledge-sharing behaviors and then the project success. Design/methodology/approach: We draw on survey data from 129 individuals working on projects in the telecomm sector firms. Data were analyzed structural equation modeling. Findings: Results show that transformational leadership has an indirect (positive) effect on project success through (1) knowledge-sharing attitudes as well as (2) a sequential process, where it influences knowledge-sharing attitudes, which subsequently influences knowledge-sharing behaviors and then project success. Furthermore, knowledge-sharing behaviors positively mediate the relationship between transactional leadership and project success. Originality/value: Research predominantly conceptualizes knowledge sharing as knowledge-sharing behaviors, overlapping at times knowledge-sharing attitudes with knowledge-sharing behaviors, while the two can arguably be seen as different constructs, and they may or may not be associated with each other. We show how the two aspects of knowledge-sharing are influenced by particular leadership styles. Secondly, research mainly looks at the outcomes of knowledge sharing and leadership in permanent organizations and not the project environment, while projects are constrained by fixed cost, time and scope rather than undertaken in ways routine organizational processes take place. Lastly, the differentiated role of transformational leadership and transactional leadership for knowledge sharing and project success is not highlighted in existing research. By drawing on these, we make some key contributions to research.

Purpose: Businesses are increasingly striving to become sustainable in terms of economic, environmental and social aspects. However, in the fresh food retail supply chains (SCs), achieving environmental objectives can be challenging because of the unique characteristics of products such as perishability, bulkiness, short product lifecycle and the requirement for cold chain infrastructure. The retail industry is the face of a SC. Therefore, its role in achieving sustainable objectives is pivotal. This study examines the effect of green in-store operations on sustainability performance indicators of fresh food retail and examines the moderating role of organization size in this context.Design/methodology/approach: Data are collected through surveys using self-administered questionnaires from 70 retail stores with 188 completed responses. Data are analyzed using structural equation modeling.Findings: Results show a positive relationship between green in-store operation with environmental social and economic performance. Furthermore, these relationships are moderated by the organization size such that the positive green in-store operation and performance relationships are stronger in the case of environmental and social performance only and for larger retail stores. No moderation is seen for economic performance.Originality/value: The study broadens the understanding of green SC management’s effect on sustainability performance in the retail industry. It shows how the positive implications of a green SC are contingent on organization size and have prominence for environmental and social performance.