Purpose: Given that individual creativity is a critical element to achieving organizational competitiveness, the purpose of this study is to attempt to investigate how transformational leadership (TL) drives employee creative process engagement (CPE) by improving their creative self-efficacy (CSE).Design/methodology/approach: Analysis has been performed based on 194 responses from information and communication technology firms using a cross-sectional survey design. The study follows a deductive research approach to test the hypotheses. It uses SmartPLS2 and IBM SPSS 21 for a structural equation model.Findings: The investigation finds that TL significantly predicts CPE, and CSE partially mediates the TL–CPE relationship. The result demonstrates that TL shapes an organizational climate conducive to the employees’ CPE by building employees’ self-efficacy.Research limitations/implications: The study sample was drawn from a single sector of the Bangladeshi economy. The sampling design represents a limitation, for which the findings cannot be broadly generalized. Replications and augmentations of the study in various industrial areas will help test the robustness and generalizability of the discoveries.Practical implications: TL and CPE are desirable organizational outcomes across all cultures. From a practical standpoint, the outcomes demonstrate that TL is linked to CPE and CSE among information and communication technology employees. This study extends the appropriateness of CSE into Asian countries. Notably, it provides additional insight into a contemporary TL model that can unequivocally impact leadership development in the Bangladeshi information and communication technology firms. Managers or chief executive officers in the small and medium enterprises are expected to exhibit TL attributes by designing a supportive organizational climate that will motivate employees to exhibit creative activities.Social implications: TL transforms employees’ psychological state to get them to engage in creative processes, benefiting the organizational stakeholders by their unconventional creative behavior. The TL-driven innovative outcome through employees’ CPE contributes to the development of social well-being.Originality/value: This paper adds significance to the extant literature regarding the determinants of the mediating impact of CSE on TL and CPE from the viewpoints of information and communication technology firms, particularly from developing countries, such as Bangladesh. It also contributes to reconcile the findings of the previous studies around the globe in both developed and developing countries.

Organizational citizenship behaviour for environment of employees is indispensable in realizing environmental sustainability goals of organizations. However, in the growing literature of employee green behaviour at work, scant attention has been paid on the impact of leader’s specific support for environment, and the mechanisms through which it impacts organizational citizenship behaviour for environment. Drawing upon social exchange theory, self-determination theory and theory of normative conduct, we tested the impact of leader’s support for environment, autonomous motivation for environment and perceived group’s green climate on organizational citizenship behaviour for environment in an integrated model. The sample included 313 executive level employees of green implemented textile and apparel manufacturing factories in Sri Lanka. The results of structural equation modelling showed a direct positive impact of leader’s support for environment on organizational citizenship behaviour for environment. Further, autonomous motivation for environment and perceived group’s green climate were found to be partial mediators between leader’s support for environment and organizational citizenship behaviour for environment. We discussed the theoretical implications for sustainability literature and the managerial implications for organizational practitioners in promoting organizational citizenship behaviour for environment.

The past few decades showed inadequate discussion of the impact of employees’ knowledge sharing and its diffusion on advancing banks’ long-term sustainability. The objective of the study is to examine the role of employees’ knowledge sharing on the sustainable performance of the banks operating in Bangladesh. Furthermore, this study tested the “moderated mediation model” of knowledge hiding and employees’ ambidexterity on the association above. The researchers applied the deductive reasoning method through the application of quantitative techniques, using structural equation modeling. Finally, 287 respondents from different banks were chosen through a self-administered questionnaire survey in the capital city of Dhaka. The findings indicated that all the predictor variables significantly explain the outcome variable, except the influence of knowledge sharing. Mediation analysis showed that employees’ ambidexterity mediated the association between knowledge sharing and sustainable performance. Surprisingly, moderation analysis revealed that the influence of knowledge sharing on employees’ ambidexterity is not affected by knowledge hiding. This study adds to the existing literature by demonstrating the importance of knowledge hiding, along with explaining how knowledge sharing can motivate and influence employees to achieve sustainable performances. In addition, the main contribution of this study is to advance knowledge and add values in the forms of knowledge creation, preservation, and dissemination among practitioners, banking professionals, and academics for utilizing their domain-specific areas to increase long-term sustainability.

Manufacturing enterprises face a strategic challenge in managing risks, as safety concerns can result in huge costs for employee wellbeing and business success. However, there is no clear link between using diverse instruments to assess and measure safety performance and the culture and climate of safety in the workplace, which is likely due to differing perspectives on the topic. This study explores the influence of safety culture and climate on safety performance and on the mediating role of employee engagement in the Ethiopian manufacturing sector. This study was conducted using a quantitative research methodology 368, where three hundred and sixty-eight respondents from five large-scale industrial manufacturing enterprises were selected through purposive sampling. A combination of techniques was used, including structural equation modeling, growth paths, and correlation matrix, and these were performed using the SPSS/AMOS v. 24 software suites. These methods established a causal relationship between safety culture, safety climate, and safety performance. The study’s main finding is that safety culture significantly impacts safety performance, which is followed by safety climate. Additionally, employee engagement played a significant mediating role between safety culture and safety performance, as well as between safety climate and safety performance. Based on these results, policymakers and practitioners in large-scale manufacturing enterprises in Ethiopia should prioritize improving the safety culture and climate of their workplaces to enhance safety performance and overall safety.

Purpose: This study aims at finding the potential impact on organizational innovations and corporate performance through the influence of transformational leadership on knowledge management and organizational learning. Methodology: Stratified random sampling was used to collect 273 usable responses from 500 respondents for using Structural Equation Modeling (SEM). The deductive approach was adopted under positivism philosophy. Findings: The Result shows that transformational leadership, organizational learning, and knowledge management significantly predict corporate innovation and those, in effect, foster organizational performance through organizational innovation. Implication: One of the implications of this study is the role of transformational leadership is worth evident through empirical findings to transform knowledge management and organizational learning into organizational innovation. Limitation: The size of the sample prevents the result to generalize the results in the home and abroad, and on the contrary, random sampling could have improved universal acceptance of the result which was not used in this study.