The public sector is facing multiple changes. In a constantly changing environment, that is more and more demanding in terms of innovation and performance, the concept of leadership is of particular importance, as it is one of the few tools available to public managers.Based on the transformational leadership theory, the aim of this study is to explore how transformational leadership characteristics influence organizational change within the public sector in Lebanon. To serve this purpose, a qualitative approach is adopted based on a series of semi-focused interviews conducted with ten public managers running 10 public administrations. These administrations have undergone significant changes over the past five years.The results point out the importance of transformational behaviors adopted by public managers in leading change within the public sector in Lebanon, despite the multiple obstacles. They confirmed the role of two transformational dimensions related to idealized influence and inspirational motivation in the successful implementation of organizational change. This study contributes to better understanding of the role of transformational leadership in promoting change in the public sector.

Lebanon is facing an unprecedented political and economic crisis. Consequently, the country now urgently needs more than ever committed public managers, more involved and more effective in their work responsibilities to enhance public sector performance and reduce the consequences of the crisis. Little research has been done on the role of leadership in promoting organizational commitment in the public sector in Lebanon. Thus, referring to the leadership full range theory, this study aims to investigate the association between leadership styles and organizational commitment with the mediating role of Leader-member exchange (LMX). It further aims to examine the relationships between gender, leadership style, LMX and organizational commitment in the Lebanese public context.Data were collected via an online survey on a sample composed of 132 middle managers working in six public administrations in Lebanon. Linear and multiple regression analyses were carried out to test the direct and indirect effect of leadership styles on organizational commitment. The results indicated that both two styles of Bass are positively correlated with organizational commitment. The results also revealed a significant relationship between public servant gender and the quality of his relationship with the leader. Moreover, results showed that LMX doesn’t mediate the relationship between transformational leadership and organizational commitment, although it partially mediates the relationship between transactional leadership and organizational commitment. This study contributes to understanding of the mechanisms of developing organizational commitment through leadership styles. It also has implications for public service recruitment and training policies.

Despite global advances, the digital transformation of public services in developing countries often fails to meet its objectives. This study argues that a primary reason for this is an overemphasis on technological solutions and a neglect of the broader institutional context. Through a qualitative case study of Lebanon and applying the Technology–Organization–Environment (TOE) framework, this research identifies the critical drivers and barriers to digital government transformation. The analysis demonstrates that organizational factors (e.g., leadership, inertia) and environmental factors (e.g., political will, economic crisis) are more decisive than technological capacity alone. The findings underscore that digital transformation is a fundamentally socio-technical process, where success depends on managing the complex interplay between political interests, organizational culture, and public demand. This study offers theoretical contributions by validating an integrated view of digital transformation and provides practical implications for reformers in developing nations, highlighting the need for strategies that build dynamic capabilities and navigate contentious political landscapes.

For the past two years, the Lebanese socio-economic crisis has had disastrous effects on the hospitality industry especially the food Service sector. During high adversity and incredibly challenging times, leaders must develop and nurture resilience in the organizations. Resilience may be the attribute that is most needed today by Lebanese leaders since they ought to be more responsive and more attuned to the unprecedented difficult conditions in the country. Based on the Duchek (2020) model of organizational resilience, and the crisis management approach, this qualitative research study focuses on gaining insight and understanding about the managers/owners’ perceptions of events and circumstances affecting their industry, and how they have adjusted to the challenges raised simultaneously by the worst economic crisis in the country and by the spread of Covid-19 around the world. The authors of the study utilized semi-structured interviews to collect and analyze the study data. The findings reveal that pursuing resilience is a process based on the interactions between organizational resilience capabilities and crisis management tasks, and it is mainly characterized by three phases: anticipation of potential threats, coping with disruption and adapting to the new reality.