Urbanization is playing a key role in big cities of developing countries, which, in effect, is increasing the population. This study takes care of the mega infrastructure project (Orange Line Metro Train (OLMT)) to explore and identify the H&S (Health and Safety) factors that affect the local residents and the main key stakeholders working on the project. A Sequential Mixed-Method approach of the OLMT-project includes qualitative and quantitative methods were adopted. The data have been collected from the targeted population working on the OLMT-project through a questionnaire. The main key finding of the study indicates that poor planning and a lack of communication between the public and government led to frustration. The most significant factors that identified in the study were unsafe to work practice, project scope constraints, lack in technical and material support, unsafe/bad condition, health/environment degradation, declination and loss of resources and time, no proper emergency system, and negligence in adopting safety rules and laws. The study also revealed that the consensus should also be noticed between the key stakeholders (e.g., contractors, clients, safety officials, academia) in the second round of the Delphi survey of the project. The study findings will help the key stakeholders to prioritize their energies towards attaining zero levels of inadequate health and safety practices in infrastructure projects. The study outcomes can also be generalized for the other developing countries having a similar work scenario.

Leadership integrity is crucial in shaping ethical leadership or promoting a rigorous adherence to moral principles and standards. This study explores the intricate relationship between leader integrity, moral identification, self-regulation, and ethical leadership behavior, providing practical insights for healthcare leaders seeking to enhance ethical practices. It addresses a critical gap in the research landscape by focusing on individual-level ethical leadership within the healthcare sector, where prior investigations have been limited. This study examines the mediating role of moral identification among leader integrity and ethical leadership behavior. We surveyed 181 health sector workers and employed SmartPLS to assess the conceptualized relationships. The analyses reveal a significant indirect influence of leader integrity on ethical leadership behavior, whereas moral identification mediates the relationship. Our findings further indicate an intriguing moderation effect of self-regulation on the relationship between moral identification and ethical leadership behavior. This divergence from previous research underscores the significance of contextual and methodological factors in studying leadership integrity and ethical behavior. Our study contributes to the literature on the relationship through planned behavior theory by demonstrating that moral identification mediates the relationship between leader integrity and ethical leadership behavior in the context of the theory of planned behavior. Our findings underscore the significance of fostering leader integrity within organizations to indirectly promote ethical leadership behaviors through moral identification. Organizations should prioritize initiatives that cultivate moral identification among their members to enhance ethical cultures.

This study aims to analyze the role of green transformational leadership and human resource management in organizational performance with the mediating effect of green innovation. The study also proposes the moderating role of commitment to management change. The study used a quantitative research method with a random sampling technique and surveyed 235 managers from the Cement industry across Pakistan. The statistical techniques used to assess the study's hypotheses were partial least squares structural equation modeling (PLS-SEM) and SPSS. The findings show that green transformational leadership and HRM positively impact organizational performance, with green innovation partially mediating effect. Furthermore, affective commitment to management change strongly moderates the relationship between green innovation and organizational performance. In addition, the proposed relationship is based on the resource-based view (RBV) theory. Therefore, Managers and executives should adopt green principles and practices and build an environmentally friendly culture that encourages employees to engage in green behaviors and activities to improve organizational performance. To successfully implement green practices in a developing country like Pakistan, the Cement sector must understand how the cement industry improves its performance and whether employees demonstrate green innovation.

Ethical climate, ethical leadership, team cohesion, and collective moral efficacy influence organizational integrity and performance within higher education institutions. How do these factors interact within various cultural and institutional contexts, and what mechanisms reveal their relationships? This research investigates the relationship between ethical climate, ethical leadership, collective moral efficacy, and team cohesion within Pakistan, China, and Saudi Arabia higher education institutions. The research is based on Social Cognitive Theory and utilizes a quantitative survey method, obtaining data from 15 universities chosen for their varied cultural, economic, and institutional contexts. The results indicate that ethical climate substantially improves ethical leadership, with collective moral efficacy as a mediator and team cohesion as a moderator. The strength of these relationships differs among countries: China's collectivist culture and strong institutional frameworks enhance these associations, whereas Pakistan's resource limitations and systemic challenges diminish them. Saudi Arabia's Vision 2030 reforms indicate advancement; however, they encounter challenges in implementation. This study addresses significant gaps in the literature by introducing collective moral efficacy and team cohesion as mediating and moderating variables, extending Social Cognitive Theory, and offering a cross-cultural perspective on ethical leadership. The findings highlight the significance of promoting ethical climates, enhancing team cohesion, and tackling systemic challenges to improve leadership effectiveness and organizational outcomes. This investigation provides strategies for higher education institutions to enhance ethical practices and resilience across varied cultural and economic contexts. Ultimately, this study raises a pivotal question: How can higher education institutions worldwide leverage ethical climate and leadership to foster sustainable organizational practices and achieve institutional excellence in an increasingly complex global landscape?

This study examines the influence of leaders’ artificial intelligence symbolization on job-crafting behaviors, highlighting both positive and negative consequences in Chinese small and medium-sized firms. This research utilizes signaling theory to investigate the impact of leaders’ visible adoption of AI on employees’ readiness for change, perceived threats, and job-crafting behaviors. This study examines the moderating influence of organizational support to understand its amplifying and decreasing effects. This work utilizes Python-based statistical tools to provide a novel approach for evaluating behavioral data in social science research. The results reveal that leaders’ AI symbolization significantly improves employees’ readiness for change and promotes proactive job crafting. Conversely, symbolic actions may exacerbate perceived risks, adversely affecting job-crafting behaviors. Organizational support is essential to enhancing the beneficial impacts of AI symbolization on change readiness while alleviating its adverse consequences on perceived threats. These results show how crucial symbolic leadership is for getting people to use new technology and making staff more flexible in SMEs that use AI. By offering organizational training and resources, leaders may optimize favorable results and mitigate adverse effects. This study highlights its significance regarding change readiness, perceived threats, and job crafting. Furthermore, it underscores Python’s (3.9) potential as a groundbreaking tool for enhancing behavioral research in the age of AI.

Background: While the influence of leadership on organizational innovation is known, the contribution of ethical leadership to innovation via the mediating factors of trust and safety behavior is less examined within the healthcare sector. This study examines the impact of ethical leadership on organizational innovation, mediated by trust and safety behavior, within the healthcare sectors of Pakistan and China. Objectives: This study analyzes the comparative influence of ethical leadership on trust, safety behaviors, and organizational innovation in Pakistan and China. Specifically, it investigates the sequential mediating role of trust and safety behavior. Methods: The current study employed a quantitative cross-sectional methodology and examined 302 nurses: 159 from Sindh, Pakistan, and 143 from Heilongjiang, China. The proposed relationships and cross-cultural differences were examined utilizing the structural equation model. Results: The findings demonstrate that ethical leadership substantially affects trust, safety behavior, and innovation in both cultures, though with cultural variances. In China, ethical leadership exerts a more pronounced direct influence on followers’ safety behavior and innovation than in Pakistan, where the collectivist and hierarchical culture enhances trust and safety behavior by mediating roles. In both scenarios, trust and safety behavior link ethical leadership to innovation. Conclusion: This comparative study emphasizes the global importance of ethical leadership for trust, safety behavior, and innovation while highlighting cultural differences between Pakistan and China. In China, the influence of ethical leadership is more pronounced due to its organized administration. Still, in Pakistan, the collectivist and hierarchical society enhances the mediating effects of trust and safety behaviors. These findings are significant for healthcare firms to tailor ethical leadership to many cultures, enhancing trust, compliance, and innovation globally.