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This study empirically investigates the impact of organizational structure (specifically centralization) on the occurrence of the passive leadership. The authors also examine the mediating role of autonomy frustrations and the moderating effect of turnover intentions in these relationships.

Using structural equation modelling as well as PROCESS macro (version 3.5), the research model is analysed based on a sample of 133 employee–supervisor dyads in various public sector organizations in Dubai.

Contrary to the study hypothesis and assumption, the results demonstrate that centralization has no significant direct effect on the occurrence of passive leadership; however, this effect found to be significant only via the mediating of autonomy frustrations (fully mediator). This influence is strengthening when a supervisor has the intentions to leave his/her organizations.

These findings point on how and why centralization can lead to occurrence of passive leadership.

Ostracism is a common challenge in the workplace, but little is known about the behaviours of those who trigger it. The authors examined how leader favouritism can drive coworkers to ostracise one another, given that leadership is a key factor in shaping employee attitudes and behaviour. Invoking social comparison theory, the authors assessed a model of how perceived favouritism affects ostracism through jealousy, moderated by organisation-based self-esteem (OBSE).

The authors surveyed 294 non-managerial employees from several service organisations in the United Arab Emirates (UAE) and analysed the data with partial least squares structural equation modelling (PLS-SEM) using SmartPLS 3 software.

Unexpectedly, leader favouritism did not directly affect ostracism but only indirectly through the mediation of jealousy. OBSE was found to moderate this relationship, suggesting that higher levels of OBSE can weaken the impact of leader favouritism on employee jealousy.

These findings explain the intricate dynamics and underlying reasons as to how leader favouritism can instigate employee-to-employee ostracism.

This study expands on research related to the dark side of personality traits by examining how individual dark personality affects proactive work behaviours. Specifically, the authors consider paranoia as a dark personality trait and propose that it negatively relates to perceived psychological safety and indirectly affects frontline employees' (FLEs) willingness to report customer complaints as well as their extra-role customer service. The authors also posit that empathetic leadership is a focal, contextual factor that mitigates the impact of paranoia on perceived psychological safety and, consequently, the willingness to report customer complaints and engage in extra-role customer service behaviour.

The model was tested on a sample of 252 FLEs using process macro (Hayes, 2017) and AMOS. Data were collected from FLEs working in different hospitality organisations using a time-lagged design; supervisor-rated employee extra-role customer service was also measured.

The authors found that FLEs with a paranoid personality trait had a lesser sense of psychological safety at work, which reduced their willingness to engage in proactive work behaviours. However, this negative effect was mitigated by the presence of an empathetic leader.

The results are important because research has yet to determine which actions managers should take to counter the negative effects of dark personalities in the workplace.

Using Pakistan's public sector higher education institutions as the study site, this study aims to empirically substantiate, under the theoretical underpinnings of job enrichment theory (Hackman and Oldham, 1976) and Maslow's (1943) theory of the hierarchy of needs, the impact of flexible work practices (FWPs), on employee work engagement and organizational attractiveness, with the mediating lens of work life enrichment.

Field data were collected at five higher education institutions located in the Islamabad Capital Territory (ICT) of Pakistan, using the convenience sampling technique and analyzed under the quantitative research paradigm.

This study substantiates with an empirical evidence that flexible work practices (FWPs) have a significant positive impact on both employee work engagement and organizational attractiveness. Markedly, the study findings reveal that the said impact is significantly stronger than that of sabbaticals. Furthermore, the study reveals that the positive relationship is mediated by work life enrichment, signaling its significance in understanding FWP's such impact on employee work engagement and organizational attractiveness.

The study findings provide significant implications for academia, practitioners, and policymakers, in evidence-based recommendations for higher education institutions to design and implement FWPs that are effective in enhancing employee work engagement and organizational attractiveness, and, in turn, leading to improved organizational performance.

This research study provides a novel contribution to the existing literature by exploring the combined impact of flexible work practices on employee work engagement and organizational attractiveness in the peculiar context of Pakistan's public sector higher education institutions. Additionally, the study's focus on the mediating role of work life enrichment further adds to its novelty.

This paper aims to form an empirical study, stemming from a Middle-Eastern context, on eliminating gender discrimination and achieving women’s empowerment. It aims to develop a conceptual model on the principal social and cultural factors inducing the success of Emirati women in attaining senior leadership roles and shaping their leadership style to be transformational. Moreover, it examines the comparability and divergence of the accumulated data on the empowerment of Emirati women in an international context from existing international literature.

The design of the study was based on data gathered from face-to-face, semi-structured interviews with four Emirati women occupying the highest leadership positions in various fields, followed by thematic analysis.

Data analysis confirmed the significant influence of the study’s key factors, namely, the role of the national government, Islamic work ethic and family, on the subjects’ empowerment and their adherence to transformational leadership style. However, two new k ey factors impacting empowerment emerged, namely, the influence of rulers’ leadership and the efforts in balancing work/life commitments. The findings led to the development of a study model on Emirati women empowerment and leadership style, reflecting the appropriateness of international literature on the Emirati context. Particularly, it is the social and economic circumstances of the nation supported by policies form the major source of empowerment, in addition to the important role that family capital and business ethics play. Remarkably, the challenges facing Emirati working women ought to be different than the rest of the Middle East.

A dearth of literature pertaining to women’s leadership exists; however, they were mostly carried out within Western contexts that may not be applicable to Arab societies because of cultural and religious differences. The study strives to portray an unambiguous picture to the significant impact of the parenting role and Islam work ethics in relating positively to their daughters and prompt them to develop crucial societal and professional skills, in a country as UAE where expatriates and Westerns dominate the population body. In addition, it shapes the UAE national government as a unique example and role model, to local governments in other Arab states, to learn from regarding supporting women, helping them to achieve excellence. Aiming for feminizing leadership, the Emirati women leadership styles are explored in an attempt to demonstrate the capacities and potentials of Emirati and Arab women in positions of power and influence. It is assumed that this study will help in bringing confidence in Emirati women capabilities, inducing a change in attitudes towards Arab women managers and encouraging employment in non-traditional feminine based jobs.