text stringlengths 2 512 | source_url stringclasses 15
values | source_title stringclasses 15
values | source_domain stringclasses 11
values | license_type stringclasses 2
values | attribution_required bool 1
class | attribution_text stringclasses 1
value | license_url stringclasses 1
value | relevance_score float64 0.27 0.78 | quality_score float64 0.45 0.89 | topics stringlengths 2 75 | character_count int64 2 512 | subject_name stringclasses 1
value | subject_type stringclasses 1
value | extraction_date stringdate 2026-04-14 22:53:48 2026-04-14 22:53:51 | embedding listlengths 384 384 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
ividuals gain higher self-efficacy toward change. Based on this notion, we proposed that AL moderates the relationship between LOs, CSE, and OIs. Learning organizations and organizational innovations In organizations where management provides the environment of learning and critical thinking at the team and individual ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.408 | 0.842 | ["management", "education", "innovation", "networking", "war_conflict"] | 481 | Situational Leadership | topic | 2026-04-14T22:53:49.048431 | [
0.048407383263111115,
-0.029952818527817726,
-0.005039207171648741,
0.016436366364359856,
0.01208293903619051,
-0.07018808275461197,
0.05148853734135628,
0.05264146998524666,
0.11461052298545837,
0.03567524999380112,
0.014659294858574867,
0.07961680740118027,
0.01768941804766655,
-0.062467... | ||
cts, i.e., structural, technological, and social. According to him, the structural element; of a LOs is concerned with organizational hierarchy, policies, and procedures; whereas the technological aspect is concerned with hierarchical organization communication process and procedure during the process of change; lastly... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.499 | 0.822 | ["leadership", "communication", "strategy"] | 447 | Situational Leadership | topic | 2026-04-14T22:53:49.048587 | [
-0.004927156958729029,
-0.03212335705757141,
-0.003472608281299472,
-0.052038103342056274,
0.028882227838039398,
-0.05641983821988106,
0.012901750393211842,
0.03003716841340065,
0.026353713124990463,
0.020551251247525215,
0.0511242039501667,
0.04992802068591118,
0.05439350754022598,
0.0157... | ||
d organizational strategy (Hansen et al., 2020 ). By utilizing and sharing internal and external knowledge, LOs promote creativity and innovation development at the individual and team levels (Anjaria, 2020 ). Furthermore, the LOs are intelligent, innovative organizations that accomplish their goals, overcome performan... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.604 | 0.848 | ["strategy", "management", "innovation", "education", "philosophy"] | 512 | Situational Leadership | topic | 2026-04-14T22:53:49.048733 | [
-0.005213786847889423,
-0.05107574537396431,
-0.014688091352581978,
-0.06668386608362198,
0.03802037611603737,
0.031350623816251755,
-0.024601547047495842,
-0.025826698169112206,
0.01555885374546051,
0.028288060799241066,
0.024878906086087227,
0.13055534660816193,
0.038932234048843384,
-0.... | ||
on a work team system that replenishes and arranges expertise, distributes, develops, and utilizes them to the organization's strengths in times of change and strategic planning (Saeed et al., 2022 ). It has been observed that, LOs, by utilizing the skills of knowledge (acquisition, creating, sharing, and applying), en... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.592 | 0.854 | ["strategy", "management", "innovation", "education", "philosophy"] | 511 | Situational Leadership | topic | 2026-04-14T22:53:49.048874 | [
-0.004976751282811165,
-0.0055951266549527645,
-0.030041871592402458,
-0.014436978846788406,
-0.024434376507997513,
0.020328978076577187,
-0.01996346190571785,
0.008735958486795425,
0.019515465945005417,
0.020797818899154663,
-0.04053790122270584,
0.13826686143875122,
0.04076898843050003,
... | ||
tage (Chinowsky et al., 2007a , 2007b ; Chinowsky et al., 2007a , 2007b ) and to deal positively with crisis challenges (Al-Janabi et al., 2022 ; López-Cabarcos et al., 2021 , 2023 ). Innovations are vital to the business's growth and development and to enhance the organization's market share (Yildiz & Aykanat, 2021 ).... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.429 | 0.7 | ["crisis", "innovation"] | 442 | Situational Leadership | topic | 2026-04-14T22:53:49.049004 | [
-0.0719732940196991,
-0.0021766736172139645,
-0.011521218344569206,
-0.002745899138972163,
0.04285706207156181,
-0.057357143610715866,
0.04406007006764412,
0.08469504117965698,
0.04997532069683075,
-0.0146423215046525,
-0.018317103385925293,
0.09054331481456757,
0.0017362358048558235,
-0.0... | ||
thorities of individuals (Hussain et al., 2022 ). Moreover, innovations help the business promote products/services, and these organizational activities show how much organizations value the demands of their customers (Dooley & O’Sullivan, 2001 ; Dooley & O'Sullivan, 2007 ). Moreover, Alfawaire and Atan ( 2021 , p. 13)... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.557 | 0.86 | ["innovation"] | 511 | Situational Leadership | topic | 2026-04-14T22:53:49.049126 | [
-0.030840696766972542,
-0.0341879203915596,
-0.02482498623430729,
-0.029284287244081497,
-0.0021620739717036486,
-0.05424251779913902,
0.0390462651848793,
0.007845273241400719,
0.05980542674660683,
-0.06743033230304718,
0.02356986701488495,
0.07702454179525375,
0.01589047536253929,
-0.0282... | ||
observed in recent studies that different factors influence the OIs, such as empowerment of leadership (Supriyanto et al., 2023 ), strategic HRM and knowledge management (Alfawaire & Atan, 2021 ), organizational learning capability (Haile & Tüzüner, 2022 ), organizational culture and learning (Hussain et al., 2022 ) an... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.53 | 0.852 | ["education", "leadership", "strategy", "management", "agents"] | 512 | Situational Leadership | topic | 2026-04-14T22:53:49.049258 | [
0.05661024525761604,
-0.006696647498756647,
-0.02115042693912983,
0.02067536488175392,
0.04204853996634483,
-0.069062739610672,
-0.0190049447119236,
0.0057153403759002686,
0.06108252331614494,
0.003905434859916568,
0.06042588874697685,
0.17832420766353607,
0.04577423259615898,
-0.013797973... | ||
of improvement for a smooth workflow, higher innovations, and new insights for organizations in the dynamic and competitive environment market (Khunsoonthornkit & Panjakajornsak, 2018 ). These organizations also contribute to human capital development and improve individuals' creative and innovative capabilities (Geok ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.588 | 0.84 | ["innovation", "agents", "education"] | 512 | Situational Leadership | topic | 2026-04-14T22:53:49.049391 | [
0.07922833412885666,
0.014045671559870243,
-0.032056283205747604,
0.030077839270234108,
0.009546010755002499,
-0.0618547648191452,
-0.010676919482648373,
-0.05887548625469208,
0.004522365052253008,
-0.014302631840109825,
-0.004563181195408106,
0.047057539224624634,
-0.04781216010451317,
-0... | ||
ional effectiveness, the readiness of employees for the acceptance of change policies, a commitment of management to the organization, innovation, and sharing of learning by the team members in the form of knowledge and experience sharing (Chughtai et al., 2022 ; Khan et al., 2021 ; Kumar et al., 2021 ). Based on the a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.572 | 0.84 | ["management", "education", "innovation", "philosophy"] | 421 | Situational Leadership | topic | 2026-04-14T22:53:49.049521 | [
0.0315173976123333,
-0.02860071323812008,
0.0009010460926219821,
-0.000018665650713955984,
0.07544010132551193,
0.00797541905194521,
0.03013724647462368,
-0.043708253651857376,
0.0975794643163681,
0.023802535608410835,
0.04181341826915741,
0.1490781605243683,
0.017100133001804352,
-0.00373... | ||
re is a positive association between LOs and OIs. Change self-efficacy as mediator Self-efficacy is related to an individual's belief that they can perform a course of action to achieve the workplace demands which occur with the change in situations (Bandura, 1977 , 1986 ). Self-efficacy is not related to the individua... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.546 | 0.854 | ["philosophy"] | 488 | Situational Leadership | topic | 2026-04-14T22:53:49.049665 | [
0.07035361975431442,
-0.010776578448712826,
0.02321227267384529,
-0.015377845615148544,
0.031642086803913116,
-0.001928929123096168,
0.08821993321180344,
0.04465244710445404,
0.0865212008357048,
-0.006584613583981991,
0.06155193969607353,
0.12066790461540222,
0.009307452477514744,
-0.06320... | ||
ific cognitive behaviors (Bandura, 1977 , 1986 ). In contrast, Helfrich et al. ( 2018 ) explained CSE as employees' joint ability and shared beliefs necessary for implementing change. Higher level CSE of employees shows their motivation and self-confidence to accomplish organizational change objectives (Bandura, 1977 ,... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.439 | 0.85 | ["motivation"] | 512 | Situational Leadership | topic | 2026-04-14T22:53:49.049787 | [
-0.0023722609039396048,
0.05554887652397156,
-0.009108753874897957,
0.01595993898808956,
0.006959922611713409,
0.012238278053700924,
0.10290064662694931,
0.06411009281873703,
0.002104956889525056,
0.03168906643986702,
0.006975935306400061,
-0.02883569709956646,
0.02631434053182602,
0.00558... | ||
g from anxiety, exhaustion, and psychological distress (Annesi & Powell, 2023 ; Bandura, 1977 ; Jimmieson et al., 2004 ). Moreover, employees with a higher CSE perceive organizational change as an opportunity to improve their abilities and skills (Haqq, 2023 ; Kebede & Wang, 2022 ). Furthermore, LOs create a reasonable... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.579 | 0.83 | ["education", "philosophy"] | 425 | Situational Leadership | topic | 2026-04-14T22:53:49.049920 | [
0.025224074721336365,
-0.007581860292702913,
0.038131821900606155,
0.045539308339357376,
0.05282873660326004,
-0.006107463501393795,
0.1163581907749176,
0.016720842570066452,
0.03742533177137375,
-0.0361587330698967,
-0.022261837497353554,
0.07873103767633438,
-0.003988567739725113,
-0.096... | ||
expressing their opinions (Garvin et al., 2008 ). In contrast, learning is essential to an organization's change process, giving it an advantage over other organizations with slower change processes (Tidd & Bessant, 2020 ). In addition, an alternative view of LOs as organizational settings results in the production, ab... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.393 | 0.838 | ["education"] | 472 | Situational Leadership | topic | 2026-04-14T22:53:49.050061 | [
0.0816025584936142,
-0.015450621023774147,
-0.000776859640609473,
0.0194338820874691,
0.08799845725297928,
0.02589278109371662,
-0.007518400438129902,
-0.03959059715270996,
0.06855813413858414,
0.026318306103348732,
0.09040811657905579,
0.1227722018957138,
-0.025523943826556206,
-0.0129988... | ||
commitment and sensibility (Ahmad et al., 2023 ). LOs, through the continuous and systematic change in organizational structure through learning, motivational policies, and practices, and with the culture of knowledge sharing, help the management for the promotion and facilitation of OIs (Chang et al., 2012 ; Damanpour... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.585 | 0.854 | ["motivation", "education", "management"] | 511 | Situational Leadership | topic | 2026-04-14T22:53:49.050215 | [
0.050193652510643005,
0.027055611833930016,
-0.031614404171705246,
-0.016136422753334045,
0.057752590626478195,
0.00302533688955009,
0.0516691692173481,
-0.006252114661037922,
0.01580510474741459,
0.014757967554032803,
0.09241065382957458,
0.09158709645271301,
0.021989431232213974,
0.05983... | ||
and self-efficacy (Burnes & Todnem, 2012 ), which further produces innovative and creative activities. On the other side, a level of higher CSE is mandatory during the developmental change process (Haqq, 2023 ; Zainab et al., 2021 ), and it can be achieved by providing an environment of motivation, counseling, coaching... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.554 | 0.862 | ["motivation", "innovation", "education"] | 512 | Situational Leadership | topic | 2026-04-14T22:53:49.050345 | [
0.003335099434480071,
0.022335942834615707,
0.013039279729127884,
0.047703132033348083,
-0.019910244271159172,
-0.04238637536764145,
0.07283995300531387,
0.06939724832773209,
0.0371042862534523,
0.03719812631607056,
-0.018182380124926567,
0.0035396001767367125,
0.040664199739694595,
-0.089... | ||
ividuals comes not only from their past experiences but also due to the supportive environment and culture of the organizations provided by the LOs (Weng et al., 2012 , 2015 ). From the above-detailed discussion of literature, we hypothesize that: Hypothesis 2: CSE mediates the positive relationship between LOs and OIs... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.476 | 0.848 | ["leadership", "ethics", "networking", "education"] | 498 | Situational Leadership | topic | 2026-04-14T22:53:49.050476 | [
0.008337724022567272,
0.021456526592373848,
0.04683563485741615,
0.08944205939769745,
0.013821309432387352,
-0.021454887464642525,
-0.07174309343099594,
-0.015210871584713459,
0.06841421872377396,
0.005267817061394453,
-0.004384963773190975,
0.07469519972801208,
0.07771971821784973,
-0.001... | ||
for subordinates (García-Morales et al., 2006 ). Leadership styles influence the individuals' opinions and beliefs that enable them to accept the changes (Rafferty et al., 2013 ). Effective leadership is mandatory to optimize organizational performance (Mirčetić et al., 2019 ). In specific, leaders should get both "ope... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.504 | 0.846 | ["leadership", "ethics", "philosophy"] | 511 | Situational Leadership | topic | 2026-04-14T22:53:49.050606 | [
0.048505645245313644,
0.030654216185212135,
0.021047202870249748,
0.030452096834778786,
-0.01296969223767519,
0.005470401607453823,
-0.0286761075258255,
-0.05469834804534912,
0.0038582822307944298,
0.04049381613731384,
0.013987605459988117,
0.11876220256090164,
-0.01224540639668703,
-0.000... | ||
fferently and try new things, enabling them to make decisions on their own, and actively supporting their attempts to challenge entrenched ways of doing things (Jia et al., 2022 ).; whereas. "Closing" characteristics include taking corrective intervention, establishing clear rules, and monitoring goal accomplishments (... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.401 | 0.84 | ["decision_making", "crisis", "education"] | 480 | Situational Leadership | topic | 2026-04-14T22:53:49.050771 | [
0.07441515475511551,
-0.051826756447553635,
0.049030281603336334,
0.01512302365154028,
0.07958198338747025,
0.02018694020807743,
0.01901850476861,
-0.012925789691507816,
0.00196649506688118,
0.03354255482554436,
0.05656994879245758,
0.11784636974334717,
-0.07450253516435623,
-0.02515384741... | ||
undergoes continual change (Ahmad et al., 2023 ). Moreover, LOs demonstrate that the organization that seeks to establish its future is the one that is learning by presuming that learning is an ongoing and innovative process for its employees, that it emerged, adapts, and modifies following the requirements and expecta... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.504 | 0.858 | ["education"] | 512 | Situational Leadership | topic | 2026-04-14T22:53:49.050902 | [
0.0353565476834774,
-0.016933536157011986,
0.03852972760796547,
0.02917695790529251,
0.04352392628788948,
-0.002551620127633214,
-0.015217091888189316,
-0.04410095885396004,
0.0456034317612648,
0.016085421666502953,
0.03799489140510559,
0.1509949266910553,
-0.03815827891230583,
-0.04401135... | ||
engage in continuously enhancing their abilities to produce performance both individually and collectively (Ahmad et al., 2023 ). LOs also necessitate leadership that promotes learning (Garvin et al., 2008 ) (Garvin et al., 2008 ), and for this, leaders should indeed have a favorable attitude toward other employees to ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.439 | 0.68 | ["leadership", "war_conflict", "education", "philosophy"] | 419 | Situational Leadership | topic | 2026-04-14T22:53:49.051030 | [
0.0657387226819992,
-0.00809388142079115,
-0.021687101572752,
-0.022011755034327507,
0.010668748989701271,
0.05520728975534439,
0.08018513768911362,
-0.04103115573525429,
-0.01705324277281761,
0.006905135698616505,
-0.0007076779729686677,
0.10365785658359528,
-0.005719203967601061,
-0.0119... | ||
pears et al., 2006 ). In contrast, Heifetz et al. ( 2009 ) explained that adaptive leaders mobilize and motivate their subordinates to manage challenging and uncertain tasks. Challenging workplace situations (i.e., changes in policies and procedures) have been observed to cause negative feelings, i.e., depression, anxi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.433 | 0.708 | ["leadership", "motivation", "philosophy"] | 512 | Situational Leadership | topic | 2026-04-14T22:53:49.051175 | [
0.02692672796547413,
0.06728115677833557,
-0.010288707911968231,
0.04333949089050293,
-0.010183025151491165,
0.007240864913910627,
0.012252000160515308,
-0.007816475816071033,
-0.018408939242362976,
-0.014013087376952171,
-0.019471697509288788,
0.020543089136481285,
0.028612397611141205,
-... | ||
o their subordinates in the form of higher self-efficacy towards change, resulting in higher OIs. AL mobilize the knowledge of their own and subordinates to quickly respond to the demanding and challenging situations that occur due to unprecedented change (Goode et al., 2021 ). Leaders analyze their activities and dete... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.475 | 0.834 | ["leadership", "war_conflict", "education", "philosophy"] | 451 | Situational Leadership | topic | 2026-04-14T22:53:49.051307 | [
0.04754391312599182,
0.0468951016664505,
0.050432853400707245,
0.02153509110212326,
-0.0017110980115830898,
-0.06096644699573517,
0.009591367095708847,
-0.01126840803772211,
0.05793082341551781,
-0.001613074797205627,
0.01544568594545126,
0.07944822311401367,
0.00973460916429758,
-0.034587... | ||
encourages them about themselves (London, 2022 ). Mobilization of knowledge by the AL also enhances individuals' self-efficacy to respond swiftly to changing opportunities (Castillo, 2018 ; Castillo & Trinh, 2019 ), which enhances creative and innovative activities. Moreover, in LOs, the role of leadership is much impe... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.607 | 0.856 | ["leadership", "education", "management", "innovation"] | 512 | Situational Leadership | topic | 2026-04-14T22:53:49.051445 | [
0.05757102370262146,
0.007001797202974558,
0.018937276676297188,
0.03932199999690056,
-0.006189118139445782,
0.008484754711389542,
0.01058795303106308,
-0.04768478497862816,
0.012270282953977585,
0.03993671387434006,
0.06401675939559937,
0.11846744269132614,
0.03175817430019379,
-0.0020452... | ||
ables the subordinates to accept the change and produce creative and innovative ideas. Therefore, adaptive leaders in the environment of LOs and by utilizing their qualities of adaptability influence the beliefs and opinions of their subordinates (Rafferty et al., 2013 ; Siddique, 2018 ), i.e., enhancement in CSE which... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.523 | 0.856 | ["leadership", "crisis", "innovation"] | 512 | Situational Leadership | topic | 2026-04-14T22:53:49.051575 | [
-0.012726793065667152,
-0.013431096449494362,
0.011780564673244953,
0.04860185459256172,
0.02502855658531189,
-0.004055728204548359,
-0.01695350371301174,
-0.0027689505368471146,
0.029881153255701065,
-0.01734849065542221,
-0.014966176822781563,
0.07836198061704636,
0.08742152154445648,
-0... | ||
ging working demands and crisis situations which occur during the organizational change process (González-Mendoza et al., 2022 ), that further leads to positive outcomes (Bakker & Demerouti, 2018 ), i.e., higher OIs. Based on the above-detailed discussion of literature, the present study hypothesized that AL moderates ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.572 | 0.836 | ["networking", "crisis", "education"] | 425 | Situational Leadership | topic | 2026-04-14T22:53:49.051705 | [
0.0020244752522557974,
-0.017212172970175743,
0.051845815032720566,
0.026190290227532387,
-0.010317322798073292,
0.001662815106101334,
0.007008842192590237,
0.044367410242557526,
0.11340254545211792,
-0.03732864931225777,
-0.025767168030142784,
0.07315763831138611,
-0.014064738526940346,
-... | ||
CSE, and the relationship of CSE − OIs (Fig. 1 ). Hypothesis 3: AL moderates the relationship between LOs and OIs, such that a higher level of AL strengthens the positive Los − OIs association. Hypothesis 4: AL moderates the relationship between LOs and CSE, such that a higher level of AL strengthens the positive LOs −... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.522 | 0.858 | ["networking"] | 499 | Situational Leadership | topic | 2026-04-14T22:53:49.051851 | [
0.04039601981639862,
-0.012293738313019276,
0.048459865152835846,
0.07919207960367203,
0.06375566869974136,
-0.002242474118247628,
-0.006693446077406406,
0.017888396978378296,
0.07590138912200928,
-0.014006899669766426,
0.01846296899020672,
0.007445019204169512,
0.10706980526447296,
-0.024... | ||
thens the positive CSE − OIs association. Fig. 1. Open in a new tab Proposed Research Model Research design Participants and procedure The data for the present study was collected from the individuals working permanently in the manufacturing industry (pharmaceutical) of major cities of Pakistan (Islamabad and Karachi).... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.388 | 0.86 | ["economy", "education"] | 506 | Situational Leadership | topic | 2026-04-14T22:53:49.051977 | [
-0.009188880212605,
0.03055698052048683,
-0.05627427622675896,
0.025352459400892258,
-0.010362964123487473,
-0.023094935342669487,
0.03812039643526077,
0.17903447151184082,
0.05249014496803284,
-0.004427371546626091,
-0.07787057012319565,
0.0567876473069191,
0.09294383227825165,
-0.0105520... | ||
economy (Malik et al., 2021 ; Yu et al., 2010 ). The pharmaceutical industry in Pakistan is facing different challenges, i.e., customers satisfaction, loyalty, and higher quality (Mubarik et al., 2016 ); these circumstances increase the importance of this industry and force the researchers to focus on the factors which... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.502 | 0.704 | ["economy", "innovation", "crisis"] | 511 | Situational Leadership | topic | 2026-04-14T22:53:49.052118 | [
0.009740020148456097,
-0.019034141674637794,
-0.034509655088186264,
-0.04437108337879181,
-0.033242117613554,
0.0023270263336598873,
0.0016874298453330994,
0.08048998564481735,
-0.004455390386283398,
-0.04293132200837135,
-0.04368562251329422,
0.005113225895911455,
0.14051763713359833,
-0.... | ||
ds (Bhatti et al., 2020 ), and current circumstances increase the importance of innovations, especially for this industry. It is pertinent to mention here that the Pakistani culture of uncertainty avoidance and power distance also becomes a challenge for growth and creates an environment of inconsistent learning at the... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.56 | 0.842 | ["innovation", "crisis", "governance", "economy", "education"] | 447 | Situational Leadership | topic | 2026-04-14T22:53:49.052256 | [
-0.000027451016649138182,
0.05583617463707924,
0.025602327659726143,
0.032619133591651917,
-0.01766464300453663,
-0.046266138553619385,
-0.0026637203991413116,
-0.02599571831524372,
0.024786338210105896,
-0.05347372591495514,
0.025843173265457153,
0.10002125799655914,
0.08017170429229736,
... | ||
efficacy of individuals and innovations as well. Pakistan has a high level of uncertainty avoidance, which means that people in the country tend to be more anxious about ambiguity and prefer clear rules and guidelines. Uncertain situations at the workplace psychologically force the employees to seek help from their lea... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.487 | 0.832 | ["leadership", "innovation"] | 440 | Situational Leadership | topic | 2026-04-14T22:53:49.052385 | [
0.0678703561425209,
0.09830032289028168,
0.0038285297341644764,
0.050155505537986755,
-0.009139126166701317,
-0.06160184368491173,
0.036301419138908386,
-0.030980920419096947,
0.031048422679305077,
-0.05220209062099457,
0.03946647793054581,
0.03381022438406944,
0.130756214261055,
-0.016267... | ||
me workplace uncertainty (Afsar & Masood, 2018 ). Due to the risky nature of innovations, employees may face inconsistency and uncertainty and need encouragement from their leadership to be on the righteous path. Moreover, it may strongly emphasize education and acquiring knowledge and skills as people seek to reduce u... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.41 | 0.84 | ["leadership", "education", "innovation", "philosophy"] | 441 | Situational Leadership | topic | 2026-04-14T22:53:49.052519 | [
0.043926481157541275,
0.08215583115816116,
0.036848284304142,
0.020969675853848457,
-0.0020549672190099955,
-0.08732709288597107,
0.06598910689353943,
0.04905136674642563,
0.051995035260915756,
-0.03309135511517525,
-0.03991827368736267,
0.03070225566625595,
0.08054864406585693,
-0.0160282... | ||
od, 2018 ; Hofstede, 2001 ; Sherf et al., 2021 ). Overall, the impact of uncertainty avoidance on learning, especially in Pakistan, depends on how it is managed and balanced with individualism/collectivism, power distance, and masculinity/femininity (Iqbal & Rasheed, 2019 ). A healthier balance can help create a positi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.554 | 0.818 | ["innovation", "education"] | 417 | Situational Leadership | topic | 2026-04-14T22:53:49.052645 | [
0.09987346082925797,
0.11103256046772003,
-0.014734736643731594,
0.08493510633707047,
0.016982173547148705,
-0.04948073998093605,
0.014213464222848415,
-0.05164171755313873,
0.036201830953359604,
0.009628267027437687,
0.0734272226691246,
0.08220221102237701,
0.1416705846786499,
-0.05492264... | ||
inking, organizational innovations, and efficacy. In contrast, Pakistan has a high-power distance culture (Iqbal & Rasheed, 2019 ), which means that people generally accept and expect an unequal distribution of power and authority (Hofstede, 2001 ). In a society with a humongous power distance like Pakistan, hierarchic... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.537 | 0.832 | ["ethics", "innovation"] | 462 | Situational Leadership | topic | 2026-04-14T22:53:49.052795 | [
0.026948029175400734,
0.05986553803086281,
-0.06929102540016174,
0.004577837884426117,
-0.020572202280163765,
-0.057225607335567474,
-0.022596627473831177,
-0.052075184881687164,
0.012391389347612858,
-0.019867394119501114,
0.043286409229040146,
0.01642945222556591,
0.13505208492279053,
0.... | ||
d a heavy focus on honoring authoritative people. The high-power distance society, on the other hand, can generate a learning atmosphere that is less suitable for creativity and innovative thinking; where individuals may be cautious to questioning existing benchmarks or speak openly about possible problems of nervousne... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.417 | 0.854 | ["ethics", "innovation", "education"] | 511 | Situational Leadership | topic | 2026-04-14T22:53:49.052923 | [
0.05356366187334061,
0.005446366034448147,
-0.021099554374814034,
-0.050594717264175415,
0.0028353333473205566,
-0.006139008793979883,
0.025373775511980057,
-0.004707339685410261,
0.008677714504301548,
-0.043860066682100296,
0.016978327184915543,
0.06116523966193199,
0.02931109257042408,
-... | ||
nto the business, harming growth and development. Therefore, the authors of this study select this sample in the present study to find out the importance of learning for higher efficacy and innovation with the support of leadership, especially in the non-western cultural perspectives (e.g., Pakistan). Furthermore, in t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.435 | 0.852 | ["education", "leadership", "innovation"] | 512 | Situational Leadership | topic | 2026-04-14T22:53:49.053062 | [
0.0723649337887764,
0.11235857754945755,
-0.022178050130605698,
0.011849000118672848,
-0.019698023796081543,
-0.0025060491170734167,
0.0027760935481637716,
-0.017386792227625847,
0.06471282243728638,
0.0713796392083168,
0.028154319152235985,
0.08149820566177368,
0.0627477616071701,
-0.0401... | ||
ology, education, and business) asserted that this sampling technique helps the researchers to minimize the biases and enhance the generalizability of the data by giving an equal chance of selection of participant from an unknown population (Cohen et al., 2018 ; Howitt & Cramer, 2020 ; Saunders et al., 2012 ; Sekaran &... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.481 | 0.84 | ["education"] | 414 | Situational Leadership | topic | 2026-04-14T22:53:49.053182 | [
-0.013784495182335377,
0.07927445322275162,
0.014332301914691925,
0.04858356714248657,
0.08586844056844711,
0.0158537644892931,
0.008304057642817497,
-0.0027529988437891006,
0.04182584956288338,
0.01648964360356331,
-0.02769051492214203,
0.014694196172058582,
-0.004632010590285063,
-0.0542... | ||
inancial cost of the researchers (Sharma, 2017 ). To overcome the threat of common method bias (CMB), we used the temporal separation method (time lag) and collected data in two phases with an interval of one month as suggested by (Podsakoff et al., 2003 ; Podsakoff et al., 2012 ). For that purpose, we followed the met... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.517 | 0.88 | ["philosophy"] | 512 | Situational Leadership | topic | 2026-04-14T22:53:49.053304 | [
-0.03790643811225891,
-0.020221572369337082,
-0.012614316307008266,
0.05874624848365784,
0.043809905648231506,
-0.0279487743973732,
-0.10584129393100739,
-0.02849862165749073,
0.08863671869039536,
0.045440953224897385,
0.0515328086912632,
0.038675472140312195,
-0.038058843463659286,
-0.049... | ||
son behind the specific one-month delay as they found 32%-43% smaller correlation between the two construct’s data when it was collected without delay and with one month delay. Also, due to time constraints, we chose this one-month delay which was reasonable for getting the respondents' opinions, rather than the 15-day... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.357 | 0.86 | ["philosophy"] | 511 | Situational Leadership | topic | 2026-04-14T22:53:49.053442 | [
-0.021134275943040848,
0.018238035961985588,
0.03989195451140404,
0.06152404844760895,
0.06783690303564072,
-0.023402275517582893,
-0.08036801218986511,
-0.023929433897137642,
0.06439415365457535,
0.046385228633880615,
0.0838811919093132,
0.02277970314025879,
-0.04968472942709923,
0.027508... | ||
researchers about the curtail phenomenon when the data collected from a single source and self-reported (Naseer et al., 2016 ; Syed et al., 2022 ); as it is difficult for the humans to recall the exact answers of the similar questions from their short memory (Podsakoff et al., 2012 ). Moreover, we also performed a sing... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.464 | 0.862 | ["crisis", "philosophy"] | 473 | Situational Leadership | topic | 2026-04-14T22:53:49.053584 | [
0.03694551810622215,
0.006432765629142523,
0.01125092338770628,
0.04183947294950485,
0.0939367339015007,
0.02167034149169922,
0.012385046109557152,
0.11351892352104187,
0.014303922653198242,
0.03038894385099411,
0.04853609576821327,
-0.06837829947471619,
0.015907688066363335,
0.08754441887... | ||
value less than the recommended threshold of 50%. Additionally, to check the appropriateness and accuracy of data, we performed KMO (Kaiser Meyer-Olkin) and Bartlett’s Test, and the values for KMO = 0.868, which is found marvelous as per suggestions of Hair et al. ( 2010 ) and the value of Bartlett’s Test of Sphericity... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.487 | 0.866 | ["ethics", "education", "philosophy"] | 512 | Situational Leadership | topic | 2026-04-14T22:53:49.053730 | [
0.1168464869260788,
-0.04905758798122406,
-0.008452989161014557,
0.040435999631881714,
-0.027952084317803383,
0.04620513319969177,
0.031214680522680283,
0.10082557797431946,
0.017914969474077225,
-0.008209249936044216,
0.01695241779088974,
-0.007999318651854992,
-0.004011233802884817,
0.07... | ||
ssed in this study and to test the proposed research model and hypotheses. Furthermore, we measure the perceptions of individuals about the phenomenon discussed in this study by following the earlier studies (Abbas et al., 2020 ; Adel Odeh et al., 2021 ; Ali et al., 2020 ; Cik et al., 2021 ; Hussain et al., 2022 ). Par... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.539 | 0.868 | ["education"] | 512 | Situational Leadership | topic | 2026-04-14T22:53:49.053855 | [
-0.0059885247610509396,
0.020441992208361626,
-0.024083776399493217,
0.03346405178308487,
0.016108181327581406,
0.043709177523851395,
0.04393882676959038,
0.144412100315094,
0.06579913944005966,
-0.06478565186262131,
-0.05134838819503784,
0.0754963755607605,
0.010954578407108784,
-0.025955... | ||
f the study were briefed to the respective HR manager and participants of the survey before the distribution of survey questionnaires. Additionally, the confidentiality of the participants' opinions was also assured to them. In the first phase (T 1 ), 700 survey forms were distributed to get the opinions of participant... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.505 | 0.87 | ["philosophy", "management", "education"] | 512 | Situational Leadership | topic | 2026-04-14T22:53:49.053983 | [
-0.05258956179022789,
0.03903902694582939,
-0.02056560292840004,
0.0908040925860405,
0.04454048350453377,
0.08488074690103531,
0.02820890210568905,
0.05550061911344528,
-0.018547458574175835,
0.05691766366362572,
0.01289310958236456,
-0.06321921199560165,
0.020730696618556976,
-0.037859428... | ||
se (T 2 ) survey forms were distributed to those employees who participate in the first phase for the collection of their opinions about moderating variable (AL) and a criterion variable (OIs); and 373 survey forms were considered correct for the further statistical analysis. Thus, the response rate was 53.29%. Differe... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.341 | 0.69 | ["philosophy", "war_conflict"] | 449 | Situational Leadership | topic | 2026-04-14T22:53:49.054140 | [
-0.01090914011001587,
0.008112088777124882,
0.01018682960420847,
0.04896485060453415,
-0.011370498687028885,
0.016182806342840195,
0.03720269724726677,
0.0507538877427578,
0.021911190822720528,
0.029116913676261902,
0.046067409217357635,
0.013814515434205532,
0.05314834415912628,
-0.058158... | ||
SPSS (v. 25), AMOS (v. 22), and Smart-PLS (v. 3). SPSS is effective for statistical analysis, especially in the social sciences (Zheng et al., 2017 ) and correlations, direct, indirect and statistical moderation analysis were performed through SPSS. In contrast, CFA (confirmatory factor analysis) was performed using AM... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.341 | 0.85 | ["philosophy", "war_conflict"] | 512 | Situational Leadership | topic | 2026-04-14T22:53:49.054266 | [
0.07165598124265671,
-0.047746263444423676,
-0.06044182926416397,
0.08094333857297897,
0.0631835013628006,
0.05708214268088341,
0.05343066528439522,
-0.016545262187719345,
-0.0639442652463913,
0.06633913516998291,
0.11868344247341156,
0.04167308285832405,
0.034101877361536026,
0.0179092250... | ||
n feature between the variables examined (Tshuma et al., 2017 ). Whereas discriminant validity analysis (HTMT, Blindfolding, and Fornell and Larker) was performed using Smart-PLS, which is also used to test the complex relationships between variables using different structural models in a very particular way; also, thi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.353 | 0.856 | ["networking", "education", "philosophy"] | 511 | Situational Leadership | topic | 2026-04-14T22:53:49.054397 | [
0.054965950548648834,
-0.000457595830084756,
-0.02008444257080555,
0.0039439573884010315,
0.008150606416165829,
0.09839249402284622,
-0.04279249161481857,
0.0571303516626358,
-0.020146077498793602,
0.022935843095183372,
0.11260197311639786,
0.00707906112074852,
-0.027842054143548012,
0.078... | ||
ed from the previously published studies, and all scales were assessed on a 5-point Likert scale ‘1-strongly disagree’ to ‘5-strongly agree’ by following the earlier studies (Armenakis et al, 1993 ; Jansen et al., 2006 ; Northouse, 1997 ; Song et al., 2009 ). Moreover, the five-point Likert scale is beneficial for the ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.537 | 0.866 | [] | 512 | Situational Leadership | topic | 2026-04-14T22:53:49.054510 | [
0.045910220593214035,
0.02582140453159809,
-0.004672624170780182,
0.040710803121328354,
-0.027177467942237854,
0.03887787088751793,
-0.01996133290231228,
0.034089427441358566,
0.04788612574338913,
0.030710773542523384,
0.030528558418154716,
0.05582138150930405,
0.016094157472252846,
0.0118... | ||
, 2010 ); also, this type of scale meets the assumptions of normal distribution of data and easy interpretation of results with limited response options. Using a five-point Likert scale, it is possible to conduct an item-by-item analysis of replies to a set of questions that all touch on the same topic or variable or t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.507 | 0.698 | [] | 423 | Situational Leadership | topic | 2026-04-14T22:53:49.054622 | [
0.022136300802230835,
0.01819121278822422,
-0.04475776106119156,
0.08956857025623322,
-0.023780860006809235,
0.06771295517683029,
0.036768216639757156,
0.036809202283620834,
0.01817898452281952,
0.016073832288384438,
0.034328706562519073,
-0.05475149676203728,
0.0344831645488739,
0.0471372... | ||
dding across questions (Sekaran & Bougie, 2010 ). All items of the scales were in English, as the mode of education in Pakistan from schooling to university is English (Naseer et al., 2020 ). Moreover, in Pakistan, the official and corresponding language in public and private offices is English (Syed et al., 2022 ), an... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.493 | 0.846 | ["education"] | 437 | Situational Leadership | topic | 2026-04-14T22:53:49.054796 | [
0.019001087173819542,
0.04912397637963295,
0.013047239743173122,
0.05316569283604622,
-0.03463229909539223,
0.016264813020825386,
0.012281065806746483,
-0.004764297977089882,
0.024467814713716507,
0.01662314310669899,
0.0805453360080719,
0.015478712506592274,
0.1278989017009735,
0.04829207... | ||
ation who are familiar with the English language. Learning organizations Perceptions of individuals were assessed using a 13-items scale by Marsick and Watkins ( 2003 ). Individuals were asked to provide opinions on how they perceive their organizations as LOs. Cronbach alpha of this scale is 0.90. A sample item of thi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.549 | 0.86 | ["education"] | 483 | Situational Leadership | topic | 2026-04-14T22:53:49.054927 | [
0.08282565325498581,
0.006284170318394899,
-0.044437386095523834,
0.020630182698369026,
0.01751479133963585,
0.04307274520397186,
0.06741879135370255,
0.04751366004347801,
0.056720003485679626,
0.021840766072273254,
0.08856915682554245,
0.04424052685499191,
-0.0636322945356369,
-0.05490964... | ||
dopting the 6-item scale of Holt et al. ( 2007 ). Individuals were asked to give their opinions about the self-confidence behaviors they demonstrated in the last year. Cronbach alpha of this scale is 0.90. A sample item of this scale is “My past experiences make me confident that I will be able to perform successfully ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.595 | 0.854 | ["leadership", "philosophy"] | 455 | Situational Leadership | topic | 2026-04-14T22:53:49.055072 | [
0.01904018223285675,
0.03429105132818222,
-0.017824450507760048,
0.04284893721342087,
-0.005700558889657259,
-0.0036005578003823757,
-0.000461120973341167,
0.06241269037127495,
0.004940985236316919,
-0.0226274561136961,
-0.0036939557176083326,
-0.004782301373779774,
0.013303992338478565,
-... | ||
red using a 15-items scale of Northouse ( 2019 ). Individuals were asked to give their opinions about the leaders considering their behaviors/attitudes in the last year. The Cronbach alpha of this scale is 0.90. A sample of this scale is “In complex situations, my leader gets people to focus on the issues they are tryi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.583 | 0.864 | ["leadership", "innovation"] | 498 | Situational Leadership | topic | 2026-04-14T22:53:49.055196 | [
0.03225787729024887,
0.0007613527122884989,
-0.049260836094617844,
-0.018840473145246506,
0.05505280941724777,
0.03330148383975029,
0.04276952147483826,
0.07372945547103882,
-0.0348016731441021,
0.0008462983532808721,
0.04538276791572571,
0.06076810136437416,
-0.03284972533583641,
-0.06560... | ||
explanatory) adopted from Jansen et al. ( 2006 ). Individuals were asked to give their opinion considering the innovational policies of the last year. Cronbach alpha of this scale is 0.90. Sample items of this scale are “My organization invents new products/services”; “My organization improves provision’s efficiency of... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.52 | 0.686 | ["strategy", "innovation", "education"] | 477 | Situational Leadership | topic | 2026-04-14T22:53:49.055323 | [
0.04114716872572899,
0.00480260793119669,
-0.04819987714290619,
-0.007905544713139534,
0.05929647013545036,
0.06051146239042282,
0.015985291451215744,
0.11540447175502777,
-0.06213259696960449,
-0.014920136891305447,
0.04631059244275093,
0.06511882692575455,
-0.053175970911979675,
-0.03755... | ||
rily participating in the present study. Table 1. Demographics Category Frequency Percent Gender Male 235 63.00% Female 138 37.00% Age (in Years) 26–35 58 15.55% 36–45 228 61.13% 46–55 9 2.41% More than 56 1 0.27% Education Bellow Than masters 288 77.21% Above than Masters 85 22.79% Experience (in Years) 1–10 269 72.12... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.387 | 0.722 | ["education", "ethics"] | 512 | Situational Leadership | topic | 2026-04-14T22:53:49.055463 | [
0.1697160005569458,
-0.010870371013879776,
-0.09942759573459625,
0.07671874016523361,
0.08091780543327332,
0.03574765846133232,
-0.005275433417409658,
-0.009849068708717823,
-0.03254792094230652,
0.04821813106536865,
0.06598413735628128,
-0.07943714410066605,
-0.04511291906237602,
-0.02609... | ||
s calculated through AMOS, and according to the values shown in the table, full model measurement indicators (Chisq/df, GFI, AGFI, CFI, TLI, NFI, RMR, and RMESA) meet the acceptable ranges as suggested by (Brown & Moore, 2012 ; Hair et al., 2016 ; Hu & Bentler, 1999 ) which shows the good fit of the model. Moreover, Ta... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.321 | 0.866 | ["ethics"] | 485 | Situational Leadership | topic | 2026-04-14T22:53:49.055591 | [
0.03691514953970909,
-0.07648874074220657,
-0.03601471707224846,
-0.018370015546679497,
0.019233616068959236,
0.10693979263305664,
-0.028356533497571945,
0.10921881347894669,
0.01196905504912138,
0.04851730540394783,
0.05041738227009773,
-0.030039889737963676,
-0.02949090488255024,
-0.0027... | ||
hold (above zero) Hair et al. ( 2016 ) suggested. Additionally, the values of discriminant validity meet the threshold criteria (the diagonal values should be higher than the other values), as Fornell and Larcker ( 1981 ) suggested. Finally, the HTMT (Heterotrait-Monotrait Ratio) values are also following the threshold... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.355 | 0.866 | ["ethics"] | 511 | Situational Leadership | topic | 2026-04-14T22:53:49.055732 | [
0.03287912905216217,
-0.02814922109246254,
-0.12975755333900452,
-0.0727018192410469,
-0.042108695954084396,
0.07512965798377991,
0.00005336361573426984,
0.10188362002372742,
-0.02131281979382038,
-0.041588325053453445,
0.085837222635746,
-0.046097952872514725,
-0.05794444680213928,
0.0547... | ||
llowing the minimum threshold, where values of CR (composite reliability) are above than.700 and values of AVE (average variance extracted) are above.500, as suggested by Hair et al. ( 2016 ) (Fig. 2 ) Table 2. Confirmatory Factor Analysis Acceptable Range 1–3 > .90 > .80 > .90 > .90 > .90 < .09 < .08 Measurement Indic... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.511 | 0.754 | ["ethics"] | 512 | Situational Leadership | topic | 2026-04-14T22:53:49.055860 | [
0.03875884413719177,
-0.06834255903959274,
-0.04841868579387665,
0.05836113914847374,
0.039082787930965424,
0.028716936707496643,
0.02324548363685608,
0.11270119249820709,
-0.00006433790258597583,
-0.029491575434803963,
0.06596004217863083,
-0.059697918593883514,
-0.0009831824572756886,
-0... | ||
78 .74 .90 .88 .86 .14 .08 AL, OIs 2.69 .85 .79 .90 .83 .90 .08 .07 AL, CSE 4.24 .81 .75 .93 .82 .91 .13 .09 CSE, OIs 2.53 .81 .77 .92 .85 .84 .09 .06 LOs, CSE, OIs 2.80 .88 .80 .90 .984 .89 .09 .05 LO, CSE, AL 2.91 .78 .74 .90 .89 .86 .12 .07 LO, AL, OIs 2.53 .78 .75 .90 .89 .85 .12 .06 CSE, AL, OIs 2.71 .81 .77 .93 .... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.556 | 0.668 | ["leadership", "innovation", "education"] | 512 | Situational Leadership | topic | 2026-04-14T22:53:49.056001 | [
0.01319256704300642,
-0.012022087350487709,
-0.05591915547847748,
0.03353586047887802,
-0.02169167809188366,
-0.00971046183258295,
-0.022339459508657455,
0.07948882132768631,
0.05525575578212738,
0.012908904813230038,
0.05435372516512871,
0.01687818393111229,
0.05595617741346359,
-0.053574... | ||
ive leadership, OIs; organizational innovations Table 3. Discriminant Validity Variables Q2 SSO SSE Q2 (1-SSE/SSO) LOs 4849.000 4849.000 CSE 2238.000 2144.198 .042 AL 5595.000 5595.000 OIs 4476.000 4053.863 .094 Discriminant Validity (Fornell-Larker Criterion) LOs CSE AL OIs LOs .520 CSE .241 .510 AL .508 .310 .523 OIs... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.563 | 0.716 | ["leadership", "innovation", "education"] | 511 | Situational Leadership | topic | 2026-04-14T22:53:49.056157 | [
0.044140543788671494,
-0.014223015867173672,
-0.044503211975097656,
0.015958944335579872,
-0.007977798581123352,
0.0787038505077362,
0.015392377972602844,
0.057646673172712326,
0.026285625994205475,
0.013833478093147278,
0.07571638375520706,
0.04914795234799385,
-0.0225585475564003,
-0.006... | ||
earning organizations, CSE; change self-efficacy, AL; adaptive leadership, OIs; organizational innovations Table 4. Descriptive Statistics and Correlations Variables Mean SD CR AVE rho_A 1 2 3 4 1 LOs 3.66 .75691 .90 .52 .90 (.90) .25** .48** .24** 2 CSE 3.76 .71978 .86 .50 .86 (.89) .21** .42** 3 AL 3.79 .72093 .93 .5... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.393 | 0.72 | ["leadership", "innovation", "education"] | 512 | Situational Leadership | topic | 2026-04-14T22:53:49.056304 | [
0.025772344321012497,
0.005637711845338345,
-0.06450944393873215,
0.09256711602210999,
-0.04711771011352539,
0.034099481999874115,
-0.029154876247048378,
0.04555387422442436,
0.04278372600674629,
0.024179980158805847,
0.056066665798425674,
-0.015151973813772202,
0.034501343965530396,
-0.07... | ||
adership, OIs; organizational innovations, **p < .01, *p < .05 The bold parenthesis represents the alpha values of the variables Fig. 2. Open in a new tab Confirmatory Factor Analysis Descriptive statistics and correlations Table 4 shows the descriptive statistics and correlations of the all-study variables, where LOs ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.528 | 0.71 | ["ethics", "innovation", "education"] | 460 | Situational Leadership | topic | 2026-04-14T22:53:49.056436 | [
0.09584963321685791,
-0.031192807480692863,
-0.06223348528146744,
0.07212439924478531,
0.028166720643639565,
0.026176858693361282,
0.0501180961728096,
0.020771993324160576,
0.04662207141518593,
0.0206594355404377,
0.14417733252048492,
0.034492190927267075,
-0.045936278998851776,
-0.0020141... | ||
p < 0.01), and with OIs ( r = 0.24**, p < 0.01). CSE significantly and positively associated with AL ( r = 0.21**, p < 0.01) and OIs ( r = 0.42**, p < 0.01) and AL significantly and positively linked with OIs ( r = 0.13**, p < 0.01). The reliability statistics shown in parentheses which are also as per the threshold li... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.516 | 0.744 | ["ethics"] | 511 | Situational Leadership | topic | 2026-04-14T22:53:49.056562 | [
0.02599167823791504,
0.030929647386074066,
-0.008883009664714336,
0.10456852614879608,
0.04689355194568634,
0.03584687039256096,
0.02971993386745453,
0.10403203219175339,
0.047422509640455246,
-0.00786388386040926,
0.04017198458313942,
-0.05253363400697708,
0.05198448896408081,
-0.02239788... | ||
fects, as shown in Table 5 , are calculated through the PROCESS-macro using the bootstrapping method with 5000 samples, as Hayes ( 2018 ) suggested. The first three rows reveal the values of direct effects where LOs have a positive direct impact on OIs (b = 0.14, SE = 0.06, t = 2.58, p < 0.001, LL-UL CIs = 0.03/0.25) a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.486 | 0.66 | ["ethics"] | 512 | Situational Leadership | topic | 2026-04-14T22:53:49.056691 | [
-0.012565355747938156,
-0.005323539953678846,
0.07088126987218857,
0.0766712874174118,
0.1415955275297165,
-0.07416968792676926,
0.04032169654965401,
0.11929316818714142,
0.055954642593860626,
-0.010702799074351788,
-0.05742153152823448,
0.037406519055366516,
0.03501977026462555,
-0.101802... | ||
6, t = 6.10, p < 0.001, LL-UL CIs = 0.27/0.52); therefore, these results support H1 of this study . Table 5. Direct and Indirect Effect Analysis Relationships Coeff SE t-value LL-CI UL-CI Direct Effects LOs → OIs .14*** .06 2.58 .03 .25 LOs → CSE .24*** .05 4.85 .14 .34 CSE → OIs .40*** .06 6.10 .27 .52 Mediation Effec... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/ | Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.392 | 0.724 | ["networking", "education"] | 462 | Situational Leadership | topic | 2026-04-14T22:53:49.056839 | [
0.04102687910199165,
0.06538890302181244,
0.023454757407307625,
0.08582405000925064,
0.0322011299431324,
0.0682038739323616,
-0.010890305042266846,
0.09956496953964233,
0.08004650473594666,
0.012521845288574696,
0.0327964723110199,
0.041039444506168365,
0.06956671178340912,
-0.022583538666... | ||
Front Psychol . 2022 Jun 21;13:919941. doi: 10.3389/fpsyg.2022.919941 New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction Sarfraz Aslam Sarfraz Aslam 1 School of Foreign Languages, Yulin University, Yulin, China Find articles by Sarfraz Aslam 1, * , Ati... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.627 | 0.854 | ["education", "leadership", "motivation", "career", "diplomacy"] | 512 | Situational Leadership | topic | 2026-04-14T22:53:49.269531 | [
-0.04051538556814194,
0.05723500996828079,
-0.029220879077911377,
0.06342028826475143,
0.0027478996198624372,
0.06894350051879883,
0.030986765399575233,
0.008797775022685528,
0.00719135208055377,
0.01070491224527359,
0.03419823944568634,
0.03289944306015968,
0.008765403181314468,
0.0782674... | ||
d articles by Atif Saleem 2, * , Tribhuwan Kumar Tribhuwan Kumar 3 Department of English Language and Literature, College of Science and Humanities at Sulail, Prince Sattam Bin Abdulaziz University, Al Kharj, Saudi Arabia Find articles by Tribhuwan Kumar 3 , Khalida Parveen Khalida Parveen 4 Faculty of Education, South... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.514 | 0.702 | ["education", "philosophy", "diplomacy"] | 511 | Situational Leadership | topic | 2026-04-14T22:53:49.269890 | [
0.04615288972854614,
0.002930787857621908,
0.057195428758859634,
0.02510957419872284,
0.020061032846570015,
0.0455276183784008,
-0.04770100116729736,
-0.06880021840333939,
0.10516756772994995,
0.07502686977386475,
0.07680097222328186,
0.023623257875442505,
0.05700870230793953,
-0.008598266... | ||
ol of Foreign Languages, Yulin University, Yulin, China 2 College of Teacher Education, College of Education and Human Development, Zhejiang Normal University, Jinhua, China 3 Department of English Language and Literature, College of Science and Humanities at Sulail, Prince Sattam Bin Abdulaziz University, Al Kharj, Sa... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.524 | 0.69 | ["education", "diplomacy"] | 511 | Situational Leadership | topic | 2026-04-14T22:53:49.270035 | [
0.08025505393743515,
-0.00012791785411536694,
0.06344280391931534,
0.06325435638427734,
-0.029875485226511955,
0.03476765751838684,
-0.05652881786227226,
-0.04917418584227562,
0.12664134800434113,
0.05409226194024086,
0.09252920001745224,
0.0037830069195479155,
0.00049952621338889,
-0.0023... | ||
y: Saleh Bajaba, King Abdulaziz University, Saudi Arabia; Reqgi First Trasia, Sultan Ageng Tirtayasa University, Indonesia ✉ *Correspondence: Atif Saleem ad668@nenu.edu.cn * Sarfraz Aslam sarfrazmian@nenu.edu.edu This article was submitted to Organizational Psychology, a section of the journal Frontiers in Psychology R... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.618 | 0.834 | ["leadership", "education", "motivation", "career"] | 512 | Situational Leadership | topic | 2026-04-14T22:53:49.270169 | [
0.0062071350403130054,
0.08161167055368423,
-0.027173032984137535,
0.05608564242720604,
0.008250786922872066,
-0.02292501926422119,
-0.004249664954841137,
-0.017720850184559822,
0.030217759311199188,
0.019200485199689865,
0.005354429595172405,
-0.00545098353177309,
-0.004411777015775442,
0... | ||
satisfaction Copyright © 2022 Aslam, Saleem, Kumar and Parveen. This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.523 | 0.824 | ["innovation"] | 422 | Situational Leadership | topic | 2026-04-14T22:53:49.270361 | [
0.005422716028988361,
0.061783600598573685,
-0.012358247302472591,
0.011481480672955513,
-0.04701811820268631,
-0.04058590158820152,
0.022521784529089928,
0.03426050767302513,
0.04791325703263283,
-0.040117211639881134,
0.01128836628049612,
-0.011577059514820576,
0.04331566020846367,
0.000... | ||
d, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms. PMC Copyright notice PMCID: PMC9253670 PMID: 35800958 Introduction Globally, COVID-19 has caused rapid changes in the workplace (Kirby, 2020 ). COVID-19 has disrupted the standard ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.352 | 0.828 | ["motivation", "career", "education"] | 461 | Situational Leadership | topic | 2026-04-14T22:53:49.270494 | [
-0.09299434721469879,
0.025109970942139626,
0.0029521624092012644,
-0.036748699843883514,
0.05411114916205406,
0.04746941849589348,
-0.011590499430894852,
0.04078666865825653,
-0.003733292920514941,
0.01654447801411152,
0.06224607676267624,
0.0840442106127739,
-0.04506763443350792,
0.06296... | ||
ffected workers' motivation and job satisfaction. Suffering and challenges reduce workers' happiness and productivity (Singh and Mishra, 2020 ). Motivation at work is an essential criterion for a healthy organization, particularly in an epidemic context (Wang et al., 2021 ). We need to employ new leadership behaviors t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.516 | 0.842 | ["leadership", "motivation", "career", "crisis"] | 512 | Situational Leadership | topic | 2026-04-14T22:53:49.270630 | [
-0.047247011214494705,
0.05986683815717697,
0.0031053966376930475,
0.06838030368089676,
0.012852328829467297,
0.003171737538650632,
0.02520809695124626,
-0.012420185841619968,
0.0027899853885173798,
-0.014684287831187248,
-0.005848742555826902,
0.030678709968924522,
0.05670446529984474,
0.... | ||
for organizations to cultivate situational leadership and eliminate employees' exhaustion to improve work motivation and job satisfaction. COVID-19 and Leadership COVID-19 has affected governments globally, and societies are experiencing an odd situation; after the global pandemic, this situation led to a global crisis... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.467 | 0.848 | ["leadership", "motivation", "crisis", "networking", "career"] | 511 | Situational Leadership | topic | 2026-04-14T22:53:49.270765 | [
-0.05027095228433609,
0.038627732545137405,
0.024925870820879936,
0.04171052202582359,
0.04941197484731674,
0.039418451488018036,
-0.030276687815785408,
-0.018608257174491882,
-0.012045812793076038,
-0.012716303579509258,
0.024800240993499756,
0.07478747516870499,
0.027134248986840248,
0.0... | ||
ociety (Hinojosa et al., 2020 ; Aslam et al., 2021 ; Parveen et al., 2022a ). Organization leaders play a critical role in framing employee experiences at the workplace during and after the pandemic as they adapt to work on new realities (Ngoma et al., 2021 ). The managerial level of communication of those who lead sti... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.47 | 0.718 | ["leadership", "communication", "management", "philosophy"] | 478 | Situational Leadership | topic | 2026-04-14T22:53:49.270898 | [
0.06284155696630478,
0.042722202837467194,
0.017530756071209908,
0.056535203009843826,
0.05932262912392616,
0.01917358860373497,
0.0021442421711981297,
-0.0046061561442911625,
0.07253247499465942,
-0.05123857408761978,
-0.025781799107789993,
0.06270343065261841,
-0.056248635053634644,
-0.0... | ||
; Saleem et al., 2020 ; Parveen et al., 2022b ). New Normal “New Normal” has been used since the end of World War II (Francisco and Nuqui, 2020 ). An indispensable leader knows how to do ordinary things well; an unafraid leader acts regardless of criticism and never backs down (Honore and Robinson, 2012 ). Nevertheless... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.453 | 0.85 | ["leadership", "ethics", "war_conflict", "economy", "education"] | 433 | Situational Leadership | topic | 2026-04-14T22:53:49.271053 | [
0.02009148895740509,
-0.00836171954870224,
0.05531586334109306,
0.041781410574913025,
0.018736042082309723,
0.01222561951726675,
-0.07145785540342331,
-0.00383197283372283,
-0.07679612189531326,
0.05685398727655411,
0.08217822015285492,
0.08835361897945404,
-0.0457654632627964,
0.065959870... | ||
c has affected the world's economy and education. This is an uphill battle in which education and money are at stake in a situation where people find it challenging to adjust. This shift in working and learning space is defined as the New Normal in working organizations (Mollenkopf et al., 2020 ). It is moving from a p... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.357 | 0.846 | ["education", "war_conflict", "economy"] | 457 | Situational Leadership | topic | 2026-04-14T22:53:49.271201 | [
0.015530653297901154,
-0.01619594171643257,
0.013176130130887032,
0.05095716938376427,
0.05499793216586113,
0.05359924957156181,
0.010895204730331898,
0.014521569944918156,
0.040493857115507126,
0.07895210385322571,
0.0650642141699791,
0.04397329315543175,
-0.09442388266324997,
-0.01058290... | ||
differentiated learning, shifting responsibility. Active participation of household members is required for this learning process and for evaluating learning shifts (Francisco and Nuqui, 2020 ). Herein, in this study, we examine: how organizations attain excellent performance in the face of the COVID-19 pandemic throug... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.599 | 0.824 | ["education", "leadership", "family", "philosophy"] | 444 | Situational Leadership | topic | 2026-04-14T22:53:49.271337 | [
0.01876605488359928,
0.033099472522735596,
-0.015049218200147152,
0.06614229083061218,
0.036581043154001236,
0.05080445110797882,
0.0022817247081547976,
-0.030526945367455482,
-0.01301746629178524,
0.018639208748936653,
0.016909483820199966,
0.06368009746074677,
-0.016205670312047005,
-0.0... | ||
f the most important aspects of any organization. Organizations, irrespective of their form and goals, are based on various visions for the benefit of humans. Additionally, the process is by implementing its mission and is handled by humans. To achieve performance superiority, any organization should concentrate on bri... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.442 | 0.828 | ["philosophy", "strategy", "education"] | 447 | Situational Leadership | topic | 2026-04-14T22:53:49.271469 | [
0.05731166899204254,
0.05933331698179245,
0.0008456282084807754,
-0.07829196006059647,
0.022271685302257538,
0.03469516709446907,
0.057073693722486496,
0.003792352043092251,
-0.034029338508844376,
0.06215628609061241,
-0.04385090619325638,
0.030959825962781906,
-0.028162585571408272,
0.046... | ||
ress in many different areas is incomprehensible. It is indispensable for the management of human resources to be among the most critical organizational assets since it plays a significant role in developing and achieving organization objectives (Syaifuddin and Sidu, 2019 ). Social Exchange Theory (SET) Organizational ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.485 | 0.828 | ["management"] | 431 | Situational Leadership | topic | 2026-04-14T22:53:49.271595 | [
-0.015346008352935314,
-0.016088254749774933,
-0.07300856709480286,
0.0006933298427611589,
0.004320644773542881,
0.03734144568443298,
0.10172969102859497,
0.042459648102521896,
0.017229409888386726,
0.04101607948541641,
-0.05262093245983124,
0.03218803554773331,
0.018932713195681572,
0.047... | ||
ential approach (Cropanzano and Mitchell, 2005 ). According to SET (Gouldner, 1960 ), a good deed performed by a leader engenders positive behaviors by the opposite party (a subordinate). Leaders who serve as role models are likely to feel obligated to their duties and show greater interest in their assigned tasks (Lib... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.499 | 0.85 | ["leadership", "decision_making", "philosophy"] | 511 | Situational Leadership | topic | 2026-04-14T22:53:49.271737 | [
-0.05322849377989769,
0.02144959196448326,
0.0483551025390625,
-0.04569251090288162,
-0.02863524854183197,
-0.0002631532843224704,
0.025882769376039505,
0.009458816610276699,
-0.03761008754372597,
0.052123699337244034,
0.0687691792845726,
0.039447326213121414,
0.038455694913864136,
0.04157... | ||
as participation in decision-making and increased responsibility, may thrive more and offer helpful behavior toward coworkers due to this increased autonomy (Usman et al., 2021 ). Nature of Situational Leadership Leadership style is a person's approach to influencing others through their behavior pattern. The directive... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.519 | 0.844 | ["leadership", "decision_making", "war_conflict", "philosophy"] | 512 | Situational Leadership | topic | 2026-04-14T22:53:49.271895 | [
-0.02666538581252098,
0.07686817646026611,
-0.008273622952401638,
0.022757209837436676,
0.00002807565215334762,
0.021478744223713875,
-0.025285128504037857,
-0.017091713845729828,
-0.0012789738830178976,
-0.0026933036278933287,
0.031384341418743134,
0.025552183389663696,
0.03096458502113819,... | ||
irection, setting goals and providing evaluation methods, defining roles, assigning deadlines, showing how they will accomplish the objectives, and establishing timelines, which are spelled out, often through one-way communication. Group members who exhibit supportive behaviors are more likely to feel comfortable in th... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.58 | 0.828 | ["communication"] | 501 | Situational Leadership | topic | 2026-04-14T22:53:49.272054 | [
-0.016995929181575775,
0.007750201039016247,
-0.008302352391183376,
0.043970558792352676,
-0.01876494660973549,
-0.03658419847488403,
0.0009672883898019791,
0.005522434134036303,
0.0306041669100523,
-0.0625997930765152,
0.03598535433411598,
-0.007042985409498215,
-0.025495341047644615,
0.0... | ||
demand two-way communication (Northouse, 2021 ). Providing direction, implementing and monitoring plans, and motivating team members are aspects of a leadership style (Hourston, 2013 ). An organization administrator capable of adapting to the current circumstances is situational leadership. Through a situational approa... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.652 | 0.82 | ["leadership", "communication", "management"] | 453 | Situational Leadership | topic | 2026-04-14T22:53:49.272193 | [
-0.019910069182515144,
0.0191989466547966,
0.03463536873459816,
0.00038119382224977016,
-0.04327548295259476,
-0.024769237264990807,
-0.043078336864709854,
-0.020421089604496956,
0.034142740070819855,
0.007211707998067141,
-0.014558414928615093,
0.00031003530602902174,
0.058273885399103165,
... | ||
ative competence and commitment of the followers. Leaders must determine where followers are on the developmental continuum to adapt their leadership style accordingly (Northouse, 2021 ). Situational leadership is characterized by the relation between the task behavior (giving instructions, directing, guiding, and valu... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.502 | 0.832 | ["leadership"] | 493 | Situational Leadership | topic | 2026-04-14T22:53:49.272325 | [
0.0020410949364304543,
0.01980370655655861,
-0.0346609391272068,
0.01429161336272955,
0.03208882361650467,
0.03586054593324661,
0.005107025150209665,
-0.00883559137582779,
0.038062792271375656,
0.017112893983721733,
0.006935225334018469,
0.0011171678779646754,
0.04720086604356766,
0.049738... | ||
the environment are advantageous for this style. Consequently, workers can maximize their learning experiences and satisfaction (Walls, 2019 ). In following a situational leader, it is not as necessary to have a charismatic leader with large numbers of followers as it is to have rational comprehension of the situation ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.566 | 0.852 | ["leadership", "education", "philosophy"] | 511 | Situational Leadership | topic | 2026-04-14T22:53:49.272476 | [
0.07377904653549194,
0.10216614603996277,
0.006625100504606962,
0.024257054552435875,
0.02627047337591648,
0.005443383473902941,
-0.005709630902856588,
0.008909940719604492,
0.00918590184301138,
-0.01667402870953083,
0.011830287985503674,
0.01703898049890995,
0.05481230840086937,
0.0426572... | ||
situation without following a set formula (Walls, 2019 ). Work Motivation Motivation determines what individuals do and how they do it based on what they are motivated to do (Meyer et al., 2004 ). Motivating someone to act to achieve his or her goals is a condition or circumstance that encourages and stimulates a perso... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.392 | 0.872 | ["motivation", "war_conflict", "philosophy"] | 500 | Situational Leadership | topic | 2026-04-14T22:53:49.272608 | [
-0.027409236878156662,
0.03968657925724983,
-0.06257583200931549,
0.0005567393964156508,
0.05966096371412277,
0.03449670225381851,
0.08668315410614014,
0.005409743171185255,
-0.009999341331422329,
-0.008538336493074894,
-0.03626425564289093,
-0.05565548688173294,
0.06543853878974915,
0.068... | ||
a particular goal, whether or not it is achieved. The motivation will be driven by both the individual (intrinsic) and his surroundings (extrinsic). According to Herzberg's theory, a motivational factor would be achievement, recognition, responsibility, progress, the work itself, and the opportunity to develop. Work mo... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.387 | 0.814 | ["motivation"] | 416 | Situational Leadership | topic | 2026-04-14T22:53:49.272739 | [
0.026252884417772293,
0.02614143118262291,
-0.042440809309482574,
-0.025085387751460075,
0.08702103793621063,
0.05820882320404053,
0.06411619484424591,
0.04970003664493561,
-0.01458808034658432,
0.018909141421318054,
-0.0386018343269825,
-0.016346342861652374,
0.00748414034023881,
0.067759... | ||
on, and advancement (Syaifuddin and Sidu, 2019 ). Job Satisfaction The sense of comfort and pride employees experience in doing their jobs is called job satisfaction; job satisfaction is achieved by employees who feel their job is valuable and essential (Mustofa and Muafi, 2021 ). The belief in the amount of pay employ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.368 | 0.846 | ["career", "war_conflict", "salary"] | 443 | Situational Leadership | topic | 2026-04-14T22:53:49.272874 | [
-0.04581204801797867,
0.04251695051789284,
-0.03388505056500435,
-0.003492950461804867,
-0.011021295562386513,
-0.027098003774881363,
0.10690637677907944,
-0.054029230028390884,
-0.042150404304265976,
-0.05234801024198532,
0.0034872274845838547,
0.006475319620221853,
0.06553033739328384,
0... | ||
ard their work assessment (Castle et al., 2007 ). Besides, job satisfaction is related to what they get and expect (Dartey-Baah and Ampofo, 2016 ). Then, it will be represented by positive or negative behavior that employees showed in the workplace (Adiguzel et al., 2020 ). Several factors have influenced job satisfact... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.362 | 0.85 | ["leadership", "career", "salary"] | 511 | Situational Leadership | topic | 2026-04-14T22:53:49.273012 | [
-0.07749243080615997,
0.0366075374186039,
-0.018722092732787132,
0.047841258347034454,
-0.007142553571611643,
-0.020668964833021164,
0.04342733696103096,
-0.05939323455095291,
-0.0420541875064373,
-0.05336637422442436,
-0.03670436516404152,
0.05300789326429367,
0.010613849386572838,
-0.002... | ||
ip style, and stress level (Bhardwaj et al., 2021 ). There is a direct correlation between job satisfaction and an organization's leadership style that provides advice, praise, and assistance to employees when they face problems at work (Sapada et al., 2017 ; Phuc et al., 2021 ). Employees who are highly satisfied with... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.606 | 0.866 | ["career", "leadership", "philosophy"] | 512 | Situational Leadership | topic | 2026-04-14T22:53:49.273157 | [
-0.01192301046103239,
0.0225839801132679,
0.027203140780329704,
0.03944818302989006,
-0.01253966148942709,
0.0017962382407858968,
0.0662165954709053,
-0.026562871411442757,
-0.0065894294530153275,
-0.06899671256542206,
-0.004660309292376041,
0.06352195143699646,
0.0121223796159029,
-0.0199... | ||
ies of an employee than on perceived job satisfaction that encourages them to perform at their best (Aprilda et al., 2019 ). Relationship of Situational Leadership With Work Motivation and Job Satisfaction There is a positive correlation between work motivation and job satisfaction, and intrinsic motivation is positive... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.453 | 0.852 | ["career", "motivation", "leadership", "networking", "philosophy"] | 511 | Situational Leadership | topic | 2026-04-14T22:53:49.273291 | [
-0.04471270367503166,
0.029617149382829666,
-0.0036180433817207813,
-0.04164358600974083,
0.03607237711548805,
-0.031803715974092484,
0.10559678077697754,
-0.03011649288237095,
0.020204341039061546,
-0.04423125088214874,
-0.021295204758644104,
0.02276553399860859,
0.030651893466711044,
0.0... | ||
lated to job satisfaction (Arasli et al., 2014 ). Leadership and work motivation provide a positive and significant effect on job satisfaction (Pancasila et al., 2020 ). Leadership motivates and satisfies followers by helping them in a friendly way (Haq et al., 2022 ). According to several studies, situational leadersh... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.446 | 0.7 | ["leadership", "motivation", "career"] | 505 | Situational Leadership | topic | 2026-04-14T22:53:49.273422 | [
-0.057722847908735275,
0.07675255089998245,
0.006727843079715967,
-0.015246544033288956,
0.037522342056035995,
0.021302876994013786,
0.004365263041108847,
-0.04393576458096504,
0.0067637888714671135,
-0.028442269191145897,
-0.001750848488882184,
0.06119392812252045,
0.05678989365696907,
0.... | ||
and trust, respect, and pride among subordinates. Incorporating these characteristics can assist leaders in building employee commitment, raising risk awareness, articulating a shared vision, and reinforcing the importance of the vision (Al-edenat, 2018 ). The result is also in line with that of Li and Yuan ( 2017 ), w... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.451 | 0.826 | ["leadership", "strategy", "career", "war_conflict"] | 412 | Situational Leadership | topic | 2026-04-14T22:53:49.273572 | [
0.0020947004668414593,
0.09196464717388153,
0.007274581119418144,
-0.020375709980726242,
0.04104491323232651,
0.04884152114391327,
0.07556679844856262,
-0.04494332894682884,
-0.001468552160076797,
-0.011740130372345448,
0.043461691588163376,
0.005454769358038902,
0.048594750463962555,
-0.0... | ||
ob satisfaction is both positive and significant. According to Saleem ( 2015 ), leadership creates a significant positive impact on job satisfaction. Situational leadership is positively associated with job satisfaction (Fonda, 2015 ). In conclusion, leadership is crucial in determining work motivation and job satisfac... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.47 | 0.838 | ["leadership", "career", "motivation"] | 478 | Situational Leadership | topic | 2026-04-14T22:53:49.273732 | [
-0.034099239856004715,
0.07861154526472092,
0.0066531747579574585,
0.011583874933421612,
-0.01612343080341816,
-0.020176196470856667,
0.023611722514033318,
-0.00921289250254631,
0.03986554592847824,
-0.02294478379189968,
-0.028760189190506935,
0.00009679696086095646,
0.011743315495550632,
... | ||
ork motivation and job satisfaction ( Figure 1 ). It encourages employees to finish their jobs enthusiastically and spurs their devotion to their roles for successful job completion. This leadership style is easy to comprehend, intuitively sensible, and adaptable to various situations (Northouse, 2021 ). Figure 1. Open... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.6 | 0.83 | ["leadership", "career", "motivation"] | 447 | Situational Leadership | topic | 2026-04-14T22:53:49.273921 | [
-0.05669517442584038,
0.1154523566365242,
-0.012185805477201939,
0.0031861502211540937,
0.06854648888111115,
0.0033868432510644197,
0.04649139940738678,
-0.013501252047717571,
0.010382101871073246,
-0.005700728856027126,
-0.00023883821268100291,
0.009378425776958466,
0.06855473667383194,
0... | ||
ob satisfaction (Shyji and Santhiyavalli, 2014 ). Assuring employee job satisfaction is a vital role of a leader in achieving organizational goals. Job satisfaction levels may vary between employees, places, jobs, and organizations (Ridlwan et al., 2021 ; Saleem et al., 2021 ). In addition to promoting exemplary employ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.588 | 0.694 | ["career", "leadership", "philosophy"] | 496 | Situational Leadership | topic | 2026-04-14T22:53:49.274048 | [
-0.000679248187225312,
0.05959397926926613,
0.004034226760268211,
0.01852245442569256,
-0.030723929405212402,
-0.03134843334555626,
0.03581203520298004,
-0.03170127794146538,
-0.04618958383798599,
-0.052567996084690094,
-0.029114894568920135,
0.021404122933745384,
0.02423960529267788,
0.01... | ||
erformance in an organization (Hutabarat, 2015 ). Employee performance is positively correlated with job satisfaction (Sidabutar et al., 2020 ). This situational approach has a prescriptive component, whereas many leadership theories are descriptive. Situational leadership, for instance, prescribes a directing style fo... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.518 | 0.844 | ["leadership", "philosophy", "career"] | 512 | Situational Leadership | topic | 2026-04-14T22:53:49.274176 | [
0.054888781160116196,
0.06253144145011902,
-0.02475600689649582,
0.00067286123521626,
-0.006820040754973888,
0.013349930755794048,
-0.002719443989917636,
0.010694699361920357,
0.07072857767343521,
-0.036514997482299805,
0.03925332427024841,
0.061804454773664474,
0.066197469830513,
0.029428... | ||
le if your followers appear competent but lack confidence. These prescriptions, in general, provide all leaders with a set of guidelines that are extremely helpful for aiding and enhancing effective and efficient leadership (Northouse, 2021 ). Leaders should be aware of how they lead and use appropriate styles to devel... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.431 | 0.838 | ["leadership", "career", "war_conflict"] | 433 | Situational Leadership | topic | 2026-04-14T22:53:49.274300 | [
-0.00539152417331934,
0.031830865889787674,
0.0527845174074173,
-0.03368609771132469,
-0.037025731056928635,
0.04291684553027153,
-0.05310218781232834,
0.023015255108475685,
-0.03039134293794632,
-0.03373518958687782,
-0.023471131920814514,
0.047678615897893906,
0.09293311834335327,
-0.060... | ||
heir jobs (Carlos do Rego Furtado et al., 2011 ). In sum, situational leadership motivates employees and improves employee satisfaction at work (Schweikle, 2014 ). The situational approach applies to virtually any organization and at nearly any level for almost any goal. There are many possible applications for it (Nor... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.664 | 0.686 | ["leadership", "career", "motivation", "resume", "philosophy"] | 466 | Situational Leadership | topic | 2026-04-14T22:53:49.274443 | [
-0.07775106281042099,
0.09832851588726044,
0.015221551060676575,
-0.0275915265083313,
0.017338650301098824,
-0.005749051459133625,
-0.01012633927166462,
0.012179970741271973,
0.04864994436502457,
-0.01910265162587166,
-0.0016762760933488607,
0.05620325356721878,
0.048897501081228256,
0.044... | ||
n contributes to employee performance ultimately. That means the higher job satisfaction leads to the better the employee performance (Jalagat, 2016 ). Effective leadership can result in more satisfied employees, more motivation at work, and more satisfaction with the workplace. It is worth mentioning that the theoreti... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.475 | 0.834 | ["leadership", "philosophy", "motivation", "career"] | 479 | Situational Leadership | topic | 2026-04-14T22:53:49.274581 | [
-0.0525117889046669,
0.11072388291358948,
0.0074814362451434135,
-0.004085863940417767,
-0.01671087183058262,
0.019329216331243515,
-0.011052641086280346,
0.02782408520579338,
0.03826480731368065,
-0.054864395409822464,
-0.003012626664713025,
0.12147286534309387,
0.005330919753760099,
0.03... | ||
leaders can improve the performance of employees. An extensive empirical study is needed to understand the role of the situational leadership approach in the current pandemic circumstances. Moreover, the biggest challenge facing leadership studies right now is the lack of knowledge about the topic. Author Contributions... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.673 | 0.834 | ["leadership", "education", "crisis", "philosophy"] | 452 | Situational Leadership | topic | 2026-04-14T22:53:49.274716 | [
0.019271280616521835,
0.11394599080085754,
0.014799457043409348,
0.0633961483836174,
0.015821579843759537,
0.048552464693784714,
-0.005093839950859547,
0.04049315303564072,
0.0394272580742836,
0.026114989072084427,
-0.021165350452065468,
0.0464061014354229,
0.04121251776814461,
0.030447514... | ||
uted to revising and proofreading the manuscript. After review, TK and KP helped us finalize the revisions and proofreading. All authors contributed to the article and approved the submitted version. Conflict of Interest The authors declare that the research was conducted in the absence of any commercial or financial r... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9253670/ | New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.501 | 0.858 | ["war_conflict", "strategy", "networking"] | 512 | Situational Leadership | topic | 2026-04-14T22:53:49.274840 | [
-0.04999779909849167,
0.1254849135875702,
0.014273115433752537,
0.001670287805609405,
0.04053178057074547,
0.00952992681413889,
-0.013045893050730228,
0.03930170461535454,
0.03481913357973099,
0.08266467601060867,
0.03202557936310768,
0.012634139508008957,
-0.017514722421765327,
0.00210671... |
Subsets and Splits
No community queries yet
The top public SQL queries from the community will appear here once available.