International Journal of Organizational Leadership

It is possible to define digital leadership as a type of leadership that is informed about digital technologies that help the digital transformation of employees and businesses and is also fed by modern leadership theories. The concept of digital leadership has come to the fore, particularly with Industry 4.0. Digital leadership is seen as an element that positively affects organizational culture and helps the development of the organization. Following the Covid-19 pandemic, businesses have experienced a considerable digital transformation, and it has been realized that digital leadership is now inevitable for businesses. Digital transformation is expected to contribute to the productivity and production of enterprises. The present study focused on the ability of digital leadership to avoid social loafing, which is negative organizational behavior. In particular, the extent to which job performance losses caused by social loafing were moderated by digital leadership was measured. In this regard, questionnaire forms were prepared and sent to 308 people. The collected data were interpreted by means of the Smart PLS program, and the results were obtained. In this respect, it is found that digital leadership has a moderating impact on the effect of social loafing on job performance. It is thought that the source of this effect could be explained in accordance with Social Impact Theory, Upper Echelon Theory, and Strategic Action Area Theory.

Myriad of discourses pouring from university podiums and social platforms have been
inundated with administrative and governance matters majorly. Not much has been echoed
about morality concerns in Nigerian tertiary institutions. Besides, history is replete with quite
a handful of literature in this area. However, none of the prior studies has developed such a
robust construct on the subject so as to capture the multiple simultaneous essences of shared
values and employee engagement in moral leadership-staff Job performance link. The study
involved a population of 3257 academic and non-academic staff from which a sample size of
327 was determined through simple random sampling. Drawing on stakeholder and social
exchange theories and using regression model and structural equation modelling as analytical
bases, results have vilified strong evidence of positive mediating effect of shared values and
job engagement in moral leadership-staff job performance relationship except a unit construct
(authentic leadership) that exhibited negative association. Finding has further foreclosed that
staff’s overall job performance will improve with panoptic constructs of moral leadership
whereas fragmented approach will only lead to sub-optimal performance. Study proposes an
inclusive framework connecting the modified constructs of moral leadership, shared values,
employee engagement, and job performance of universities’ staff. It is stressed that university
leadership obsessed with integrity found on strong ethical fibber will earn staff’s trust and
confidence and sustain university’s reputation for enduring leadership that is value laden.

This study was designed to measure the effects of job stress on organizational commitment, job satisfaction, and job performance. A total of 170 questionnaires were distributed among auditors in the audit institutions in Tehran and Mashhad. To test the hypotheses, path analysis and structural equation and regression were employed. The results showed that the job stress had a negative effect on organizational  commitment and job satisfaction and there was not a negative correlation between job stress and job performance. Job stress via organizational commitment and job satisfaction affected job performance negatively. Also, job stress had a negative impact on job satisfaction via organizational commitment.