Purpose In the present study, we develop and validate the Power Addiction Scale (PAS), a reliable and valid scale to assess the compulsive and excessive tendencies to seek, maintain, and exert power among managers and leaders in organizations. To the best of our knowledge, this is the first scale to measure power addiction in the field of organizational behavior. Design/methodology/approach The study included 435 employees from Turkey. The scale was developed based on literature review, grouping open-ended responses, expert content validity, pre-testing, administration of the survey, and analysis of data. Analysis methods included exploratory factor analysis (EFA), confirmatory factor analysis (CFA), reliability analysis using internal consistency, determined by Cronbach’s alpha, and validity analysis using average variance extracted and discriminant validity. Findings The final 29-item scale consisted of two dimensions: Power Addicted Behavior and Power Addicted Attitude. The proposed model showed good fit. Reliability, measured through coefficients alpha, was achieved with scores between 0.869 and 0.976. Convergent validity was established through average variance extracted scores greater than 0.50. The power addiction scale also achieved discriminant validity with Machiavellianism, narcissism, and personal need for power. Originality/value The study developed and validated the first psychometrically sound measure of workplace power addiction, the Power Addiction Scale, thus filling a critical gap in power addiction research. The scale can be practically applied in leadership development, organizational development, and human resource management but needs studies to test cross-cultural validation.

Purpose If purpose represents an organization’s reason for being, it should have significant implications for everyone involved, from top executives and leadership teams to employees and external stakeholders. Yet, how purpose connects the critical human and institutional components of an organization remains insufficiently addressed in the literature. The aim of the current text is to advance a circular model of organizational purpose focused on internal stakeholders, namely employees, managers, and leaders. Design/methodology/approach At the corporate level, purpose is typically conceptualized as an organizational attribute, akin to vision, mission, and values. This anthropomorphic framing is useful because it helps scientists and managers understand what purpose is, where it originates, and why it matters. However, attributing individual-level characteristics to an organization has limitations when explaining how purpose is created and how it is intended to influence employees and managers. The current text advances a conceptual model aimed at addressing these limitations. Findings The text first integrates individual purpose with organizational purpose, arguing that the closer the fit between the two, the greater the likelihood that the organization will generate value. It then introduces a cycle that connects organizational actors in the design and implementation of corporate purpose. This circular model seeks to enhance alignment between the purpose of the company’s founders and/or top management team and the individual purposes of employees and other stakeholders. Originality/value As rapid technological change and shifts in the world of work create new complexities for individuals, companies, and society, organizational purpose is emerging as a critical theme; this text contends that a well-defined purpose can offer meaning and direction to all stakeholders, from employees to top management.

Purpose Asynchronous interactions pervade global teams, yet how time delays shape leadership remains underexplored. This study examines temporal distance – the delay between leader–follower interactions – as a boundary condition moderating leadership effectiveness in global virtual teams, developing a framework for asynchronous leadership adaptations. Design/methodology/approach An integrative review synthesized 82 multidisciplinary studies on virtual leadership and asynchronous team coordination, using multilevel categorization (micro, meso, macro) with systematic clustering of temporal mechanisms and boundary conditions. Findings Temporal distance systematically moderates leadership transmission: the effectiveness of task-oriented behaviors appears to remain robust under delay, whereas relationship-oriented behaviors weaken; temporal adaptability and virtual relationship quality buffer these losses. Research limitations/implications The framework’s primary focus is on globally distributed teams with significant time zone separation; applicability to hybrid or local asynchronous teams may be limited, suggesting need for future research extensions. Practical implications Beyond improving team coordination, the framework provides actionable insights for global organizational strategic management by enabling leaders to design temporally resilient structures that enhance collaboration, retention, and competitive agility in multinational contexts. Social implications Enhanced temporal leadership promotes inclusive global work environments by overcoming geographic and temporal barriers to participation and career growth. Originality/value Unlike previous research treating temporal aspects as secondary, this study positions temporal distance as a significant boundary condition requiring distinct leadership adaptations. The framework advances virtual leadership theory by explaining previously inconsistent findings and identifying mechanisms through which time separation moderates leadership processes.

Purpose The study examines the impact of Corporate Social Responsibility (CSR) spending on financial performance among India’s top CSR-spending firms, following the introduction of mandatory CSR under the Companies Act, 2013. It explores whether CSR contributes to firm profitability and efficiency, with a focus on Return on Assets (ROA), Return on Equity (ROE), and Profit After Tax (PAT). Design/methodology/approach An explanatory research design was adopted using secondary data for the period of 10 years (FY 2014-15 to 2023-24). Pool Regression analysis was employed to examine the relationship between CSR spending and firm-level financial performance indicators. Findings Results show a significant positive relationship between CSR spending and PAT, suggesting that CSR investments enhance long-term profitability. However, the effects on ROA and ROE are negative and statistically insignificant, indicating that CSR may not immediately improve short-term accounting returns. Practical implications The findings emphasize the importance of sustained CSR investment as a strategic tool for enhancing firm profitability. Policymakers are encouraged to continue supporting mandatory CSR provisions, while managers should recognize CSR as an investment in long-term value creation rather than short-term efficiency gains. Originality/value This study advances the CSR–financial performance debate by providing evidence from India’s mandatory CSR based on actual CSR spending, rather than content analysis. Unlike prior industry-specific studies, it spans multiple sectors and uses a decade of post-mandate data, showing how CSR builds reputational capital and stakeholder trust, translating into long-term financial benefits.

Purpose This study investigates how Big Data Analytics Capability (BDAC) influences firm performance in the healthcare sector and examines the mediating role of servant leadership in this relationship. Despite extensive research on leadership and digital transformation, limited studies explore how human-centric leadership styles facilitate the translation of data capabilities into organizational performance − particularly in ethically sensitive, data-rich healthcare environments. This study addresses this gap by integrating perspectives from the Resource-Based View (RBV) and sociomaterialism theory. Design/methodology/approach A quantitative, cross-sectional design was employed using data collected from 150 doctors in middle and top management roles across private and multi-specialty hospitals in the Delhi NCR region of India. Respondents were selected through a combination of convenience and snowball sampling. Structural Equation Modeling (SEM) using the Lavaan package in R was applied to test the hypothesized relationships and mediation effects. Findings Results reveal that BDAC has a significant positive impact on firm performance and that servant leadership partially mediates this relationship. The findings indicate that BDAC enhances organizational outcomes not merely through technological investment but through leadership practices that promote trust, inclusivity, and ethical decision-making. Research limitations/implications The study’s cross-sectional design limits causal inference, and the focus on a single regional healthcare ecosystem may constrain generalizability. Future research should adopt longitudinal or cross-sectoral approaches to further validate these findings and explore potential moderating effects of culture and organizational maturity. Practical implications The study offers concrete strategies for healthcare leaders, including the integration of data-literacy and servant-leadership training, ethics-driven data governance frameworks, and decision-support systems aligned with human values. These interventions can help organizations transform data-driven insights into patient-centered, ethically sound, and performance-enhancing actions. Originality/value This study advances theory by positioning servant leadership as a socio-cognitive and ethical mechanism that activates the latent value of BDAC. It extends the RBV framework by demonstrating how intangible human capabilities complement technological resources, and it enriches sociomaterialism theory by emphasizing human–technology interdependence in healthcare decision-making.

Purpose This study investigates how Hybrid Strategy and Sustainability Orientation jointly influence SME performance, emphasizing the mediating roles of Product, Process, and Social Innovation across financial, market, and social dimensions. Design/methodology/approach Drawing on the Resource-Based View, Dynamic Capabilities Theory, and Stakeholder Theory, the study develops and tests a conceptual framework using Partial Least Squares Structural Equation Modeling. Data were obtained from a cross-sectional survey of SMEs in emerging markets. Findings Both Hybrid Strategy and Sustainability Orientation significantly enhance all three forms of innovation. Product innovation emerged as the most influential, particularly in driving financial and social performance. Process innovation contributed strongly to market performance. Social innovation showed meaningful effects on social outcomes but was not significantly linked to financial performance, indicating varied contributions of innovation types across performance dimensions. Practical implications The findings provide actionable insights for SME managers and policymakers. Integrating cost-efficiency with differentiation and sustainability orientation boosts innovation outcomes. Managers should prioritize product and process innovation for immediate gains while pursuing social innovation as a long-term strategy to build stakeholder trust. Policymakers are encouraged to support these dual strategies through targeted innovation programs and incentives. Originality/value This study develops a novel integrative framework that links two strategic orientations Hybrid Strategy and Sustainability Orientation with multidimensional SME performance (financial, market, and social) through the distinct mediating roles of product, process, and social innovation. It is among the first to empirically disentangle these innovation pathways within resource-constrained and sustainability-driven contexts, offering a more nuanced and evidence-based understanding of strategic innovation in SMEs.

Purpose This paper explores the disciplined science of leadership, a practice-oriented leadership model that produces transformative outcomes across personal, organizational, and societal levels. It seeks to bridge the gap between theoretical leadership models and lived realities, particularly in developing contexts, by conceptualizing the development of leaders with hidden catalysts, individuals who embody humility, ethical resolve, and strategic discipline. Design/methodology/approach Adopting a reflexive first-person design, the study draws on autoethnographic methods and structured journaling, supported by thematic analysis of autobiographical experiences across entrepreneurial, corporate, and institutional settings. The analytic process, reinforced through corroborative peer reflections, maps how journal data informed theme development and proposition-building. The paper integrates theories of Level 5 leadership, transformational leadership, servant leadership, situational and coaching models, as well as values-based and Sustainable Development Goals (SDGs)-aligned governance. Findings Six interlinked pathways are identified as central to the development of hidden catalyst leaders. The study demonstrates how values, emotional discipline, and reflective capacity shape decision-making and long-term leadership outcomes. Disciplined choices, combined with structured reflection, foster leadership behaviors that advance institutional trust, organizational excellence, and progress toward SDGs 4, 8, and 16. The resulting conceptual framework illustrates how leadership inputs and decisions interact to produce transformational leaders capable of delivering sustainable, high-impact outcomes. Research limitations/implications Rooted in a single leadership journey, the findings may not capture the diversity of leadership across cultures or sectors. Future research should triangulate these insights with broader empirical data, using comparative case studies or mixed methods to enhance validity and applicability. Practical implications The framework provides actionable insights for leadership training institutions, organizations, and policymakers seeking to develop ethically grounded, impact-driven leaders. It encourages deliberate investment in reflective practice, ethical hiring, adaptive coaching, and long-term talent development as central to organizational resilience and success. Social implications By prioritizing people, systems transformation, and sustainable development, the paper advocates for leadership education and enabling policy environments that promote inclusivity, accountability, and ethical governance, especially within fragile institutional contexts of emerging economies. Originality/value The paper contributes to leadership studies by offering a practice-based conceptual model grounded in real-life leadership experiences. It integrates multidisciplinary leadership theories with contextual insights from the emerging economies, thereby filling a significant epistemic gap between mainstream leadership literature and the realities of public, corporate, and policy leadership in developing economies.

Purpose This article helps boards and executive teams understand the conditions under which incentive pay is more or less likely to align with performance—particularly when factoring in CEO origin and firm size. It highlights two often-overlooked strategic variables: the CEO’s origin (internal promotion vs. external hire) and firm size. Design/methodology/approach We analyze a comprehensive dataset of publicly traded firms in the USA and Canada. By examining how CEO background and company scale moderate the pay–performance relationship, the study integrates agency theory and the Resource-Based View (RBV) to reveal important contextual effects. Findings Internally promoted CEOs consistently deliver stronger returns for each dollar of compensation, especially in small and mid-sized firms where their firm-specific knowledge and networks create immediate value. External hires can bring fresh perspectives but face integration challenges that weaken the compensation–performance link in the short term. Practical implications Boards should avoid one-size-fits-all pay packages. Instead, they should tailor compensation strategies to CEO origin and firm size, aligning incentives with the leader’s ability to deliver results. This approach improves succession planning, onboarding processes, and overall governance effectiveness. Originality/value This article provides actionable guidance for directors, compensation committees, and executive recruiters. By integrating succession planning and compensation design, it offers a clear framework for aligning CEO pay with firm performance in diverse strategic contexts.

Purpose This study investigates the impact of ethical leadership on organizational performance among Malaysian ICT SMEs, focusing on the mediating role of leadership effectiveness. It explores how leadership behaviors, typically defined in Western contexts, function within a non-Western, emerging economy setting. Design/methodology/approach The study incorporates a thorough literature review to conceptualize ethical leadership as a one-dimensional construct and positions leadership effectiveness as an emerging paradigm. Organizational performance is evaluated based on growth and profitability metrics. Data were collected from 675 SMEs in the ICT sector, and the proposed model was rigorously tested using exploratory factor analysis, confirmatory factor analysis, and structural equation modeling. Findings Results indicate a positive relationship between ethical leadership and organizational performance, and similarly between leadership effectiveness and organizational performance. Moreover, leadership effectiveness was found to mediate the link between ethical leadership and organizational performance. Practical implications The findings highlight the value of ethical leadership coupled with a focus on leadership effectiveness as strategies for enhancing organizational performance. These insights offer actionable guidance for SMEs aiming to improve performance and contribute to broader economic growth. Originality/value This study contributes to SME literature by integrating the RBV with leadership research and demonstrating how ethical leadership, as an intangible resource, drives performance in emerging markets. The use of a Western-developed measurement tool, adapted to a Southeast Asian context, adds methodological novelty and cross-cultural insight. This study contributes a novel leadership-performance model for SMEs in emerging economies, advancing both ethical leadership theory and practical leadership development in ICT service sectors.

Purpose The purpose of this study is to explore the dynamics of social control in emerging market (EM) international joint ventures (IJVs). In particular, the study draws on the social exchange theory to examine the factors that influence the use of specific social controls in an EM IJV. Design/methodology/approach The study’s contribution is developed in the context of a Nigerian Chinese IJV. Data for the inquiry comes from 20 semi-structured interviews with senior and mid-level employees of the IJV and its parent firms. This was supplemented with observational data. Findings The study reveals that knowledge transfer, cultural adaptation, and trust-building are the factors that contribute to shaping the IJV’s adoption of specific social controls, namely, training, socialization, communication, and site visits. In addition, each social control is influenced by a combination of factors rather than a single factor. Originality/value The study provides a holistic understanding of how social control is designed in EM IJVs drawing from multiple perspectives involving the IJV firm, and local and foreign partners. It also uncovers the complementary role of factors in the use of specific social controls in an IJV from a Nigerian context.