International Journal of Organizational Leadership

Self-leadership and self-efficacy are theoretically and empirically linked, yet limited research explains how individuals interpret self-leadership experiences as evidence of personal capability. Although self-leadership practices and mastery experiences contribute to self-efficacy, the cognitive process through which performance experiences become evidence of competence remains...

This study examines how leadership translates strategic intent into Lean supply chain action and the role of Hoshin Kanri. We conducted 22 semi-structured telephone interviews with senior executives, middle managers, engineers or supervisors, and a consultant from Moroccan industrial organizations between March and May 2026, and analyzed the notes using deductive and inductive t...

Organizations rely on employees’ Innovative Work Behavior (IWB) to sustain competitiveness in business environments. Although the Employee Value Proposition (EVP) is recognized as a strategic Human Resource (HR) practice for attracting and retaining talent, little is known about its association with employees’ IWB or the mechanisms underlying this relationship. Drawing on Conser...

Changes in workplace demands have expanded employees’ roles beyond the completion of routine responsibilities. Employees are increasingly expected to identify problems, develop new ideas, and participate in implementing improvements within their work settings. The present study examines the association between follower-perceived Authentic Leadership (AL) and self-rated Innovativ...