Ethem Topçuoğlu

Introduction: Today, sustainable leadership is a strategic leadership approach that addresses environmental, social, and economic priorities from a holistic perspective while at the same time driving digital transformation processes. The research aims to explain how sustainable leaders mobilize organizational resources, technological infrastructure, and human creativity within the framework of Dynamic Capabilities Theory. Methods: The research was conducted on 456 white-collar employees working in small and medium-sized enterprises operating in Giresun, Kars, and Kırşehir provinces. The data collected by the convenience sampling method were analyzed using the PLS-SEM method with the SmartPLS 4.1.1 program. Results: The analysis results show that sustainable leadership has significant and positive effects on perceptions of artificial intelligence, the generation of creative ideas, digital transformation, and awareness of the circular economy. It was found that the perception of artificial intelligence (AI) has a significant effect on both digital transformation and awareness of the circular economy. It was also determined that creative idea generation has significant effects on digital transformation and awareness of the circular economy. The results of the mediation analyses revealed a partial mediating role for all variables. Discussion: The findings reveal that sustainable leadership is not limited to the environmental and social responsibility dimension and is a strategic element that directs digital transformation processes, shapes perceptions towards artificial intelligence, and encourages organizational creativity.

This study aims to examine the effect of green human resource management (GHRM) practices on firms’ sustainable performance using a meta-analytic approach. In the study, six empirical articles obtained from various databases that investigate the relationship between GHRM and sustainable performance were included in the meta-analysis. The analysis, conducted using a random-effects model, revealed a positive and statistically significant relationship between GHRM practices and sustainable performance (r̄ = 0.39, p < .01). In addition, the findings indicate that the level of heterogeneity in this relationship is high (I² = 96.77%). This high heterogeneity suggests that the effect of GHRM is context-sensitive in nature. By quantitatively synthesizing the fragmented findings in the existing literature, the study has original value in integrating the contribution of GHRM to sustainable performance at both theoretical and empirical levels. The findings suggest that businesses may benefit from developing green human resource management practices in line with their organizational conditions and that policymakers may support this process through appropriate support mechanisms.

Introduction: People are exposed to thousands of videos and images for hours every day. However, the literature provides only limited insight into the impact of AI-generated images and videos on daily life. Driven by advancing technology, these materials influence the human mind and create psychological stress. The source of these psychological tensions lies in situations where the distinction between the real and the artificial is no longer perceived, the sense of reality is lost, and individuals find themselves moving toward a state of uncertainty. This study proposes the concept of “digital blur” in order to conceptualize the reality uncertainty that has emerged with the development of digital technologies and artificial intelligence-supported content production systems, and that has not been adequately explained in the existing literature. The high level of resemblance of digitally produced content to reality makes it difficult for individuals to reliably evaluate not only the accuracy of information but also its reality status, and creates a new area of uncertainty at the epistemic level. This study aims to address this uncertainty not only in the context of misinformation or disinformation, but also through the systematic weakening of the distinction between the real and the artificial, and to fill an important conceptual gap in the literature. Methods: In the study, scale development procedures were applied to the data collected from two different samples by following the 10 steps suggested by Carpenter. In this context, exploratory factor analysis and confirmatory factor analysis were conducted with SPSS and AMOS programs. Results: A 14-question scale was developed as a result of factor analyses, discriminant validity, reliability, divergent, convergent, and construct validity. The scale has a two-dimensional structure consisting of Reality Blur and Knowledge and Ethics Blur subscales. Discussions: In this framework, the study developed an original conceptual framework that explains the transformation of reality perception in the digital age on the basis of Social Information Processing Theory, presented a psychometrically valid and reliable measurement tool to measure this concept, and put forward a new analytical perspective to understand individual and institutional processes regarding the evaluation of digital content.

Purpose: This study aims to investigate the mediating roles of job performance and job satisfaction in the effect of digital leadership on heavy workloads among healthcare workers. By focusing on the phenomenon of leadership in digital transformation in healthcare and its multi-level effects on employees, the research aims to make a unique contribution to the organizational behaviour and leadership literature. Design/methodology/approach: The theoretical framework was developed using the Resource-Based View (RBV) and Job Demands-Resources (JD-R) theories. The structural model was tested using data obtained from 386 employees working in the healthcare sector in Turkey through the Smart-PLS application. Findings: The study reveals that digital leadership has significant and positive effects on both job performance and job satisfaction. In addition, the study's findings indicate that digital leadership hurts heavy workloads, and this effect is indirectly mediated through job satisfaction. In addition to these findings, no significant effect of the job performance variable on heavy workload was found, thus not supporting the mediating role of this variable. Originality/value: The study reveals that digital leadership can transform employees' workload perceptions not only through direct effect mechanisms but also through variables related to psychological well-being. This provides a comprehensive perspective in terms of contributing to the literature on digital leadership and heavy workloads.

Introduction: The negative impacts of human activities on nature have brought about environmental problems such as global warming, water pollution, and deforestation. Mitigating these problems is closely related not only to environmental policies but also to internal leadership approaches within organizations. In this context, green transformational leadership (GTL) stands out as a contemporary leadership style that guides employees toward environmentally conscious behaviors and encourages sustainable practices. This study examines the effects of green transformational leadership on corporate green innovation and individual environmental awareness, aiming to reveal the mediating role of psychological green climate in this relationship from a Turkiye perspective. Methods: The study was structured as structural equation modeling (SEM). Research data were obtained from 435 Turkish SMEs employees selected using convenience sampling, and analyzed using the SmartPLS-SEM method. Results: The findings indicate that green transformational leadership encourages environmentally focused behaviors at both the organizational and individual levels, and that the psychological green climate plays a partial mediating role in these relationships. The findings show that green transformational leadership is a strategic tool in creating sustainable organizational cultures. Discussion: The study is innovative because it is one of the few in the literature that integrates organizational (green innovation) and individual (environmental awareness) outcomes within the same model, treating psychological green climate as an intermediary mechanism. In this context, the research offers practical recommendations to managers for strengthening the perception of green climate, encouraging environmentally friendly behaviors, and restructuring innovation processes from a sustainability perspective.

In today's turbulent, chaotic, and intensely competitive environment, if you take on the responsibility of leading an organization, you need to have highly developed skills that are open to change and further development. Organizations no longer carry the old traditional organizational structures, nor do employees carry the old employee profile. The cumulative speed of the technological changes that mark our age makes tomorrow much more change-prone than today, and there is a need for leaders who can anticipate these changes, interpret them correctly, and respond to them quickly. As it is known, leadership is still not understood by many circles. In particular, the fact that there are hundreds of definitions of leadership in the management literature, the abstract and minimal differences between the many types of leadership defined, and the difference in the understanding of leadership between leaders and followers cause the subject to be more difficult to understand. In this part of the book, laissez-faire leadership is discussed, and its definition, characteristics, effects on followers and organizations, advantages, and disadvantages are given.

In today's world of accelerating digitalization, the concept of leadership is no longer just a managerial function, but has become a fundamental element that determines the strategic orientation and sustainable success of organizations. The uncertainty, speed, and complexity of the digital age render traditional leadership approaches inadequate and necessitate a new form of leadership that integrates technology, strategy, and human-centeredness. In this context, digital leadership is defined as a leadership style that can use the opportunities offered by digital technologies in line with strategic goals, guide organizations in digital transformation processes, and maintain a human-centered approach by supporting cultural transformation in this process. The importance of digital leadership stems from its power to transform not only the way organizations use technological tools but also their organizational culture, business methods, and innovation capacity. Studies in the literature reveal that digital leadership has direct and indirect effects on organizational agility, employee performance, and competitive advantage. However, resistance to change, lack of digital skills, and difficulty in adapting to rapid technological developments are among the main challenges faced by digital leaders. This study aims to provide a comprehensive framework on the definition of the concept of digital leadership, its theoretical foundations, its importance for organizations and employees, the competencies that digital leaders should have, and the organizational reflections of their practices, the problems encountered in digital leadership implementation processes, and solution suggestions.

Leadership has been at the center of social and organizational life throughout history and has been shaped under various approaches in different periods. Among these approaches, visionary leadership has become a prominent theoretical and practical leadership approach, especially since the last quarter of the 20th century. Visionary leadership involves not only creating a strong and inspiring vision of the future but also sharing this vision with organizational members and motivating them towards a common goal. In this respect, it is considered a strategic necessity for contemporary organizations to survive in an environment of change, uncertainty, and competition. This study examines the concept of visionary leadership through a literature review and discusses its basic components, its relationship with other types of leadership, and its functions in today's organizational context. The review of the literature reveals that visionary leadership guides organizations in strategic, psychological, cultural, and communicative dimensions and is closely related to factors such as corporate culture, innovation, and employee engagement. In addition, visionary leadership provides long-term competitive advantage to organizations in relation to current issues such as digitalization, sustainability, and crisis management. The study considers visionary leadership as an organizational reflex and a cultural construct rather than an individual quality and emphasizes that the concept should be understood not only as leader-centered but also as a shared and institutionalized vision. This approach provides a theoretical framework for the literature and a holistic view of the stages of vision development, sharing, realization, and maintenance for practitioners.

Leadership, one of the most controversial and dynamic areas of modern management sciences, is gaining increasing importance every year due to its impact on the sustainability, competitiveness, and human resources of today's organizations. Building on this importance, "Beyond Authority: Leadership Approaches from Classical to Contemporary" is a comprehensive academic work that examines leadership not only as a form of managerial behavior but also encompasses its cultural, psychological, technological, and ethical dimensions within a broad framework. The book systematically examines the historical development of leadership theories, starting from classical approaches and extending to the complex, digitalized, and rapidly transforming nature of today's business world, thus establishing a strong analytical bridge extending from tradition to modernity, from people to technology. The chapters in the work are integrated along three main axes. The first axis reassesses classical leadership approaches in light of current literature, and the organizational and individual impacts of leadership styles that have historically formed the foundation of organizations, such as autocratic, democratic, and laissez-faire leadership, are discussed in detail. These approaches are discussed for their structures that can sometimes foster efficiency, while in other cases, they can negatively impact the organizational climate by restricting participation and creativity. Thus, the context-dependent functionality of leadership is emphasized. The second axis of the book covers popular leadership models prominent in today's business world. Contemporary approaches such as servant, visionary, agile, entrepreneurial, and toxic leadership are presented holistically, linking them to organizations' innovation capacity, employee psychology, performance indicators, and competitive strategies. This section reveals that leadership is no longer merely a management role; it also creates meaning, inspires, motivates, and builds culture. The third axis examines new-generation leadership approaches accelerated by digital transformation. Leadership styles required by the modern age, such as digital leadership, technological leadership, data-driven leadership, remote leadership, ethical and green leadership, are explored alongside concepts such as digitalization, sustainability, data analytics, ethical governance, and environmental responsibility. Thus, it is compellingly demonstrated that the future of leadership is shaped not only by technical expertise but also by ethical stance, environmental awareness, and social responsibility. The book's unique contribution lies in its ability to address all these leadership approaches individually while simultaneously connecting them to one another, making historical continuity and transformation visible, and providing the reader with a highly academically rigorous framework that provides guidance for practitioners. Rather than narrowing leadership down to a single form, the book adopts a holistic approach, assessing it alongside variables such as culture, organizational structure, employee expectations, technological change, and ethical principles. We hope this multidimensional analysis of leadership's journey from past to present will be beneficial for researchers, academics, managers, and all readers interested in leadership…

In today's business world, where digitalization has become a strategic necessity, the impact of leadership styles on innovation capacity is becoming increasingly important. In particular, in the aviation industry, a sector characterized by low error tolerance and high information intensity, digital leaders must not only possess the ability to implement technology but also the competence to steer organizational innovation processes and manage employees' stress levels. In this context, the primary objective of this study is to empirically investigate how digital leadership influences open innovation capability and to examine the potential mediating role of occupational stress experienced by employees in this relationship. The study sample, which employs quantitative research methods, consists of 407 participants working in the aviation sector in Türkiye. The data obtained through the survey method were analyzed using structural equation modeling with the Smart-PLS 4.1.1 program. The findings indicate that digital leadership has a direct positive effect on open innovation capability and that occupational stress plays a partial mediating role in this relationship. These findings indicate that digital transformation processes should focus not only on technology but also on human resource strategies. The study presents a unique conceptual framework within the triangle of digital leadership, open innovation, and occupational stress, highlighting the impact of leadership on innovative and psychological outcomes in high-risk sectors such as aviation.