Leadership stains affect the follower’s performances regarding innovative work behavior, and a gap is found in leadership research in higher education, specifically in Pakistan. The basic purpose of this research is to point out the effect of leadership styles on innovative work behavior under the mediating and moderating roles of organizational culture and organizational citizenship behavior among the Head of the Departments (HODs) in higher education institutions (HEIs). A survey method has been carried out to collect data from 160 respondents to, further, verify how leadership styles of academic leaders affect employees’ performances in universities. The statistical study exposes a substantial positive effect of leadership styles on innovative work behaviors of employees highlighting mediating and moderating effects of organizational culture and OCB on such a relationship. This study carries various implications for prior research in both theoretical and practical fields, and its scope may also be enlarged, geographically or institutionally, to another context. This research uncovers the relationship of leadership styles and innovative work behavior in academic research, which has been ignored before in higher education of Pakistan.

PurposeBecause of the rapidly changing environment and fleeting market opportunities, employee's innovative work behavior is increasingly assuming a pivotal role in enhancing organizational effectiveness and competitive advantage. The success of organizations is largely depended on their employees' ability to innovate. The role of cultural intelligence to enhance innovative work behavior is yet to be explored in the innovation research. The purpose of this study is to examine how cultural intelligence enhances employees' innovative work behavior through work engagement and interpersonal trust.Design/methodology/approachThe study is a cross-sectional design which utilizes data from 381 participants from multinational corporations in Saudi Arabia.FindingsThe results indicate that cultural intelligence can significantly affect employee's innovative work behavior. It further reveals that both work engagement and interpersonal trust partially mediate the effect of cultural intelligence on innovative work behavior.Originality/valueThis study adds to the literature on intelligence by examining an underexplored type of intelligence (i.e. cultural intelligence) in relation to employee's innovative work behavior. It reveals work engagement and interpersonal trust as the psychological mechanisms that can link cultural intelligence to innovative work behaviors.

Corporate social responsibility (CSR) is a useful tool for effective organizational, social, and environmental functioning. This study expanded CSR and green research streams by examining the positive effect of employee's perceived CSR on pro‐environmental behaviour through mediation of organizational identification, as well as the moderation mechanisms of corporate entrepreneurship and employees' environmental consciousness for such an effect. The study drew on a survey sample of 479 employees and 122 department managers from various hotels in Pakistan. Key findings showed that CSR had both a direct and an indirect influence, through organizational identification, on pro‐environmental behaviour. The results lent support for the interactive effect of corporate entrepreneurship and environmental consciousness with CSR in predicting pro‐environmental behaviours. This is the first study of its kind to study a comprehensive model linking perceived CSR with employee's pro‐environmental behaviours in hotel industry through intervening variables.

Despite research suggesting that pro‐environmental behaviors offer a range of positive benefits for organizations and that corporate social responsibility (CSR) positively affects employee behaviors and attitudes, very few studies have investigated how CSR affects pro‐environmental behaviours. As such, this study investigates the impact of perceived CSR on employees' pro‐environmental behaviours through organizational identification and coworkers' pro‐environmental advocacy. Using a multistage sampling technique, a survey of line managers was conducted across 32 hotels in the understudied context of Malaysia's hotel industry. Based on 331 completed questionnaires, the results suggest that perceived CSR activities drive organizational identification and trigger coworkers’ pro‐environmental advocacy, which in turn generate employees’ pro‐environmental behaviours. The study offers valuable insights into the complex relationship between perceived CSR and pro‐environmental behaviors and discusses the theoretical and research contributions and managerial implications.

RetractionAl‐Ghazali, BM, Afsar, B. Green human resource management and employees' green creativity: The roles of green behavioral intention and individual green values. Corp Soc Responsib Environ Manag. 2020; 1–18. https://doi.org/10.1002/csr.1987]The above article, published online on 2nd July 2020 in Wiley Online Library (wileyonlinelibrary.com), has been retracted by agreement between the authors, the journal Editor in Chief, Richard Welford and John Wiley and Sons Ltd. The retraction has been agreed due to unattributed overlap between this article and the following article under review with the Social Responsibility Journal: Ojo, Tan and Mazni SRJ‐12‐2019‐0403.R3: Linking Green HRM practices to environmental performance through pro‐environment behaviour in the Information Technology sector.