The purpose of this research is to examine the relationship between information technology capability and organizational agility on the banking sector, which needs to adapt to environmental changes in the fastest way. The descriptive method was adopted in the research. The population of this research is all banking sector employees. A total of 170 banking sector employees participated in the research. Within the scope of the research, Organizational Agility Scale developed by Sharifi and Zhang (1999) and Knowledge Management Performance scale, which was brought to the literature by Lee, Lee and Kang (2004) but redeveloped by Çetinkaya ( 2011), were used. The obtained data were analyzed via SPSS. According to the analysis results, the dimension with the highest average among the sub-dimensions of the organizational agility scale was the "competency" dimension. "Responsiveness" is the subdimension with the lowest average. In the knowledge management scale, the sub-dimension with the highest average is "knowledge production"; the sub-dimension with the lowest average was "information sharing". The results of the regression analysis showed that the "knowledge sharing" sub-dimension of the knowledge management scale was over the "flexibility" sub-dimension and the "competency" subdimension of the organizational agility scale; on the "speed" sub-dimension of the organizational agility scale of the "information gathering" sub-dimension of the knowledge management scale and; Finally, the "knowledge production" sub-dimension has a statistically significant and positive effect on the organizational agility scale's "response" sub-dimension.

This study delves into the intricate relationship between leader narcissism, stress levels, and organizational communication, providing insights into the dynamics of contemporary workplaces. Utilizing a sample survey conducted within an information technology department, participants assessed leader narcissism, job stress, and organizational communication through comprehensive questionnaires. The findings illuminate the positive correlation between the "exploitativeness" dimension of leader narcissism and the "work-family conflict" sub-dimension of job stress, as well as the "feedback" sub-dimension of organizational communication. Similarly, a positive association emerged between the "superiority" dimension of leader narcissism and the "critical communication" sub-dimension of organizational communication. Conversely, a negative relationship was observed between the "self-sufficiency" dimension of leader narcissism and the "information sharing" sub-dimension of organizational communication. Moreover, a statistically significant negative correlation was identified between the "authority" dimension of leader narcissism and the "role ambiguity" sub-dimension of job stress, while a positive relationship was detected with the "role stress" sub-dimension. These empirical findings underscore the nuanced effects of leader narcissism on job stress and the quality of organizational communication within the workplace. These significant insights offer valuable implications for leadership practices and organizational communication strategies, empowering organizations to address the challenges associated with leader narcissism. The scholarly contribution of this study advances the field of organizational behavior, providing actionable recommendations for leaders and managers striving to cultivate a conducive work environment.

The objective of the study is to measure the employee motivation and the level of effectiveness in MA FOI STRATEGIC CONSULTANTS PVT. LTD.. For the purpose of this study primary data were collected from 100 employees of the firm and descriptive research design was adopted and convenience sampling technique was used. The primary data have been collected using structured questionnaires and the secondary data have been collected from books, journals, thesis and websites. Percentage analysis, Anova has been administered to analyze the data. The findings reveals that majority of the employees have positive attitude towards employee motivation but still it could be improved by implementing the suggestions like considering employees ideas while planning and implementing project also increase employee participation, involvement and also increase performance. So as employee feel them as a valuable firm.