This study aims to examine the relationship between spiritual leadership, affective commitment, work engagement, and employee well-being. In this test, the hypotheses of 356 public sector employees through Partial Least Squares-Structural Equation Modeling (PLS-SEM) and fuzzy set Qualitative Comparative Analysis (fsQCA). PLS-SEM results show that spiritual leadership affects affective commitment, work engagement, and employee well-being and shows that affective commitment and work engagement have different effects because of parallel mediation with spiritual leadership in improving employee well-being. The results of the FsQCA provide theoretical insights and practical recommendations on how to improve understanding of spiritual leadership, affective commitment, work engagement, and employee well-being. This research has implications for policymakers, especially in the public sector, to support and develop spiritual practices that can help employees improve employee well-being through affective commitment and work engagement. In addition, this research can help organizations improve the performance of individuals in organizations, especially public organizations, to make positive contributions to society at large. Doi: 10.28991/ESJ-2022-06-06-09 Full Text: PDF

How do mood states influence risk-taking and choice? This study was conducted to demonstrate and explain the relationship of mood, risk-taking, and choice. The results showed that participants were more likely to systematically display risk-taking behavior when in a negative mood than when in a positive mood. The mood effect was moderated by openness to feelings (OF) in the individual personality.

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In the current pandemic period, every formal education institution needs to update its digital learning process and design a curriculum that is relevant to the needs of today's and next generation. Leaders have to overcome these challenges before they can empower individuals to become technology users who will be able to apply multiple technologies. This study aims to identify digital leadership processes used by leaders in higher education to lead to increased effective learning during the COVID-19 pandemic. This study collected data using a qualitative research design with semi-structured interviews and data analysis using the six phases of Braun and Clark. Our study involved 24 respondents according to preselected criteria, and they were divided into four categories: rectors, deans, junior high school principals, and senior high school principals. The results of this study's findings can be implemented to support various stages of educational program development from the educational technology adoption cycle and promote e-leadership initiatives during the COVID-19 outbreak.

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