Work creativity manifested in innovative workplace behavior (IWB) and employee work engagement is fundamental to maintaining firm’s sustainability and competitiveness. In this regard, this study investigates the supporting effect of innovative leadership on IWB and employee engagement by maximizing employee vigor, dedication, and absorption. The study data were collected using a questionnaire-based technique, and the questionnaires were administered to 150 respondents working in mobile phone companies in Southern and Central Iraq. The results were analyzed using the Statistical Package for the Social Sciences (SPSS) and SmartPLS software. The study results revealed that inclusive leadership and work engagement were significantly related to IWB, and work engagement played a mediating role between inclusive leadership and IWB. The findings further indicated that inclusive leadership behaviors such as openness, accessibility, and availability motivated the subordinates to be engaged in IWB. To promote IWB, company leaders need to effectively engage their followers by taking pride and satisfaction in employee output, which might help employee work engagement and IWB.

(1) Background: Work creativity, manifested in innovative workplace behaviour (IWB) and employee work engagement, is fundamental to maintain firms’ sustainability and competitiveness. In this regard, this study aims at investigating the supporting effect of innovative leadership on IWB and employee engagement through maximising employee vigour, dedication and absorption. (2) Methods: The study data were collected from questionnaires administered to 150 respondents working in mobile phone companies in southern and central Iraq. The statistical analyses were conducted through the Statistical Package for the Social Sciences (SPSS) and Smart PLS. In analysing the measurement model and testing the proposed hypotheses, the study results revealed that inclusive leadership and work engagement were intimately connected to IWB; (3) Results: Work engagement played a mediating role between inclusive leadership and IWB. The questionnaire data indicated that inclusive leadership behaviours, such as openness, accessibility and availability, motivated the subordinates to be engaged in IWB.; and (4) Conclusions: To promote IWB, company leaders then need to effectively engage their followers by taking pride and satisfaction in employee output, which might aid employee workplace and IWB engagement.

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The current research aims at revealing the role of strategic alignment through its dimensions (communication, governance, infrastructure, partnership and skills) in achieving organizational excellence through its dimensions (excellence in leadership, excellence in service, excellence in knowledge through organizational ambidexterity). In order to achieve the goal of the research a number of colleges of Karbala University was selected. Thus, the research started from a problem expressed by a number of intellectual and practical questions aimed at answering. By diagnosing the level of its importance and its impact and the possibility of achieving strategic alignment in the colleges surveyed, it has used the research questionnaire and a way to get the data and use the research descriptive and analytical approach, which consists of three standards: strategic alignment, organizational excellence and organizational ambidexterity. It was used to consolidate and strengthen these concepts and focus on teachers; an intentional sample included 80 members of teaching colleges. The data were collected from the main sources of information using the questionnaire form; the data were analyzed using a set of statistical methods by means of software (SPSS V.23). The researchers reached a number of conclusions, the most prominent of which is that strategic alignment represents a set of behaviors and attributes that seek innovation and transformation to find new paths for exploring investment and energies available to them.

The role of entrepreneurial alertness has been increasing to cope with the current fiercely competitive market. Entrepreneurial alertness enables companies to benefit from unseized opportunities and gain a competitive advantage. Therefore, the study explores the role of proactive behavior in enhancing the entrepreneurial alertness of organizations through the mediating role of dynamic capabilities. The study focuses on the Iraqi telecommunication market because of the intense competition between three major telecom companies. Data were collected through a 5-point Likert-scale questionnaire distributed among employees of mobile telecommunications companies in Iraq. The sample aimed to cover different levels in the business hierarchy with a particular focus on the leading positions. Therefore, it included 299 members of boards of directors, branch managers, department heads, and chief supervisors (middle managers). Structural equation modeling (SEM) was used to analyze the responses. Results revealed the positive effect of adopting proactive behavior (e.g., problem prevention, innovation, and holding responsibilities) on entrepreneurial alertness (e.g., scanning, searching for, and evaluating opportunities). The results also approved the mediating role of dynamic capabilities in enhancing the relationship between proactive behavior and entrepreneurial alertness. Therefore, Iraqi governmental telecommunication enterprises are recommended to benefit from the dynamic capabilities of employees (e.g., sensing, learning, integrating, and coordinating capabilities) to maximize the positive influence of proactive behavior on entrepreneurial alertness and, accordingly, improve the prediction of production risks and threats.