This research aimed to find out the extent to which the instructional leadership style had been adopted by the principals in some Lebanese intermediate public schools. A small-scale survey approach was used where a cross-sectional study design was assumed. By sampling extreme cases (five high-performing schools and five low-performing ones), the researcher was able to reveal the differences that existed in the principals’ leadership styles in the two sets of schools selected. To achieve her objective, the researcher analysed the quantitative data collected from questionnaires administered to 203 teachers, in addition to the qualitative data collected from interviews conducted with principals using a semi-structured interview schedule. Principals in the schools investigated were found to assume climate-related functions more than the technological ones under the instructional leadership style. Both sets of functions were significantly performed better by the principals in the high-achieving schools in comparison with the principals in the low-achieving schools. The researcher ended up by recommending short-term and long-term remedies to enhance the way leadership is exercised and thus enhancing the teaching’s quality in Lebanon.

Purpose – The purpose of this paper is to find out if the characteristics, traits and leadership style of an effective university leader in Lebanon match those of a transformational one. Moreover, it is intended to shed light on the possible transferability of the transformational leadership’s success to the Middle-Eastern society where norms and values differ significantly from the North-American context where research extensively supported its positive effect. Design/methodology/approach – Qualitative data were collected from semi-structured interviews conducted with eight faculty and two staff members chosen based on the purposiveness sampling technique. The researcher tape-recorded the interviews, then transcribed and coded the data before analyzing it. Findings – Results revealed that the director demonstrated to a great extent all the characteristics that define a transformational leader, except when it comes to nepotism and to the lower level employees who are not usually invited to share in the decision-making process. He was able to successfully challenge the process, inspire and motivate all the campus’s employees. However, in order to generalize and conclude that the whole Lebanese higher educational setting encompasses and cherishes the transformational leadership style, additional research is to be undertaken. Originality/value – Although Lebanon has long been a pioneer in the education field in the Middle-East, however, not enough studies are found on the various leadership styles exhibited by Lebanese university leaders, and here lies this research’s value.

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This study aims to examine the reactions of high‐status service employees to customer mistreatment. An inductive research design is adopted, relying on the qualitative data collected from semi‐structured interviews conducted with university professors, doctors, and high‐ranking bank employees in Lebanon. High‐status service providers who experience mistreatment by their customers experience strong feelings and may suffer from flashbacks triggered by similar circumstances. The data reveals two forms of compensating reaction: surface acting and the withholding of customer‐oriented organizational citizenship behaviors from the customer who mistreated them. The former creates an open loop spiral which affects downstream customers whereas the latter stops with the customer who mistreated them. The study contributes to the existing literature on customers' mistreatment, which has tended to focus on low‐status employees in traditional service contexts. In addition, as it was conducted in a society with a collectivistic culture it also provides valuable insights into the role played by culture. Finally, it contributes to management practice by helping managers recognize the impact of the mistreatment of high‐status service providers and to channel their subordinates' negative emotions into a more positive outcome.

Purpose This study aims to tackle employees’ stress and emotions in periods of changes in leadership positions, especially if the leader to be replaced is previously found to be transformational. Design/methodology/approach Qualitative data are collected from WhatsApp conversations between different subordinates, hours around the declaration of the appointment decision. Data presentation includes messages exchanged, as well as photos, emojis and voice notes. Findings The participants’ messages reflected their stress. They are drained, desperate and praying God so their transformational leader is reappointed. Fear and sadness are the two types of emotion experienced by employees during the anticipation and confirmation stages of the change process, respectively. The emotional contagion among subordinates is revealed in the way the messages and the replies are very close in content. Research limitations/implications The low number of participants makes the results obtained specific to the case itself. However, this study triggers future research addressing same research propositions under different leadership styles and in different cultures. Originality/value The value of this research lies in the topic addressed, as no literature is found discussing employees stress in periods of change in a transformational leadership position, specifically. Moreover, its originality lies in the method of data collection which depicts the participants’ live and real feelings and emotions on that moment.