As organizational environment develops, the working environment increases in physical and mental demands. As a result, risk inadvertences could arise, along with organizational emotional and financial challenges. Within their efforts to diminish such risks, organizations strive for developing and training their workforce; a sustainable workforce can only be achieved through cultivating aptitudes and positive attitudes that will lead to organizational but also personal growth. Considered to be an important measuring instrument for social sustainability, workforce sustainability enhances organizational leadership projections and trajectories, along with digitalization initiatives. The aim of the current study is the development of an assessment tool for state and private organizational workforce sustainability, and to study it in relation to leadership and digitalization components. Through a quantitative approach, data was gathered by issuing an online survey that delivered 463 responses. By using structural equation modelling, the authors examined the aims and found that the designed workforce sustainability tool is reliable and valid; as predicted, all the leadership components contribute to organizational stability and a more favorable workforce sustainability development, along with enhancing digital learning. This study stresses the importance for state and private organizations to achieve workforce sustainability, while nurturing and providing the necessary tools for the development of leadership and digital learning.

Leadership and workforce innovation are the two most glazed over universal phenomenon across time within the management literature. Despite the status of the buzz words, few researchers studied if there is a link between the online leadership behaviors and the de(in)creasing innovativeness of the followers at work. The current research aimed for offering a viable solution for the online-adapted leadership–workforce innovation equation, by answering to the following research question: is online transformative leadership able, and if so, are its instruments sufficient for increasing followers’ organizational and personal innovativeness within an exclusively online work environment? Research used a two-tailed questionnaire as a research instrument and applied it within the IT&C Industry in Iasi, Romania, namely the software development branch. Results were gathered during the first months of the social lockdown due to the COVID-19 pandemic; therefore, the ongoing communication and online work procedures implementation were captured via the subjects’ responses. Data was analyzed by using SemPLS (v3.2.5.) software; results show that transformational leadership instruments, once shifted within an exclusively online working environment, suffer from losing in importance and designated effects. Research provides information in regards to four general hypotheses that prove to be partially supported, sending the reader to the idea that an exclusively online-adapted work environment does not show expected results in terms on transformational leadership, nor workforce innovation. Therefore, online-based transformational leadership instruments need to be reshaped and adapted so that followers correctly perceive their leaders’ actions and behaviors on all the five dimensionalities.

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Starting with 2013, the European Union (EU) and the United States of America (USA) are negotiating over what is expected to become the largest bilateral trade and investment agreement that was ever agreed on. The process counted 13 rounds of negotiations and several groups of interest that were a part of the good course of the round table talks; within the EU-US Summit of 2011, a High Level Working Group on Jobs and Growth (HLWG) was created, being designed to find new ways of improving the transatlantic trade flows and ease the investment decision implementation; this group issued two years later a Report that represented the basis for the start of the negotiations over TTIP. Assuring the sides, the negotiators of the two economic powers are the European Commission (EC) on one side and the United States Trade Representative (USTR) on the other side. In June 2013 the representatives of the EC and USTR initiated the first round of negotiations; these events were accompanied by civil society dialogues that took place mirroring the location on where the negotiations were held. After the first three negotiation rounds, an Advisory Group formed of experts and practitioners was instituted, designed to offer expertise for the diplomats involved in the TTIP talks. The end of this long process is expected to be met by December 2016, even though the 24 chapters are not fully negotiated and several aspects still need to be given a better understanding.