The concept of transformational leadership was introduced by the political scientist J. MacGregor Burns (1978). Within this conceptual framework, a transformational leader motivates his/her followers by promoting their high ideals and goals, and makes them achieve more than expected through inspiration. A transformational leader delegates tasks and allows followers to improve themselves in task-related decision-making through gaining personal experience. In this sense, job autonomy refers to employees' freedom and independence in decision-making. It is indispensable for an inspiring, supportive and motivating leader to increase work engagement of his/her subordinates (Avery, McKay and Wilson, 2007). Work engagement is a "positive, fulfilling, work-related state of mind" that is characterized by dedication, absorption and vigor (Macey et al., 2009). This concept involves some intrinsic motivations such as job satisfaction, pride, inspiration, working with high energy and focusing on work (Turgut, 2011). In their studies, Zhu, Avolio and Walumbwa (2009) identified the positive effect of transformational leadershipconsidering the personal traits of subordinates such as initiatives, analytical thinking and moral values -on work engagement. The studies by Tims, Bakker and Xanthopoulou (2011) also demonstrated that a transformational leader increases the work engagement of subordinates. This study examines the effect of transformational leadership on work engagement of academicians through job autonomy. Structural equation modeling as a quantitative research method was used and the data was collected using questionnaires. For data collection, Bass and Avolio's (1990) 'Multifactor Leadership Questionnaire', which examines transformational leader through the dimensions of idealized influence (charisma), intellectual stimulation, inspirational motivation and individualized consideration, was used. Work engagement was measured using Utrecht Work Engagement Scale (UWES) developed by Schaufeli and Bakker (2003) which has three dimensions of vigor, dedication and absorption. The scale by Ilardi et al. (1993) was used to measure job autonomy. The data obtained by this study, which includes the academicians working in a private non-profit university, was analyzed using L SREL. Results showed that job autonomy fully mediated the effect of transformational leadership on work engagement.

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Entrepreneurship is a process of value creation consisting of committing time and effort, considering financial, social and other risks, resulting financial gain. The initial step of entrepreneurship is to recognize opportunities, which refers to a mechanism of intention. Empirical studies have provided evidence that entrepreneurial behavior is best predicted by intention. Intention, in turn, is associated with certain personality traits and attributes. This study aims to investigate the mediating effect of entrepreneurial alertness on the relationship between innovativeness and entrepreneurial intention of Turkish university students. The results of the study demonstrated that innovativeness has a positive effect on entrepreneurial intention, and entrepreneurial alertness fully mediates the relationship between innovativeness and entrepreneurial alertness. The present paper suggests that higher education institutions should focus on modifying personal attitudes of college students through entrepreneurship education and business incubation programs in order to foster enterprise creation and thereby economic development.

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High levels of labor turnover are considered signals of poor management for organizations. The departure of qualified employees may result in great losses in organizational terms. This research aimed to examine the relationships between turnover intention, work alienation, and loneliness. Research data were collected using surveys from 440 aviation company employees, and convenience sampling was used for participant selection. The survey included UCLA Loneliness Scale, Work Alienation Scale, and Turnover Intention Scale. The research revealed that turnover intention had an effect on loneliness and this effect of turnover intention on loneliness was fully mediated by work alienation. Accordingly, work alienation fully mediates the relationship between turnover intention and loneliness. The analyses indicate that organizations, especially in the aviation industry, should pay attention to psychological factors such as loneliness and work alienation that drive qualified employees to quit their jobs. This research contributed to the relevant literature by pointing out organizational behavior concepts that may lead to unexpected labor loss and thereby inefficiency.