PurposeThe study aims to examine the mediating role of psychological empowerment and job crafting between servant leadership and innovative work behavior.Design/methodology/approachThe data were collected from 689 knowledge workers employed in Pakistan's service industry. The data collection was done through survey design. The data analysis was done through structural equation modeling using PLS-Smart.FindingsServant leadership was found to be related to psychological empowerment, job crafting and innovative work behavior of the employees. Job crafting was found to be mediating between servant leadership and innovative work behavior. Additionally, psychological empowerment and job crafting were found to be sequential mediators between servant leadership and innovative work behavior.Originality/valueThe study delineated the link mechanism between servant leadership and innovative work behavior.

PurposeThe purpose of the study is to ascertain the role of servant leadership in causing innovative work behavior. The study also examines the mediating role of job crafting and sequential mediating role of trust and job crafting between servant leadership and innovative work behavior.Design/methodology/approachThe data were collected from 258 knowledge workers employed in software houses in Pakistan through survey design. The data analysis was done through structural equation modeling.FindingsThe results of the analysis of 258 respondents show that servant leadership is related with trust, job crafting and innovative work behavior. The mediation analysis revealed that job crafting mediates the relation between servant leadership and innovative work behavior. Finally, the relation between servant leadership and innovative work behavior was found to be sequentially mediated by trust and job crafting.Originality/valueThe current study contributes to delineating the linking mechanism between servant leadership and innovative work behavior. The main contributions of the study are exploring the mediating role of job crafting along with the sequential mediating role of trust and job crafting.

PurposeThis study aims to ascertain the role of servant leadership in inducing flow at work. The study, along with confirming the relation between flow at work and innovative work behavior (IWB), intends to explore the mediating role flow at work plays in relating servant leadership to IWB.Design/methodology/approachThe data collection was conducted through an interviewee-administered questionnaire in three waves that were four weeks apart. The data were collected from 267 respondents. To run the measurement model and structural model, Smart-PLS was used, and Statistical Product and Service Solutions (SPSS) was used to summarize the demographic information and conduct hierarchal regression.FindingsServant leadership is related to flow at work. Additionally, flow at work is related to IWB. Finally, flow at work mediates the relationship between servant leadership and IWB.Originality/valueThe study found servant leadership is related to flow at work. Moreover, the study unearthed the relation between flow at work and IWB. Finally, the study unveiled that flow at work acts as a mediator between servant leadership and IWB.

PurposeThe purpose of the study is to ascertain the mediating role of meaning between servant leadership and work engagement. The study also explores the relationship between servant leadership and work engagement.Design/methodology/approachThe data were collected from 704 service sector employees working in Pakistan through survey design. The data analysis was done through structural equation modeling using PLS-Smart and hierarchical regression using SPSS.FindingsThe results revealed that servant leadership was related to meaning and work engagement. Moreover, meaning was found to be related to work engagement. Finally, meaning was found to mediate the relationship between servant leadership and work engagement.Originality/valueThe research has ascertained the previously unexplored mediating role of meaning between servant leadership and work engagement.

Of these, 42.19% were smear-positive pulmonary TB (PTB), 35.09% were smear-negative PTB, and 22.72% were extra-PTB (EPTB). The overall prevalence of smear-positive PTB was 42.19% (95% confidence interval [CI]: 37.9-46.2). Records of the treatment outcome showed that 192 (38.94%) were cured, 276 (55.98%) completed treatment, 13 (2.6%) defaulted, 9 (1.8%) died, 1 (0.2%) treatment failure, and 1 (0.2%) had transferred to other facilities. The overall mean treatment success rate of the TB patients was 94.93%. TB age and TB form or baseline smear were significantly associated with unsuccessful treatment outcome. The risk of unsuccessful outcome was significantly lower among TB patients age Conclusion: The treatment success rate was high and match the World Health Organization criteria. To sustain the effective implementation of DOTS in the area, effective management, and diagnosis should be given for EPTB.