The research investigates the role of transformational leadership in enhancing employee engagement during organizational change, and the individual and sequential mediating role of valence and trust in leadership. Based on cross-sectional data from a survey of employees in Bangladesh’s banking...

During periods of transformation or in other uncertain and volatile business environments, high levels of work engagement—the extent to which employees identify with their role in an organization—enable leaders to implement change more effectively. A study conducted in Bangladesh's banking...

Purpose: The research aims to investigate the impact of transformational leadership on employee championing behavior and to determine the mediating effect of work engagement in the context of organizational change. Design/methodology/approach: This is a quantitative approach, which is based on...

The present study examined relationships between transformational leadership, valence, and employee championing behavior in the settings of the Bangladesh banking sector during organizational change. In total, 300 responses from the employees of the Bangladesh banking sector were used to assess...

Overconfident CEOs over-estimate their ability to generate returns. Thus, on the margin, they undertake mergers that destroy value. They also perceive outside finance to be over-priced. We classify CEOs as overconfident when, despite their under-diversification, they hold options on company...