Forthcoming and Online First Articles

International Journal of Strategic Change Management

International Journal of Strategic Change Management (IJSCM)

Forthcoming articles have been peer-reviewed and accepted for publication but are pending final changes, are not yet published and may not appear here in their final order of publication until they are assigned to issues. Therefore, the content conforms to our standards but the presentation (e.g. typesetting and proof-reading) is not necessarily up to the Inderscience standard. Additionally, titles, authors, abstracts and keywords may change before publication. Articles will not be published until the final proofs are validated by their authors.

Forthcoming articles must be purchased for the purposes of research, teaching and private study only. These articles can be cited using the expression "in press". For example: Smith, J. (in press). Article Title. Journal Title.

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Open AccessArticles marked with this Open Access icon are Online First articles. They are freely available and openly accessible to all without any restriction except the ones stated in their respective CC licenses.

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International Journal of Strategic Change Management (One paper in press)

Regular Issues

  • The impact of spiritual leadership and spiritual well-being on workforce agility: a study in the SMEs of the construction sector   Order a copy of this article
    by Taha-Yacine Naqach, Farid Chaouki 
    Abstract: This study investigates the profound impacts of spiritual leadership (SL) and spiritual well-being (SWB) on workforce agility (WFA), and explores the mediating role of SWB in the SL-WFA relationship. Employing a quantitative methodology with a structured survey of 143 participants, the study utilises partial least squares structural equation modelling (PLS-SEM) to test the conceptual framework. The results uncover a significant association between SL and SWB, showcasing their positive and noteworthy effects on WFA. This research highlights the compelling influence of both SL and SWB in enhancing WFA, particularly emphasising the mediating role of facets like calling and membership within SWB. These findings underscore the importance of amalgamating SL and SWB to foster WFA. Leaders should focus on optimising meaning, intrinsic motivation, and creating a purpose-driven environment. Effective communication, development opportunities, and a supportive culture can improve employees SWB and WFA.
    Keywords: spiritual leadership; meaningful work; shared vision; calling; membership; SWB; spiritual well-being; WFA; workforce agility; construction SMEs.

 

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