Dina Alkhodary

This study aims to examine the impact of transformational leadership on employees’ emotional commitment to organizational change and their intention to support change while evaluating the mediating role of innovative behavior. The analysis was conducted in the Jordanian tourism and hospitality sector between January and February 2025. A structured questionnaire was distributed to employees working in hotels, travel agencies, and tourist attractions across various regions of the country. Stratified random sampling ensured balanced representation by organization type and location. Out of 300 distributed questionnaires, 230 valid responses were collected, yielding a response rate of 76.7%. Participants had at least one year of experience and prior exposure to organizational change efforts, such as digital transformation or environmental sustainability programs. Relationships among the constructs were analyzed using structural equation modeling.
The findings show that transformational leadership significantly influences emotional commitment to change (standardized coefficient = 0.65, significance level = 0.001), intention to support change (standardized coefficient = 0.58, significance level = 0.003), and innovative behavior (standardized coefficient = 0.62, significance level = 0.002). Innovative behavior partially mediates the relationship between transformational leadership and both emotional commitment (indirect effect = 0.25) and support for change (indirect effect = 0.21). These results indicate that transformational leadership enhances employee adaptability when supported by creativity and psychological safety. The study concludes that culturally aligned leadership practices promoting innovation and trust are essential for improving organizational resilience and managing change in high-context service environments.

Type of the article: Research Article

Abstract
Electronic commerce growth across Middle East and North Africa economies has increased the importance of logistics capability, shipment visibility, and delivery reliability. This study corrects an earlier United Arab Emirates-only annual time-series framing by aligning the empirical design with the official survey-wave structure of the World Bank Logistics Performance Index. The analysis uses only the official Logistics Performance Index waves: 2007, 2010, 2012, 2014, 2016, 2018, and the 2023 editions. It examines whether logistics competence, measured by the competence and quality of logistics services sub-index of the Logistics Performance Index, is associated with tracking-and-tracing performance and delivery timeliness. Green human capital is used only as a theoretical boundary-setting lens; the empirical construct is explicitly limited to logistics competence because the Logistics Performance Index does not directly measure environmental training, green skills, or workforce sustainability capability. A separate exploratory test uses macro carbon efficiency, calculated as the negative logarithm of World Bank carbon intensity of gross domestic product. The country-wave panel covers 20 conventional Middle East and North Africa economies, with two-way fixed-effects regressions estimated on 116 complete observations from 19 economies. Logistics competence is positively associated with tracking-and-tracing performance (coefficient = 0.519; p-value < 0.01) and delivery timeliness (coefficient = 0.416; p-value < 0.01), while its within-country association with macro carbon efficiency is statistically insignificant. The findings support a conservative logistics-competence/performance association but not claims that logistics competence alone produces cleaner logistics at the macro level.