ISSN: 2222-6990
Open access
This paper synthesizes major leadership paradigms for the purpose of identifying possible ways
of influencing Organizational Citizenship Behaviors (OCBs) to improve the functioning of
organizations. The leadership paradigms were extended to old and modern categories to
provide for systematic understanding of their antecedents and potential influence patterns. The
leadership approaches reported to have positive relationships with organizational citizenship
behaviors include transformational leadership, charismatic leadership, and ethical leadership
paradigms. We have found many modern leadership paradigms not to have been empirically
investigated for possible relationships with OCB. This paper therefore discusses the dynamics
and potentials for researches within the realms of the leadership paradigms and the OCB field.
Adebayo, D. O. (2005). Ethical attitudes and prosocial behaviour in the Nigeria police:
Moderator effects of perceived organizational support and public recognition.
Policing, 28(4), 684-705.
Aronson, E. (2001). Integrating leadership styles and ethical perspectives. In De Hoogh,
A H. B., & Den Hartog, D. N. (2008). Ethical and despotic leadership,
relationships with leader's social responsibility, top management team
effectiveness and subordinates' optimism: A multi-method study. Leadership
Quarterly, 19, 297–311.
Avolio, B. J., & Bass, B. M. (1985). Charisma and beyond. . In Jay A. Conger, J. A., &
Kanungo, R. N. (1987). Toward a behavioral theory of charismatic leadership in
organizational settings. Academy of Management Review, 12(4), 637-64.
http://www.jstor.org/stable/258069. Accessed: 22/02/2011 23:43
Avolio, B. J., & Gibbons, T. C. (1988). Developing transformational leaders: a life
span approach. In J. A.Conger, & Kanungo, R. N. (ed.) Charismatic
Leadership: The Elusive Factor in Organizational Effectiveness. Jossey-Bass:
San Francisco.
Avolio, B., & Yammarino, F. (2002). Transformational and charismatic leadership. In
Choa, J., & Dansereau, F. (2010). Are transformational leaders fair? A multilevel study of transformational leadership, justice perceptions, and organizational
citizenship behaviors. Leadership Quarterly, 21, 3, 409-421.
Avolio, B. J., Bass, B. M., & Jung, D. (1999). Re-examining the components of transformational
and transactional leadership using the Multifactor Leadership Questionnaire. Journal of
Occupational and Organizational Psychology, 72(4), 441-462.
Avolio, B. J., Bass, B. M.,Walumbwa, F. O., & Zhu,W. (2004). Multifactor leadership
questionnaire: Manual and sampler test. In Rubin, R. B., Bommer, W. H., &
Bachrach, D. G. (2010). Operant leadership and employee citizenship: A
question of trust? Leadership Quarterly, 21, 400–408.
Babcock-Roberson, M. E., & Strickland, O. J. (2010). The relationship between
charismatic leadership, work engagement, and organizational citizenship
behaviors. The Journal of Psychology, 144(3), 313–326.
Bambale, A. J. (2008). Ethical requirements for leadership as a tool for organizational
Sustainability. Bayero Journal of Interdisciplinary studies, 1(1), 33- 46.
Bass, B. (1985). Leadership and performance beyond expectations. In Crossan, M, &
Mazutis, D. (2008). Transcendent leadership. Business Horizons, 51,
131–139.
Bass, B. M. (1990). Bass, & Stogdill's handbook of leadership: Theory, research and
managerial applications, 3 ed. In De Hoogh, A H. B., & Den Hartog, D. N.
(2008). Ethical and despotic leadership, relationships with leader's social
responsibility, top management team effectiveness and subordinates' optimism: A
multi-method study. Leadership Quarterly, 19, 297–311.
Bass, . B. M., Avolio, B. J., Jung, D. I., & Berson, Y. (2003). Predicting unit
performance by assessing transformational and transactional
leadership. Journal of Applied Psychology, 88(2), 207–218.
Bass, B. M. (2008). The Bass handbook of leadership. In Choi, Y., & Mai-Dalton, R. R.
(1999). The model of followers’ responses to self-sacrificial leadership: an
empirical test. Leadership Quarterly, 10(3), 397-421.
Bennis, W., & Nanus, B. (1985). Leaders: the strategies for taking charge. In
Podsakoff, P. M., MacKenzie, S. B., & Bommer, H. (1996). Transformational leader
behaviors and substitutes for leadership as determinants of employee satisfaction,
commitment, trust, and organizational citizenship behaviors. Journal of Management,
22(2), 259-298.
Bligh, M. C., Coles, J. C., Sims, H.P., Faraj, S., Yun, S., et al, (2010). The changing face
of leadership: Different styles of leadership facilitate changing needs in
healthcare, politics and industry. Strategic Direction, 26(1), 21-23.
Boal, K. B., & Bryson, J. M. (1988). Charismatic leadership: A phenomenological and
structural approach. In J. G. Hunt, B. R. Baliga, H. P. Dachler, & C. A.
Schriesheim (Eds.). Emerging leadership vistas (pp. 11 –28). Lexington, MA7
Lexington Books.
Bobek, D. D., & Hatfield, R. C. (2003). An investigation of the theory of planned
behaviour and the role of moral obligation and tax compliance. In Adebayo,
D. O.(2005). Ethical attitudes and prosocial behaviour in the Nigeria police:
Moderator effects of perceived organizational support and public recognition.
Policing, 28(4), 684-705.
Boezeman, E. J., & N. Ellemers. (2008). Pride and respect in volunteers’ organizational
commitment. In van Quaquebeke, N., & Eckloff, T. (2010). Defining respectful
leadership: what it is, how it can be measured, and another glimpse at what it is
related to. Journal of Business Ethics, 91, 343–358.
Bono, J. E., & Judge, T. A. (2003). Core self-evaluations: A review of the trait and its
role in job satisfaction and job performance. European Journal of Personality,
17, pp. S5 - S18.
Bowler, W. M, Halbesleben, J. R. B., & Paul, J. R. B. (2010). If you're close with the
leader, you must be a brownnose: The role of leader–member relationships in
follower, leader, and coworker attributions of organizational citizenship
behavior motives. Human Resource Management Review 20, 309-316.
Brown, M. E., Trevino, L. K., & Harrison, D. A. (2005). Ethical leadership: a social
learning perspective for construct development and testing. Organizational
Behavior and Human Decision Processes, 97(2), 117–134.
Brown, M. E. & Treviño, L. K. (2006). Ethical leadership: A review and future
directions. Leadership Quarterly , 17, 595–616.
Bryman, A. (1992). Charisma and Leadership in Organizations. Sage Publications, London.
Burns, J. M. (1978). Leadership. In Choi, Y. and Mai-Dalton, R. R. (1998). On the
leadership function of self-sacrifice. Leadership Quarterly, 4, 475-502.
Bycio, P., Hackett, R.D., & Allen, J.S. (1995). Further assessment of Bass’s (1985)
conceptualization of transactional and transformational leadership. Journal of
Applied Psychology, 80, 468-78.
Cavanagh, G. F., & Bandsuch, M. R. (2002). Virtue as a benchmark for spirituality in
business. In Reave, L. (2005). Spiritual values and practices related to leadership
effectiveness. Leadership Quarterly, 16, 655–687.
Choi, Y., & Mai-Dalton, R.R. (1999). The model of followers’ responses to selfsacrificial leadership: an empirical test. In Singh, N., & Krishnan, V. R. (2008).
Self-sacrifice and transformational leadership: mediating role of altruism.
Leadership & Organization Development Journal, 29(3), 261-274.
Collins, J. (2001). Why some companies make the leap others do not: good to great
organization. Harvard Business Review, 2001.
Conger, J. A., & Kanungo, R. N. (1987). Towards a behavioral theory of charismatic
leadership in organizational settings. Academy of Management Review, 12, 637-47.
Conger, J. A., & Kanungo, R. N. (1988). Charismatic leadership: The elusive factor in
organizational effectiveness. In Babcock-Roberson, M. E., & Strickland, O. J.
(2010). The relationship between charismatic leadership, work engagement, and
organizational citizenship behaviors. Journal of Psychology, 144(3), 313–326.
Crossan , M., Vera, D., & Nanjad, L. (2008). Transcendent leadership: Strategic
leadership in dynamic environments. Leadership Quarterly, 19, 569-581.
Daft, R. L. (2005). The leadership experience. (3rd ed.). In Jayasingam, S. & Cheng, M.
Y. (2009). Leadership style and perception of effectiveness: enlightening
malaysian managers. Asian Social Science, 5,(2), 56.
De Cremer, D., & Van Knippenberg, D. (2002). How do leaders promote cooperation:
The effects of charisma and procedural fairness. Journal of Applied Psychology,
87, 858–866.
De Cremer, D. (2006). Affective and motivational consequences of leader self-sacrifice:
The moderating effect of autocratic leadership. Leadership Quarterly, 17, 79 - 93.
De Hoogh, A H. B., & Den Hartog, D. N. (2008). Ethical and despotic leadership,
relationships with leader's social responsibility, top management team
effectiveness and subordinates' optimism: A multi-method study. Leadership
Quarterly, 19, 297–311.
De Sousa, M. C., & Van Dierendonck, D. (2010). Knowledge workers, servant leadership and
the search for meaning in knowledge-driven organizations. The Horizon, 18(3), 230-
239.
Ehrhart, M. G. (2004). Leadership and procedural justice climate as antecedents of unit-level
organizational citizenship behavior. Personnel Psychology, 57, 61-94.
Epstein, E. M. (1998). Business ethics and corporate social policy. In Adebayo, D. O.
(2005). Ethical attitudes and prosocial behaviour in the Nigeria police: Moderator
effects of perceived organizational support and public recognition. Policing, 28(4), 684-
705.
Garrity, R. (2010). Future leaders: putting learning and knowledge to work. The
Horizon, 18(3), 266-278.
Giacalone, R. A., & Jurkiewicz, C. L. (2003). Toward a science of workplace
spirituality. In Reave, L. (2005). Spiritual values and practices related to
leadership effectiveness. Leadership Quarterly, 16, 655–687.
Gordon, R. D. (2002). Conceptualizing leadership with respect to its historical contextual
antecedents to power. In Gordon, R. D. (2010). Dispersed leadership, power and change:
An empirical study using a critical management framework. Management
Communication Quarterly, 24(2), 260-287.
Gordon, R. D. (2010). Dispersed leadership, power and change: An empirical study
using a critical management framework. Management Communication Quarterly,
24(2), 260-287.
Graham, J. W. (1987). The essence of leadership: fostering follower autonomy, not
automatic followership. In J. G. Hunt (ed.), emerging leadership vistas.
Elmsford, N.Y.: Pergamon Press.
Greenleaf, R. (1970). The Servant as Leader. In De Sousa, M. C., & van Dierendonck, D.
(2010). Knowledge workers, servant leadership and the search for meaning in
knowledge-driven organizations. The Horizon, 18(3), 230-239.
Griffin, M. A., Neal, A., & Parker, S. K. (2007). A new model of work role performance:
Positive behavior in uncertain and interdependent contexts. Academy of Management
Journal, 50, 327?347.
House, R.J. (1977). A 1976 theory of charismatic leadership. In J. G. Hunt, & L. L.
Larson (eds.). Leadership: the cutting edge. Carbondale, Ill: South Illinois
University Press.
House, R. J., & Howell, J. M. (1992). Personality and charismatic leadership. In De
Hoogh, A H. B. and Den Hartog, D. N. (2008). Ethical and despotic leadership,
relationships with leader's social responsibility, top management team
effectiveness and subordinates' optimism: A multi-method study. Leadership
Quarterly, 19, 297–311.
Howell, J. N., & Hall-Merenda, K. E. (1999). The ties that bind: The impact of leader–
member exchange, transformational leadership and transactional leadership,
and distance on predicting follower performance. Journal of Applied Psychology,
84, 680?694.
Howell, J. M., & Avolio, B. J. (1992). The ethics of charismatic leadership: Submission
or liberation? In De Hoogh, A. H. B., & Den Hartog, D. N. (2008). Ethical and
despotic leadership, relationships with leader's social responsibility, top
management team effectiveness and subordinates' optimism: A multi-method
study. Leadership Quarterly, 19, 297–311.
Hunt, J. G., Boal, K. B., & Dodge, G. E. (1999). The effects of visionary and crisisresponsive charisma on followers: An experimental examination of two kinds of
charismatic leadership. Leadership Quarterly, 10, 423?448.
Ireland, R. D., & Hitt, M. A. (2005). Achieving and maintaining strategic
competitiveness in the 21st century: The role of strategic leadership. In Crossan
M., Vera, D., & Nanjad, L. (2008). Transcendent leadership: Strategic
leadership in dynamic environments. Leadership Quarterly 19, 569-581.
Jayasingam, S. & Cheng, M. Y. (2009). Leadership style and perception of effectiveness:
enlightening Malaysian managers. Asian Social Science, 5(2), 56.
Johnson, S. K. (2008). I second that emotion: Effects of emotional contagion and affect at
work on leader and follower outcomes. Leadership Quarterly, 19, 1–19.
Judge, T. A, Piccolo, & R. F, Ilies (2004). The forgotten ones? the validity of
consideration and initiating structure in leadership research. Journal of Applied
Psychology, 89(1), 36-51.
Katz, D. (1964). The motivational basis of organizational behavior. In Bowler, W. M,
Halbesleben, J. R. B. and Paul, J. R. B. (2010). If you're close with the leader,
you must be a brownnose: The role of leader–member relationships in follower,
leader, and coworker attributions of organizational citizenship behavior motives
Human Resource Management Review, 20, 309–316.
Kirkman, B.L., & Rosen, B. (1999). Beyond self-management: antecedents and
consequences of team empowerment. Academy of Management Journal, 42(1), 58-74.
Kouzes, J. M., & Posner, B. Z. (1993). The leadership challenge. In Gordon, R.
D. (2010). Dispersed leadership, power and change: An empirical study using a
critical management framework. Management Communication Quarterly, 24(2), 260-
287. DOI: 10.1177/0893318909360213.
Leilei, Z., & Peilanl, G. (2009). Authentic leadership and organizational citizenship
behavior. Paper presented at the International Conference on Test and
Measurement (ICTM) December 5 - 6, Hong Kong. Cited in
http://www.clocate.com/conference/2009-International-Conference-on-Test-andMeasurement-ICTM/321/
Li, C. (2010). Open leadership how social technology can transform the way you lead,
(1st ed). Jossey-Bass: San Francisco
Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership:
development of a multidimensional measure and multi-level assessment.
Leadership Quarterly, 19, 161–177.
Lind, E. A., & T. R. Tyler: (1988). The social psychology of procedural justice. In van
Quaquebeke, N., & Eckloff, T. (2010). Defining respectful leadership: what it is, how it
can be measured, and another glimpse at what it is related to. Journal of
Business Ethics, 91, 343–358.
Lord, R. G., & Maher, K. J. (1991). Leadership and information processing: Linking
perceptions and performance. London: Routledge.
Lowe, K. B., Kroeck, K. G., & Sivasubramaniam, N. (1996). Effectiveness correlates of
transformational and transactional leadership: A meta-analytical review of the
literature. Leadership Quarterly, 7, 385-425.
Luthans, F., & Avolio, B. (2003). Authentic leadership: A positive development
approach. In Ilies, R., Frederick, P., Morgeson, F. P., et al (2005). Authentic
leadership and eudaemonic well-being: Understanding leader- follower outcomes.
Leadership Quarterly, 16, 373-394.
Luthans, F., & Slocum, J. (2004). New leadership for a new time. In Crossan , M., Vera,
D., & Nanjad, L. (2008). Transcendent leadership: Strategic leadership in
dynamic environments. Leadership Quarterly, 19, 569-581.
McCrimmon, M. (2010). Servant leadership. http://www.leadersdirect.com/servantleadership
McClelland, D. C. (1975). Power: the inner experience. In De Hoogh, A H. B., & Den
Hartog, D. N. (2008). Ethical and despotic leadership, relationships with leader's
social responsibility, top management team effectiveness and subordinates'
optimism: A multi-method study. Leadership Quarterly, 19, 297-311.
Manz, C. C., & Sims, H. P., Jr. (2001). The new super leadership: Leading others to lead
themselves. San Francisco: Berrett-Kohler.
Nadesan, M. H. (1999). The discourses of corporate spiritualism and evangelical
capitalism. In Reave, L. (2005). Spiritual values and practices related
toleadership effectiveness. Leadership Quarterly, 16, 655–687.
Organ, D. W., Podsakoff, P. M., & MacKenzie S. P. (2006). Organizational citizenship
behavior: Its nature, antecedents, and consequences. London: Sage Publications.
Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome.
In Bowler, W. M, Halbesleben, J. R. B., & Paul, J. R. B. (2010). If you're close
with the leader, you must be a brownnose: The role of leader–member
relationships in follower, leader, and coworker attributions of organizational
citizenship behavior motives. Human Resource Management Review, 20, 309-316.
Pearce, C. L., Manz, C. C., & Sims, H. P. Jr. (2008). The roles of vertical and shared
leadership in the enactment of executive corruption: Implications for research
and practice. Leadership Quarterly, 19, 353–359.
Peterson, R. S. (1997). A directive leadership style in group decision-making can be both
virtue and vice: Evidence from elite and experimental groups. In De Cremer, D.
(2006). Affective and motivational consequences of leader self-sacrifice: The
moderating effect of autocratic leadership. Leadership Quarterly, 17, 79 - 93.
Piccolo, R. F., Greenbaum, R., Den Hartog, D. N., & Folger, R. (2010). The relationship
between ethical leadership and core job characteristics. Journal of
Organizational Behavior, 31, 259-278.
Podsakoff, P. M., MacKenzie, S. B., & Bommer, . H. (1996). Transformational leader
behaviors and substitutes for leadership as determinants of employee
satisfaction, commitment, trust, and organizational citizenship behaviors.
Journal of Management, 22(2), 259-298.
Podsakoff, P., MacKenzie, S., Paine, J., & Bachrach, D. (2000). Organizational
citizenship behaviors: A critical review of the theoretical and empirical literature
and suggestions for future research. In Krishnan, V. R., & Arora, P. (2008).
Determinants of Transformational Leadership and Organizational Citizenship
Behavior. Asia-Pacific Business Review, IV(1), 34-43.
Reave, L. (2005). Spiritual values and practices related to leadership effectiveness.
Leadership Quarterly, 16, 655–687.
Rowold, J., & Heinitz, K. (2007). Transformational and charismatic leadership:
assessing the convergent, divergent and criterion validity of the MLQ and the
CKS. Leadership Quarterly, 18, 121–133.
Rubin, R. B., Bommer, W. H., & Bachrach, D. G. (2010). Operant leadership andemployee citizenship: A question of trust? Leadership Quarterly, 21, 400–408.
Schnake, M., Cochran, D., & Dumler, M. (1995). Encouraging organizational
citizenship: the effects of job satisfaction, perceived equity and leadership,
Journal of Managerial Issues, 7(2), 209-52.
Schreisheim, C.A. & Stogdill, R.M. (1975). Differences in the factor structure across
three versions of the Ohio State Leadership scales. In Judge, T. A, Piccolo, & R.
F, Ilies (2004). The forgotten ones? the validity of consideration and initiating
structure in leadership research. Journal of Applied Psychology, 89(1), 36-51.
Seokhwa, Y., Samer, F., & Henry P. S. Jr. (2005). Contingent leadership and
effectiveness of trauma resuscitation teams. Journal of Applied Psychology,
90(6), 1288-1296.
Shamir, B., House, R. J., & Arthur, M. (1993). Motivational effects of charismatic
leadership: self-concept based theory. Organization science, 4, 577-594.
Simon, B., & S. Sturmer (2003). Respect for group members: intragroup determinants
of collective identification and group-serving behavior. In van Quaquebeke,
N., & Eckloff, T. (2010). Defining respectful leadership: what it is, how it can
be measured, and another glimpse at what it is related to. Journal of Business
Ethics, 91, 343–358.
Singh, N., & Krishnan, V. R. (2008). Self-sacrifice and transformational leadership:
mediating role of altruism. Leadership and Organization Development Journal.
29(3), 261-274.
Smith C. A, Organ D. W. & Near J. P. (1983). Organizational citizenship behavior: its
nature and antecedents. Journal of Applied Psychology, 68, 655– 63.
Sosik, J. J. (2005). The role of personal values in the charismatic leadership of corporate
managers: a model and preliminary field study. Leadership Quarterly, 16, 221–244.
Srivastava, A., Bartol, K. M. & Locke, E. A. (2006). Empowering leadership in
management teams: Effects on knowledge sharing, efficacy, and performance.
Academy of Management Journal, 49(6), 1239–125.
Tichy, N., & DeVanna, M. (1986). The transformational leader. In Podsakoff, P. M.,
MacKenzie, S. B. & Bommer, H. (1996). Transformational leader behaviors
and substitutes for leadership as determinants of employee satisfaction,
commitment, trust, and organizational citizenship behaviors. Journal of
Management, 22(2), 259-298.
Treviño, L. K., Hartman, L. P., & Brown, M. E. (2000). Moral person and moral
manager: How executives develop a reputation for ethical leadership. In Pearce,
C. L., Manz, C. C., & Sims, H. P. Jr. (2008). The roles of vertical and shared
leadership in the enactment of executive corruption: Implications for research
and practice. Leadership Quarterly, 19, 353–359.
Turnipseed, D., & Murkison, G. (1996). Organization citizenship behavior: an
examination of the influence of the workplace. Leadership and Organization
Development Journal, 17, 42–7.
Uhl-Bien, M., & Graen, G. B. (1998). Individual self-management: analysis of
professionals' self-managing activities in functional and cross-functional work
teams. Academy of Management Journal, 41(3), 340-350.
Van Dyne L, Cummings L. L., & Parks J. M. (1995). Extra-role behaviors: in pursuit of
construct and definitional clarity. Res Organ Behavior, 17, 215– 86.
van Knippenberg, D., van Knippenberg, B., De Cremer, & M. A. Hogg (2004).
Leadership, Self, and Identity: A Review and Research Agenda. Leadership
Quarterly, 15, 825–856.
Van Quaquebeke, N., & Eckloff, T. (2010). Defining respectful leadership: what it is,
how it can be measured, and another glimpse at what it is related to. Journal of
Business Ethics, 91, 343–358.
Van Vugt, M., Jepson, S. F., Hart, C. M., & De Cremer, D. (2004). Autocratic
leadership in social dilemmas: a threat to group stability. In De Cremer, D.
(2006). Affective and motivational consequences of leader self-sacrifice: The
moderating effect of autocratic leadership. Leadership Quarterly, 17, 79 - 93.
Vigoda-Gadot, E. (2006). Compulsory citizenship behavior: theorizing some dark sides of
the good soldier syndrome in organizations. Journal for the Theory of Social
Behavior, 36(1), 77-93.
Vondey, M. (2010). The Relationships among Servant Leadership, Organizational Citizenship
Behavior, Person-Organization Fit, and Organizational Identification. International
Journal of Leadership Studies, 6(1), 3-27.
Waldman, D. A., Javidan, M., & Varella, P. (2004). Charismatic leadership at the
strategic level: A new application of upper echelons theory. In Crossan , M.,
Vera, D., & Nanjad, L. (2008). Transcendent leadership: Strategic leadership in
dynamic environments. Leadership Quarterly 19, 569-581.
Walumbwa, F. O., Wu, C., & Orwa, B. (2008). Contingent reward transactional
leadership, work attitudes, and organizational citizenship behavior: The role of
procedural justice climate perceptions and strength. Leadership Quarterly, 19, 251–265.
Walumbwa, F. O., Hartnell, C. A., & Oke, A. (2010). Servant Leadership, Procedural Justice
Climate, Service Climate, Employee Attitudes, and Organizational Citizenship
Behavior: A Cross-Level Investigation. Journal of Applied Psychology, 95(3), 517-
529.
Weber, M. (1922). Gesammelte aufsaetze zur wissenschaftslehre. In Jocobsen, C., &
House, R. J. (2001). Dynamics of transformational leadership: a process theory,
simulation model and test. Leadership quarterly, 12, 75-112.
Yorges, S. L., Weiss, H. M., & Strickland, O. J. (1999). The effect of leader outcomes on
influence, attributions, and perceptions of charisma. Journal of Applied
Psychology, 84, 428–436.
Yukl, G. (2006). Leadership in organizations. In Jayasingam, S. and Cheng, M. Y.
(2009). Leadership style and perception of effectiveness: enlightening Malaysian
managers. Asian Social Science, 5(2), 56.
N/A
Copyright: © 2011 The Author(s)
Published by HRMARS (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode
2025 © Copyright HRMARS. All rights Reserved.