This study examines the impact of leadership style on organizational citizenship behavior (OCB) and investigates the moderating role of leaders' emotional intelligence in this relationship. Drawing upon the social exchange theory and the trait theory of leadership, the study explores how different leadership styles, such as transformational, transactional, and laissez-faire, influence employees' OCB. Moreover, it explores the role of leaders' emotional intelligence as a potential moderator that can shape the relationship between leadership style and OCB. The study employs a quantitative research design, using survey data collected from employees in various organizations. The findings shed light on the importance of leadership style and leaders' emotional intelligence in fostering OCB within organizations. The implications of the study's findings for leadership development and organizational effectiveness are discussed.

Tuber crops play a crucial role in global food security and are an important source of nutrition and income for millions of people worldwide. This study aims to analyze the global and national scenario of tuber crops production, focusing on trends and prospects. It provides insights into the current production levels, major producing regions, key challenges, and future prospects for the tuber crops sector. The analysis is based on comprehensive data from international and national agricultural databases, research papers, and reports.

This study aims to analyze the financial performance of socially responsible indices. As the interest in socially responsible investing continues to grow, it becomes crucial to examine whether these indices deliver competitive financial returns. The study utilizes a comprehensive dataset of socially responsible indices and compares their performance with conventional market benchmarks. Various financial metrics, such as risk-adjusted returns, volatility, and market correlations, are analyzed to assess the performance of socially responsible indices. The findings provide insights into the financial viability of socially responsible investing and its potential impact on investment decisions.

This study examines the benefits and disadvantages of individuals' multiple team membership and explores the moderating role of organizational tenure in this relationship. Multiple team membership refers to individuals' participation in multiple teams simultaneously. While previous research has shown mixed findings regarding the outcomes of multiple team membership, little is known about the role of organizational tenure in shaping these outcomes. Drawing on social exchange theory and role theory, this study proposes that organizational tenure can moderate the relationship between multiple team membership and its outcomes. The study employs a quantitative research design and collects data from employees in various organizations. The results indicate that individuals' multiple team membership can lead to both positive and negative outcomes, such as increased task diversity and coordination challenges. However, the relationship between multiple team membership and outcomes is contingent upon organizational tenure, with longer-tenured employees experiencing different benefits and disadvantages compared to shorter-tenured employees. The findings contribute to the understanding of the complexities associated with multiple team membership and provide insights into the role of organizational tenure in shaping the outcomes of individuals' participation in multiple teams.