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This paper investigates perceived leadership 4.0, psychological capital (PsyCap), and high-performance human resource practices (HPHRPs) for sustainable organizational performance (OP) and employee psychological wellbeing (EPW) in business organizations.This investigation’s sample was obtained from twenty (20) organizations in Nigeria’s and Ghana’s financial, manufacturing, and service industries. Hence, this comparative study espoused a cross-sectional survey method. Nevertheless, from the 500 surveys floated, two hundred and forty-six (246) surveys were retrieved in Nigeria and two hundred and forty-three (243) in Ghana. A total of four hundred and eight-nine (489) were fit for analysis, done with Statistical Packages for Social Sciences (SPSS v.27).This paper confirms that Leadership 4.0, PsyCap, and HPHRPs independently and significantly increase and sustain excellent organizational performance and employee psychological wellbeing.This paper further notes that Leadership 4.0, psychological capital, and HPHRPs greatly and jointly influence the sustainability of organizational performance and employee psychological wellbeing. Hence, work organizations in Nigeria and Ghana, particularly Ghana, are advised to consider and assume the appropriate leadership styles, such as Leadership 4.0 for the varied circumstances and contests from the fourth industrial revolution. Moreover, employers in Nigeria and Ghana, particularly Nigeria, should always encourage positivity in their employees, using organizational support and positive psychology programs. Besides, the management and leaders in work organizations in Nigeria and Ghana should adopt human resource practices that make employees perceive that their organizations adopt the method of value enrichment, where they are taken as an essential resource for reasonable sustenance

This study evaluates the correlational effects of perceived leadership 4.0, workplace ostracism, innovative work behavior, and organizational performance within work organizations. The sample for this investigation was extracted from ten (10) organizations in Oyo and Lagos States, Nigeria. They are organizations from Nigeria’s service, financial, and manufacturing industries. Guarantee Trust Bank Plc, FullRange Microfinance Bank Limited, First Bank Plc, Evans industries Limited, Nestlé Nigeria Plc, Friesland Campina Nigeria Plc, IBFC Alliance Limited, United Bank for Africa Plc, DHL Courier Service, and Martyns Consulting Limited. This investigation has adopted a cross-sectional survey method, where the current scholar randomly distributed the study’s questionnaires. Nonetheless, from the 500 questionnaires floated, 478 were suitable for investigation and analyzed with a Statistical Packages for Social Sciences (SPSS version 27). This investigation noted a significant correlation between Leadership 4.0, workplace ostracism, innovative work behavior, and organizational performance. It further stated the significant joint influence of Leadership 4.0, workplace ostracism, innovative work behavior on organizational performance within Nigeria’s work organizations in the 4IR. Managers and leaders of work organizations are encouraged to investigate and adopt the most suitable leadership styles (for instance, Leadership 4.0) for the diverse situations and challenges, presented by the 4IR. They should also consistently encourage workplace support, using further employee/workplace family support in job-sharing programs. Besides, they should promote innovative management practices, as they are essential in overcoming the challenges, posed by the 4IR.

This study evaluates the impacts of work stress, risk-taking propensity, and resilience on psychological wellbeing in Nigeria’s Police Force. Its sample was extracted from four (4) police stations in Ibadan, Oyo State of Nigeria. They are the Iyaganku, Eleyele, Orita Challenge, and Iwo Road testing ground police stations. This study has adopted a cross-sectional survey method, where the current scholar randomly distributed the study’s questionnaires. Nonetheless, from the 350 questionnaires floated, 319 were suitable for study and analyzed using Statistical Packages for Social Sciences (SPSS version 27). The present study conducted standard and hierarchical multiple regression analysis in testing the stated hypotheses and concludes that work stress and risk-taking propensity significantly reduce psychological wellbeing. In contrast, resilience increases it in Nigeria’s Police Force. It further settles that work stress, risk-taking propensity, and resilience significantly and jointly determine psychological wellbeing. Work stress, however, determines more significantly the psychological wellbeing of police officers than risk-taking propensity, resilience, and their combination matrix. Consequently, this paper advocates the need to reinforce stress management training among police officers to promote healthy lifestyles and improve psychological wellbeing. Also, Nigeria’s Police college should incorporate risk-taking concepts on the job to help them exhibit better risk-taking behaviors and maintain improved psychological wellbeing. Moreover, Nigeria’s Police Force should adopt strategies for promoting resilience levels, raising police officers’ positive emotions to recover from their adverse experiences. Besides, there is a severe need for psychological interventions to prepare police officers for the hurdles ahead. So, it is required that government make provisions for a salary increase, incentives, organizational support programs, and initiatives that can strengthen the coping styles of police officers for better psychological health and wellbeing.