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Showing papers in "Leadership & Organization Development Journal in 2018"


Journal ArticleDOI
TL;DR: In this article, the authors examined the relationship between abusive supervision and knowledge hiding behaviors in the hospitality industry of Pakistan and found that abusive supervision is positively associated with a knowledge hiding behavior.
Abstract: The purpose of this paper is to examine the association between abusive supervision and knowledge hiding behaviors. The authors further investigate how abusive supervision is linked with knowledge hiding behaviors, and why some subordinates, unlike others, tend to engage in more knowledge hiding behaviors in response to abusive supervision. The authors propose that interpersonal justice mediates the relationship between abusive supervision and knowledge hiding behaviors, and that Islamic work ethics (IWE) weaken the hypothesized relationship between abusive supervision and knowledge hiding behaviors.,The data were gathered in three time lags from 224 respondents working in the hospitality industry of Pakistan.,The results reveal that the abusive supervision is positively associated with a knowledge hiding behaviors. This relationship is mediated by perceptions of interpersonal justice, but the IWE moderated this relationship such that in the presence of high levels of IWE, the impact of abusive supervision on knowledge hiding behaviors is weak.,Employees’ values and beliefs can serve as a safeguard against reactions to abusive supervision. The impact of abusive supervision on employees’ behaviors may be minimized by building their ethical values around Islamic principles.,To the best of the knowledge, this is the first study to examine the relationship between abusive supervision and knowledge hiding behaviors. The authors integrate displaced aggression and social exchange theory with the IWE literature to offer new insights in-to the mechanisms and boundary conditions associated with the relationship between abusive supervision and knowledge hiding behaviors.

134 citations


Journal ArticleDOI
TL;DR: In this article, the mediating role of goal clarity in the relationship between leadership styles and project success is examined, and possible underlying mechanisms (i.e. goal clarity) are examined.
Abstract: The purpose of this paper is to examine the mediating role of goal clarity in the relationship between leadership styles and project success. The paper draws on full-range leadership theory, and contextualizes leadership styles such as transformational leadership style, and transactional leadership style (active management by exception, and contingent reward) to temporary project environment.,Data are collected (in year 2017) from 248 individuals working in ten large project-based organizations from different sectors, each having multiple units in Pakistan. Respondents comprise functional managers and individuals (who have lead or worked on projects), as well as dedicated project managers.,Goal clarity partially mediates the relationship between transformational leadership style and project success. However, in case of the transactional leadership style, there is no mediation as transactional leadership style is not associated with goal clarity. Furthermore, contingent reward is positively associated to project success, while active management by exception is negatively associated to project success.,Research suggests that the underlying mechanisms of the relationship between leadership styles (transactional and transformational) and project success are less clear and need to be further explored. This study contributes to literature by answering such calls, and examines possible underlying mechanisms (i.e. goal clarity) in the relationship between leadership styles and project success.

83 citations


Journal ArticleDOI
TL;DR: In this paper, the authors examined the relationship between humble leadership and employee innovation behavior and investigated the mediating effects of core self-evaluation and the moderating effect of leader political skill in this relationship.
Abstract: The purpose of this paper is to examine the relationship between humble leadership and employee innovation behavior and to investigate the mediating effects of core self-evaluation (CSE) and the moderating effects of leader political skill in this relationship.,Questionnaire data from a sample of 169 employee-leader dyads from technology enterprises in China were employed in this research.,The results show that humble leadership positively affects employee innovation behavior; moreover, employee CSE and leader political skills play partial mediating and moderating roles, respectively, in the relationship between humble leadership and employee innovation behavior.,This study considered only the positive role of humble leadership and not its negative effects in extreme cases, such as the perceived weakness and inferiority of a humble leader, which may inhibit leadership effectiveness. Future research may examine the excessive and/or negative effects of humble leadership in an organization.,The findings of this study suggest that leaders should maintain humility, develop certain political skills, and enhance employee CSE to stimulate employee innovation behavior.,Although humility has been understood as the core trait of servant leadership, level-five leadership and participative leadership, humble leadership as a new type of independent leadership style has yet to be thoroughly investigated. In particular, there is limited empirical research examining the link between humble leadership and employee innovation behavior.

76 citations


Journal ArticleDOI
TL;DR: In this paper, a meta-analysis was conducted to examine the relation between EI and authentic leadership and the moderators that affect this relation, and the results indicated that EI is significantly and positively related to authentic leadership.
Abstract: Authentic leadership is a popular leadership construct that stimulates considerable scholarly interest and has received substantial attention from practitioners. Among different individual difference variables, there has been a growing interest in studying the connection between emotional intelligence (EI) and authentic leadership; nevertheless, most of the existing literature on this relation was atheoretical and the results for this relation were mixed. Thus, the objective of this study is to clarify the relation between EI and authentic leadership. A meta-analysis was conducted to examine the relation between EI and authentic leadership and the moderators that affect this relation. The results of the present study indicated that (1) EI is significantly and positively related to authentic leadership (overall EI: ρ = 0.49; ability EI: ρ = 0.08; self-report EI: ρ = 0.52; mixed EI: ρ = 0.49); (2) self-report EI and mixed EI have larger associations with authentic leadership than ability EI; and (3) the relation between EI and authentic leadership does not differ between male-dominated and female-dominated studies. The present study couches the relation between EI and authentic leadership in theories and identifies important moderators for this relation which explains the heterogeneity in effect sizes for this relation across studies.

65 citations


Journal ArticleDOI
TL;DR: In this article, the mediating effect of practicing core values on the relationship between authentic leadership and work engagement in a Korean corporate environment was investigated, where self-report data was obtained from 281 employees of three major corporations in South Korea and structural equation modeling was adopted to analyze the data.
Abstract: The purpose of this paper is to investigate the mediating effect of practicing core values on the relationship between authentic leadership and work engagement in a Korean corporate environment,Self-report data on authentic leadership, practicing core values, and work engagement were obtained from 281 employees of three major corporations in South Korea Structural equation modeling was adopted to analyze the data,The results revealed a direct and significant influence of authentic leadership on both practicing core values and work engagement In addition, practicing core values was found to have a partial mediating effect on the relationship between authentic leadership and work engagement,This study revealed a three-factor model of authentic leadership compared to the four-factor model found in western cultural contexts Similar findings are indicated for other Asian countries A rigorous future study is warranted to validate the psychometric structure across different cultural settings Harman’s single factor test was performed to address the common method variance issue,Practicing core values functioned as a catalyst for developing authentic leaders Therefore, it is necessary that organizational development practitioners perform developmental activities to purposefully facilitate practicing core values,The study falls under the isolated or disregarded researched topic of the practicing core values in relation to authentic leadership and work engagement

59 citations


Journal ArticleDOI
TL;DR: Wang et al. as discussed by the authors investigated the effect of humble leadership on employee proactive behavior and found that such effect is mediated by psychological empowerment, and identification with leader moderates the intervening role of psychological empowerment in the humble leadership-employee proactive behavior relationship.
Abstract: The purpose of this paper is to investigate the effect of humble leadership on employee proactive behavior. The authors propose that such effect is mediated by psychological empowerment, and identification with leader moderates the intervening role of psychological empowerment in the humble leadership-employee proactive behavior relationship.,Data were collected from 286 subordinate-supervisor dyads from 4 industries in Northern China. Hierarchical linear modeling analyses were applied to test the research model.,Humble leadership has a significantly positive effect on employee proactive behavior, and this effect is mediated by psychological empowerment. Furthermore, the identification with leader moderates the mediated relationships between humble leadership and employee proactive behavior via psychological empowerment.,One limitation is that the data were collected cross-sectionally. Further research could conduct longitudinal research to retest the hypotheses. The present research has a number of implications. First, the authors extend humble leadership research. Second, the authors also contribute to humble leadership literature by addressing the lack of attention paid to the explanatory mechanism linking humble leader behavior to follower outcomes. Third, the authors provide a new insight into the boundary condition of humble leadership.,Managers should demonstrate more humble behaviors in their leading process to influence employees’ psychological empowerment and proactive behavior. In addition, managers should provide employees with sincere care in relation to work and life issues to produce employees’ identification with leader.,Humility is a modifiable trait that individuals can increase dramatically by practice. Humble behavior is more accessible and easier to cultivate, contrary to the stable trait of humility. Besides, our results confirmed the individuals with the virtue of humility are most likely to succeed. Thus, humble behaviors should be highly advocated and encouraged in our society.,This research extends humble leadership research by constructing and verifying the theoretical model of humble leader behavior and employee proactive behavior and by demonstrating the value of humble leader behavior in a non-Western context, and identifies the different roles of psychological empowerment and identification with leader on employee proactive behavior.

58 citations


Journal ArticleDOI
TL;DR: Wang et al. as discussed by the authors developed a moderated mediation model to examine the roles that psychological capital (PsyCap) and growth need strength may play in the relationship between humble leader behaviors and follower creativity.
Abstract: The purpose of this paper is to develop a moderated mediation model to examine the roles that psychological capital (PsyCap) and growth need strength may play in the relationship between humble leader behaviors and follower creativity.,Data were collected from a three-wave survey study with a sample of 165 matched leader-follower questionnaires in China. Multiple regression analyses, moderated regression analysis and bootstrapping analysis were used to test the hypotheses.,The results show that humble leader behaviors positively influence follower creativity, PsyCap mediates this influence and growth need strength not only moderates the relationship between humble leader behaviors and PsyCap, but also amplifies the indirect relationship between humble leader behaviors and follower creativity via PsyCap.,Common method bias may still exit, although the measures of research variables were gathered from different sources and with time separation. Additionally, this study is conducted in a single cultural context, which may raise the question about the generalizability of our findings to other cultural contexts.,The primary contribution is building and examining a conceptual model that focuses on the potential effect of humble leader behaviors on follower creativity. Additionally, by confirming the mediating role of PsyCap, the research further uncovers why followers under humble leader behaviors are more likely to engage in creativity, and the moderating role of growth need strength found in this study also offers additional insight into that followers may differ in the degree to which they are receptive to leader effect.

53 citations


Journal ArticleDOI
TL;DR: Zhang et al. as mentioned in this paper integrated the effects of top-down leadership and employees' bottom-up job crafting behaviors on employee health and performance, and found that promotion-focused job crafting had the strongest positive impact on adaptive performance, followed by proactive and then task performance, while prevention focused job crafting was negative.
Abstract: The purpose of this paper is to integrate the effects of top-down leadership and employees’ bottom-up job crafting behaviors on employee health and performance. The authors expected that employees’ promotion- and prevention-focused job crafting act as intervening mechanisms linking top-down employee-oriented leadership with employee health and performance.,Multi-source data were collected among n=117 independent employee-leader dyads.,Promotion-focused job crafting was positively and prevention-focused job crafting was negatively related to employees’ health and performance. Employee-oriented leadership was positively related to promotion-focused job crafting but unrelated to prevention-focused job crafting. Employee-oriented leadership was indirectly related to health and performance through promotion-focused job crafting. Moreover, promotion-focused job crafting had the strongest positive impact on adaptive performance, followed by proactive and then task performance, while prevention-focused job crafting had the strongest negative impact on task performance followed by proactive and then adaptive performance.,Despite the cross-sectional study design, results reveal how employee-oriented leadership is related to employee health and performance through promotion-focused job crafting.,Organizations need employee-oriented leaders, who facilitate promotion-focused job crafting, which helps employees to perform well while staying well.,This study adds to the literatures on job crafting, leadership, and employee health and performance by explicating intervening processes in these relationships. It adds to research on the extended job demands-resources job crafting model by showing, that promotion- and prevention-focused job crafting has different relationships with antecedents (i.e. leadership) and outcomes (i.e. health and performance).

51 citations


Journal ArticleDOI
TL;DR: In this article, the authors investigate the mechanisms that link transformational leadership to employee job satisfaction by examining the moderating effect of contingent reward on the relationships and find that there are positive relationships between the dimensions of Transformational Leadership and job satisfaction which are augmented by contingent reward.
Abstract: The purpose of this paper is to investigate the mechanisms that link transformational leadership to employee job satisfaction by examining the moderating effect of contingent reward on the relationships.,The study employed explanatory and cross-sectional survey design. Data were obtained from 315 bank employees and analyzed using correlational and multiple regression techniques.,The results revealed that there are positive relationships between the dimensions of transformational leadership and job satisfaction which are augmented by contingent reward. However, the relationships of idealized influence and intellectual simulation to job satisfaction are moderated by contingent reward, implying that, in the banking sector, the positive influence of these transformational leadership traits on employee job satisfaction can be enhanced by contingent reward.,The paper makes an important contribution to the existing organizational literature by establishing the utility of contingent reward as a moderator on the relationship between transformational leadership and employee job satisfaction in a banking sector.

49 citations


Journal ArticleDOI
TL;DR: In this article, the authors examined the effects of empowering leadership at the team level on employees' subjective well-being and work performance through perceived social support and found that perceived organizational support (POS) and co-worker support mediated the relationship between empowering leadership and self-reported and organizational archival data.
Abstract: The purpose of this paper is to examine the effects of empowering leadership at the team level on employees’ subjective well-being (SWB) and work performance through perceived social support. Based on social exchange theory (Blau, 1964), the study identifies the mediating effects of perceived social support in the relationship between empowering leadership and both employees’ well-being and work performance.,The study utilized a survey of 1,225 employees working for an organization in South Korea and archival data of the organization. It employed hierarchical linear modeling analyses and the CWC(M) procedure for the tests of multilevel mediation.,It was observed that perceived organizational support (POS) and co-worker support (PCS) mediated the relationship between empowering leadership and SWB, but not the relationship between empowering leadership and performance. There was a significant direct effect of empowering leadership on both POS and PCS, which subsequently led to improved work performance.,Taking a multilevel approach to leadership and relying on both self-reported and organizational archival data, this study contributes to the literature on leadership and well-being by examining the relationships between empowering leadership toward a team and team members’ well-being and performance, and by revealing the crucial mechanisms that underlie them. The study helps to elucidate the impact of empowering leadership on employee SWB, which has largely been neglected in prior management research.

46 citations


Journal ArticleDOI
TL;DR: In this paper, a model of e-leadership as communication adoption at the individual level (ECAMi) is proposed to understand the adoption of ICTs in organizational structures.
Abstract: Even though e-leadership was broadly defined in 2001 (Avolio et al.), there has been surprisingly little progress (Avolio et al., 2014). In order to make a better progress, the authors recommend dividing the field into four quadrants to facilitate the research focus. It can be divided by e-leadership phases (the adoption of technology phase vs the quality of use of technology phase), as well as the purposes (e-leadership as virtual communication vs e-leadership as management of organizational structures). The paper aims to discuss these issues.,This study provides a model of e-leadership as communication adoption at the individual level (ECAMi). Structural equation modeling was used to test a previously published model by Van Wart et al. (2017a). The model included select traits and skills (as antecedent conditions), awareness of ICTs, evaluation of ICTs, willingness to expend effort in learning about ICTs, intention to use ICTs, and facilitating conditions.,The overall model demonstrates a good fit. It can be concluded that the ECAMi represents a valid model for understanding e-leaders’ technological adoption. It is also found that while all select skills and traits are significant – energy, responsibility and analytical skills stand above the others.,To the best of the authors’ knowledge, this represents the first effort to operationalize e-leadership.

Journal ArticleDOI
TL;DR: The authors investigated how leader humility affects the engagement of employees in creative processes, using perceived organizational support (POS) as a mediator and leader competence as a moderator, and found that leader competence positively moderates the relationship between leader humility and POS.
Abstract: The purpose of this paper is to investigate how leader humility affects the engagement of employees in creative processes, using perceived organizational support (POS) as a mediator and leader competence as a moderator.,Data were collected from a two-wave sampling of 113 dyads of leaders and subordinates in China.,A curvilinear relationship was found between leader humility and employee engagement in creative processes. Further, POS partially mediates this relationship, and leader competence positively moderates the relationship between leader humility and POS.,First, organizations should select and train leaders who show humility as a character trait and foster a supportive organizational climate. Second, managers should study the benefits of moderate and harms of superfluous humility, especially in the Chinese cultural context. Third, competent leaders are more effective as humble leaders.,Few studies have concentrated on leader humility in the eastern cultural context. The results challenge traditional views of the impact of leader humility and shed light on its mechanism and the conditions under which it promotes employee engagement in creation. This study also clarifies the nonlinear influence of leader humility, building a fine-grained theoretical framework integrating the motivation-opportunities-abilities model and Chinese Zhong-Yong theory.

Journal ArticleDOI
TL;DR: In this paper, the authors used the degree of agreement between leader rating and follower self-rating to determine follower competence and commitment, and consequently an optimal leadership style, and found that leader assessment would be a better basis for providing followers with appropriate direction and support.
Abstract: Empirical tests of Hersey and Blanchard’s situational leadership theory (SLT) have demonstrated that the assessment of follower competence and commitment, critical contextual features dictating optimal leadership style, poses several problems in testing the validity of this theory. As well, most previous studies have used leader rating as the only information source in making these assessments. The purpose of this paper is to use the degree of agreement between leader rating and follower self-rating to determine follower competence and commitment, and consequently an optimal leadership style.,Survey data collected from both supervisors and employees in business organizations in Norway were analyzed to test the predictions put forward in SLT.,The results show that SLT principles are supported when leader rating and follower self-rating are congruent. However, no support was obtained for Blanchard’s suggestion to apply followers’ self-ratings of competence and commitment in the case of discrepant ratings of follower development level. But data do support the contention that leader assessment would be a better basis for providing followers with appropriate direction and support.,So far SLT has been a very popular but as yet under-researched theory. An important contribution of the present study is by making SLT an evidence-based theory, as opposed to just being intuitively sound. As such, the authors think SLT in an updated “convergent” version should be applied in organizations and taught in leadership development programs.

Journal ArticleDOI
TL;DR: In this paper, the mediating role of LMX in the relationship between knowledge sharing and employee creativity and the extent to which LMX mediates by transactional psychological contract was tested. But the authors did not consider the effect of transactional contract on knowledge sharing.
Abstract: Purpose The purpose of this paper is to test the mediating role of LMX in the relationship between knowledge sharing and employee creativity and the extent to which this mediating role is moderated by transactional psychological contract. Design/methodology/approach A total of 286 employees working at the theme park in Taiwan and then analyzed using a structuring equation model with SPSS 12.0, LISREL 8.8 and SPSS PROCESS. Findings Results suggested that LMX mediated the relationship between knowledge sharing and employee creativity. Also, results suggested that transactional psychological contract moderated this mediating pathway: low transactional psychological contract increases the mediating role of LMX. Furthermore, the study showed that LMX can buffer the negative effects of transactional psychological contract on employee creative performance. Originality/value The originality of this study is to explore whether there is a moderated mediation model relationship among research variables and contributed to the LMX literature because there are few studies to discuss how knowledge sharing might stimulate creative outcome through LMX.

Journal ArticleDOI
TL;DR: In this paper, the authors investigate the moderating role of authentic leadership on the relationship between seasonal employee's perception of supervisor support and turnover intention (TI) in the hospitality industry, and highlight the significance of AL for comprehending the link between seasonal hotel employees' PSS and their turnover intention.
Abstract: The purpose of this paper is to investigate the moderating role of authentic leadership (AL) on the relationship between seasonal employee’s perception of supervisor support and turnover intention (TI) in the hospitality industry.,The data on perceived supervisor support (PSS), AL and TI were gathered from 305 seasonal employees of five-star hotels in Antalya, Turkey with a time lag of one month. Hierarchical linear regression and hierarchical linear modeling were performed to test the multi-level data.,The findings revealed direct significant effects of both supervisor support and AL on TI. In addition, AL moderated the negative influence of PSS on TI.,This multi-level research highlights the significance of AL for comprehending the link between seasonal hotel employees’ PSS and their TI. Directions for future research include a cross-cultural study examining the validity of the conceptual framework. Confirmatory factor analysis was performed to check the common method variance.,AL through strengthening PSS works as a catalyst for keeping seasonal employees in the organization for the next season. Thus, practitioners should develop supervisors’ AL skills and they should encourage supervisors to be more efficient in improving themselves as a main source of support.,The research investigates the little-researched area of AL at the group level in relation to PSS and TI.

Journal ArticleDOI
TL;DR: Wang et al. as mentioned in this paper examined the relationship between organizational culture, leadership and employee outcomes and found that supportive and task leadership styles and a persuasive influence strategy are significantly stronger than that of other leadership styles/strategies.
Abstract: Researchers have adopted a somewhat narrow conceptualization of organizational culture, founded on specific assumptions about the impact of founders or top leadership. The purpose of this paper is to address this research gap.,Based on 356 Chinese employees, this paper examines the relationships between organizational culture, leadership and employee outcomes. Specifically, the paper focuses on a mediation model by looking at how different leadership processes impact the relationship between culture and outcomes.,Supportive and task leadership styles and a persuasive influence strategy are correlated with team, detail and innovation cultures, respectively, and are significantly stronger than that of other leadership styles/strategies. Partial support is found for the mediating effect of task and change leadership styles, and assertive and persuasive influence strategies. Contrary to the authors’ second assumption regarding the social learning effect on outcomes, the study provides a tentative conclusion that different culture types may have different levels of strength in molding middle management and consequently influencing subordinate outcomes. The model of “culture-leadership-outcome” generally shows a similar pattern with the reverse effect of “leadership-culture-outcome.”,This study was the first to examine the impact of organizational culture on leadership and their effect on organizational outcomes, and to compare the reverse relationship. It suggests a new model that combines social cognitive theory with concepts drawn from the social learning perspective. Both the significant and non-significant results enhance our understanding on the mediating effects of leadership and culture. The findings also enrich leadership theory because no empirical studies systematically examined the similarities and differences between style approaches and influence strategies.

Journal ArticleDOI
TL;DR: The role of leadership in the development of favorable conditions for innovation is verified in this paper, as is the impact of these conditions on the innovation capacity of educational organisations, and the hypothesis is confirmed that leadership affects culture and learning structure.
Abstract: The purpose of this paper is to analyse the impact of leadership on culture and on the structure of learning, and of these two constructs on the innovation capacity.,A quantitative study utilising a survey was carried out. By means of an ad hoc questionnaire, educational administrators were asked about some characteristics of their organisations. The authors have proven the model of research through a model of structural equations, that is, by means of the partial least squares technique.,The hypothesis is confirmed that leadership affects culture and learning structure, and both impact on the innovation capacity of schools.,This work addresses the role of three critical aspects in the management of educational organisations—leadership, culture and structure—in the development of innovation that is essential in improving organisational development.,The role of leadership in the development of favourable conditions for innovation is verified, as is the impact of these conditions on the innovation capacity of educational organisations.

Journal ArticleDOI
TL;DR: In this article, the authors examined how ethical leadership relates to employee's moral voice through trust in the leader, leader−follower value congruence and moral efficacy, and found that ethical leadership had the strongest positive relationship with moral voice when both trust and leader−fearer value con-gruence were higher.
Abstract: The study of ethical leadership has emerged as an important topic for understanding the effects of leadership in organizations. Theoretically, there is a relationship between ethical leadership and followers’ ethical behaviors but empirically, little attention has been given. The purpose of this paper is to examine how ethical leadership relates to employee’s moral voice through trust in the leader, leader−follower value congruence and moral efficacy.,The authors used a time-lagged research design, collecting multi-source data from 364 employees and their immediate supervisors, working in construction companies in Pakistan.,On the basis of an interactional approach, this study found that there was an interaction between ethical leadership, trust in the leader and leader−follower value congruence that affected moral voice, such that ethical leadership had the strongest positive relationship with moral voice when both trust and leader−follower value congruence were higher; and moral efficacy mediated the effect that this three-way interaction between ethical leadership, trust in the leader and leader−follower value congruence had on moral voice.,This is one of the first studies to examine the role of ethical leadership in promoting employees’ voice behavior using a time-lagged research design, particularly in construction industry.

Journal ArticleDOI
TL;DR: A review of scholarly works on these two theories is presented from the original works of Greenleaf, Burns and Bass to the current research as mentioned in this paper, based on the four categories of construct clarity, two competing alternatives are identifiable in the scholarship of both servant and transformational leadership.
Abstract: The purpose of this paper is to question the usefulness of comparisons between theories on servant leadership and transformational leadership.,A review of scholarly works on these two theories is presented from the original works of Greenleaf, Burns and Bass to the current research.,Based on the four categories of construct clarity, two competing alternatives are identifiable in the scholarship of both servant and transformational leadership. There are thus 16 versions of each theory.,The literature review contains no new empirical data. The many versions available today of each theory do not make comparisons meaningful. The prevalence of several versions of theories on servant leadership and transformational leadership implies that they are no longer specific and useful theories.,Critical comments are presented on the usefulness of comparisons between servant leadership and transformational leadership. Thus, the value of these theories is also questioned.

Journal ArticleDOI
TL;DR: In this paper, the authors examined to what extent altruistic leadership (AL) contribute to happiness at work (HAW) and analyzed the mediating role of those conditions that facilitate learning in the relationship between AL and HAW.
Abstract: The purpose of this paper is to examine to what extent altruistic leadership (AL) contribute to happiness at work (HAW). In addition, the authors analyze the mediating role of those conditions that facilitate learning in the relationship between AL and HAW.,Confirmatory factor analysis by means of structural equation models was performed to check the proposed theoretical model, using a sample of 122 frontline bank employees.,Results show that, although specific leadership styles might contribute to employee well-being, it seems the shared characteristic of altruism what significantly impact employees HAW, by means of organizational learning capability.,Scarce research examines altruism as a leadership behavior. The authors provide to the leadership literature a theoretical model, and empirical evidence that altruism is an essential leadership behavior to promote learning and HAW.

Journal ArticleDOI
TL;DR: In this paper, the authors investigated the role of servant leadership in Scrum teams and found that there is a moderately strong correlation between servant leadership of the Scrum master and team effectiveness.
Abstract: Scrum is a development methodology that has been rapidly gaining popularity over the last decade particularly for software development teams. The Scrum master is sometimes viewed as a servant leader of the Scrum team. The purpose of this paper is to investigate to what extent Scrum masters actually make use of servant leadership and how this impacts on the team’s effectiveness via mediating processes.,The research followed a quantitative approach. An online questionnaire was prepared and completed by 71 Scrum team members (excluding Scrum masters) and 22 Scrum masters in more than ten organizations based in Western Cape, South Africa.,Scrum masters in this sample extensively used the servant leadership approach, but those who are also appointed as formal team leaders are seen to be considerably better servant leaders by team members. There is a moderately strong correlation between servant leadership of the Scrum master and team effectiveness. It was found that high levels of psychological safety do not necessarily translate into team performance.,Research was only performed at the unit level of analysis and not the team or organizational level. This was a cross-sectional study and variations over time were not considered.,The results confirm the importance of servant leadership skills when identifying and developing Scrum masters, appointing the formal team leader role in Scrum teams and implementing Scrum practices effectively.,As could be established, this is the first time that the role of servant leadership in Scrum teams was formally investigated.

Journal ArticleDOI
TL;DR: In this article, the authors examined the relationship between abusive supervision and employee health and safety outcomes and examined the effect of inconsistent leadership, operationalized as the interaction between transformational leadership and supervisor incivility, on employee safety participation.
Abstract: The purpose of this paper is to examine the relationship between abusive supervision and employee health and safety outcomes in Study 1 and to examine the effect of inconsistent leadership, operationalized as the interaction between transformational leadership and supervisor incivility, on employee safety participation in Study 2.,In Study 1, survey data were gathered from n=145 healthcare workers. In Study 2, survey data were gathered from n=177 nurses.,A partially mediated structural model was estimated in Study 1 and the results show that the model provided a good fit to the data χ2 (1)=1.27, p=0.23. Abusive supervision predicted safety climate (β=−0.41, p<0.01) and psychological health (β=−0.27, p<0.01). Safety climate, in turn, predicted psychological health (β= 0.40, p<0.01) and safety participation (β= 0.37, p<0.01). Study 2: moderated regression analysis showed that inconsistent leadership significantly predicted employee safety participation, F(5,144)=4.46, p<0.01.,Theoretical and practical implications for creating psychologically healthy workplaces through interventions aimed at improving leader effectiveness are discussed.

Journal ArticleDOI
TL;DR: In this article, the authors examined how and when distributed leadership enhances innovation ambidexterity by considering knowledge sharing as a mediator and element of organizational structure as a moderator.
Abstract: The purpose of this paper is to examine how and when distributed leadership (DL) enhances innovation ambidexterity by considering knowledge sharing as a mediator and element of organizational structure as a moderator.,Data obtained from 269 questionnaires were analyzed empirically to reveal the relationship of the variables.,The results suggest that DL has a positive effect on innovation ambidexterity, and the relationship was partially mediated by knowledge sharing. Connectedness positively moderated the relationship between knowledge sharing and innovation ambidexterity.,The complexity and ambiguity that organizations often experience increases the difficulty for a single leader to successfully perform necessary leadership functions. The results show that DL is crucial to the promotion of innovation ambidexterity.,By building on organizational learning theory and integrating insights from knowledge creation theory, this study extends the prior research by uncovering the mechanism through which DL promotes innovation ambidexterity and the moderating effect of informal organizational structure.

Journal ArticleDOI
TL;DR: In this paper, the authors address two of the major questions in the relationship between emotional intelligence and leadership effectiveness: does EI conceptualized and assessed as an ability influence leadership effectiveness when controlling for cognitive intelligence and Big Five personality traits? And, what are mediating processes in this relationship?
Abstract: The purpose of this paper is to address two of the major questions in the relationship between emotional intelligence (EI) and leadership effectiveness: does EI conceptualized and assessed as an ability influence leadership effectiveness when controlling for cognitive intelligence and Big Five personality traits? And, what are mediating processes in this relationship?,Ability test data for EI for 84 leaders in an assessment center were used to predict unobtrusive observations of leader responses to subordinate’s emotions in a role play, and expert ratings of leadership effectiveness, controlling for cognitive ability and Big Five personality traits.,EI predicted the appropriateness of leader responses to subordinate’s emotions, and these responses mediated the relationships of EI and leadership effectiveness, controlling for cognitive ability and Big Five personality traits.,The assessment center context represents a relatively artificial environment and follow-up research in field settings would be particularly valuable.,EI can be assessed as a selection tool for leadership positions. Leadership development programs can also focus on developing the skills associated with EI.,The study provides stronger evidence for the relationship between EI and leadership effectiveness than previous research, bolstering the confidence in conclusions regarding this relationship. The study also contributes to the development of process models of the influence of EI on leadership effectiveness by providing evidence regarding mediation.

Journal ArticleDOI
TL;DR: In this paper, the impact of the transactional, transformational, directive and empowering leadership styles on the success of a Lean management (LM) implementation in Portuguese companies is investigated.
Abstract: The purpose of this paper is to better understand the role that leadership plays in the success of Lean management (LM) implementation, by trying to identify what is the impact of the transactional, transformational, directive and empowering leadership styles on the success of such an implementation in Portuguese companies, and what are the most important leaders’ attributes.,An on-line questionnaire was distributed to 65 manufacturing and services Portuguese organizations that have implemented LM.,The results suggest that the empowering leadership style has a positive impact on the success of LM implementation. Even though results do not allow concluding about the impact of the other styles, several leader’s attributes were identified as having influence: individualized consideration, information sharing, skill development, intellectual stimulation, assigned goals and self-directed decision making.,Very few studies have addressed the role of leadership in the success of adopting LM and, to the best knowledge, only one paper studied the critical attributes of leaders in LM implementation. Moreover, the present study focuses in Portugal, country where this topic has rarely been investigated.

Journal ArticleDOI
TL;DR: This article examined the individual and contextual antecedents of authentic leadership, which can be personal (PsyCap) or contextual (psychological climate) in the authentic leadership development (ALD) theory.
Abstract: The purpose of this paper is to examine the individual and contextual antecedents of authentic leadership (AL) proposed in the authentic leadership development (ALD) theory.,Survey data were collected from 74 leaders from two Midwestern organizations. Surveys were used to collect AL, psychological capital (PsyCap), and psychological climate data. Hierarchical regression was used to analyze the data.,Results support PsyCap, and to a lesser extent psychological climate, as antecedents of AL. Organizations that desire to increase leader authenticity and realize its many favorable outcomes should emphasize the development of leaders’ PsyCap hope, efficacy, resilience, and optimism.,This was the first study to examine the antecedents of AL, which can be personal (PsyCap) or contextual (psychological climate).

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TL;DR: In this paper, the authors examined the effects of self-determined leader motivation for transformational leadership on aggregated follower leadership ratings using a sample of 37 leaders matched with 179 followers in two organizations.
Abstract: A critical assumption of the organizational leadership literature is that leaders want to engage in effective leadership behaviors (Gilbert and Kelloway, 2014). However, leaders may vary in their motivation to be effective in a leadership role, leading to different levels of performance. Drawing on self-determination theory, the authors address the question of what motivates leaders to engage in transformational leadership behaviors (Gilbert et al., 2016). The paper aims to discuss these issues.,The current study examined the effects of self-determined leader motivation for transformational leadership on aggregated follower leadership ratings using a sample of 37 leaders matched with 179 followers in two organizations.,Results show how leaders’ own motivation relates to followers’ perceptions of leader behavior, and specifically that, across contexts, some autonomous levels of leader motivation are positively related to follower perceptions of leaders’ active-constructive leadership and negatively related to follower perceptions of passive avoidant leadership.,The research is limited by a small level-two sample size and cross-sectional design. The results suggest that some forms of leader motivation relate to follower ratings of leadership behavior.,This study is the first to examine how self-determined motivation for transformational leadership predicts follower perceptions of leadership behavior using a multilevel design.

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TL;DR: In this article, the authors build and test an integrative model of leader identity as an important mechanism explaining why reactions to leadership training associate with leader effectiveness, such that it will be weaker for more experienced leaders because they already possess complex leadership-related knowledge and skills.
Abstract: Purpose The purpose of this paper is to build and test an integrative model of leader identity as an important mechanism explaining why reactions to leadership training associate with leader effectiveness. It is proposed that this mediation relationship is conditional on leadership experience (i.e. time in a formal managerial role), such that it will be weaker for more experienced leaders because they already possess complex leadership-related knowledge and skills. Design/methodology/approach Hypotheses were tested using a sample of German managers (n=196) in formal leadership positions (i.e. with direct subordinates) across a range of industries. Data were collected using online questionnaires. The proposed first-stage mediation model was tested using the structural equation approach. Findings Leader identity was found to mediate the relationship between reactions to leadership training and leader effectiveness. This mediation was conditional upon leadership experience, such that the indirect effect only held for less, but not for more, experienced leaders. Research limitations/implications The findings should be interpreted with caution because all data are self-report and cross-sectional. Practical implications Leadership training for senior leaders should qualitatively differ (in terms of content and length) from that for novice leaders. Originality/value Leadership training can substantially improve managers’ ability to lead effectively. The present study is the first to establish leader identity as a motivational mechanism that explains this relationship. This is also the first study to test for the role of leadership experience in leader development.

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TL;DR: In this paper, the authors investigated idealised influence under transformational leadership and active management-by-exception (MBE-A) under transactional leadership as the predictors of employee safety behaviours among engineers and technicians in the Ghanaian power transmission subsector.
Abstract: Purpose The purpose of this paper is to investigate idealised influence under transformational leadership and active management-by-exception (MBE-A) under transactional leadership as the predictors of employee safety behaviours among engineers and technicians in the Ghanaian power transmission subsector. Design/methodology/approach The study employed a cross-sectional survey design and a quantitative approach to gather data from 278 respondents through the use of a structured questionnaire. Covariance-based structural equation modelling was used to analyse the data and test the hypotheses with 264 usable responses. Findings The analysis revealed that idealised influence had positive significant effects on both safety compliance and safety participation of employees. Surprisingly, MBE-A had a positive influence on safety participation but not on safety compliance. Practical implications The findings of this study present useful practical implications for leaders and policy makers in organisations in engendering good safety behaviours of employees and improving overall organisational safety performance. Originality/value The variables used in the study together with the study’s Ghanaian bureaucratic context present interesting and fresh insights into the interplay between leadership and employee safety, thereby contributing to the discourse on the safety leadership construct.

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TL;DR: In this paper, the authors investigated the relationship of leadership styles (paternalistic, authentic and democratic) with relationship-based employee governance and open service innovation in the Malaysian healthcare sector.
Abstract: The purpose of this paper is to investigate the relationship of leadership styles (paternalistic, authentic and democratic) with relationship-based employee governance and open service innovation.,Data were collected using a structured questionnaire from 422 medical professionals working in the Malaysian healthcare sector.,Results of several statistical analyses showed that the three leadership styles positively influence relationship-based employee governance and open service innovation. Results also confirmed the mediating role of relationship-based employee governance in the relationships between the three leadership styles and open service innovation.,This research used a cross-sectional study design; use of a longitudinal research design in future research can provide a better interpretation of the underlying causality. A policy insight can be drawn from this research to generate awareness about effective leadership styles and the role of relationship-based employee governance in the successful implementation of open service innovation in the Malaysian healthcare sector.,This paper contributes to leadership, open innovation, and organizational governance literature by highlighting how leadership styles affect relationship-based employee governance and open innovation. It also offers policy insights to practitioners in the Malaysian healthcare sector on how to enhance open service innovation outcomes.