Showing papers in "Leadership & Organization Development Journal in 2019"
TL;DR: In this article, the authors investigated the effect of authentic leadership on employee performance (EP) and examined the mediating role of organizational commitment (OC) and found that AL had a significant effect on EP and OC.
Abstract: The purpose of this paper is to investigate the effect of authentic leadership (AL) on employee performance (EP) and to examine the mediating role of organizational commitment (OC).,Data were obtained from all employees (216) of tourism agencies in Guilan province (Iran) using a 19-item survey. In total, 173 questionnaires were returned, yielding a response rate of 80 percent. A mediation model was outlined and tested using structural equation modeling.,The results showed that AL had a significant effect on EP and OC. The findings further demonstrated the significance of the relationship between OC and EP confirming the mediating role of OC.,This study suggests that managers can promote OC and consequently EP by adopting an AL style. In addition, the managerial and theoretical foundations generated by this study can be considered a solution for improving EP.,This study contributes to the EP literature by providing a plausible explanation of the mediating role of OC in connecting AL to EP.
49 citations
TL;DR: In this paper, the impact of ethical leadership style on employees' job satisfaction with a mediating role of Green HRM and psychological safety in health sector organizations was investigated, where data were collected through pencil/paper questionnaires from the respondents (n=177) working in a public sector healthcare organization of Pakistan.
Abstract: Combining two distinct streams of research studies in leadership and organizational management i.e. ethical leadership and Green human resource management (Green HRM) practices, the purpose of this paper is to investigate the impact of ethical leadership style (ELS) on employees’ job satisfaction (JS) with a mediating role of Green HRM and psychological safety in health sector organizations.,A quantitative methodology was adopted to achieve the aims of this study. Data were collected through pencil/paper questionnaires from the respondents (n=177) working in a public sector healthcare organization of Pakistan. Reliability and validity of measures were tested via AMOS (18) software. Results of proposed hypotheses were tested via Preacher and Hayes (2008) macro of mediation.,Contrary to the first hypothesis, no evidence of the direct impact of ELS on employees’ JS was found. However, the mediating roles of Green HRM and psychological safety were supported by the results.,Through this study, the authors have addressed three key gaps in the extant literature of ELS and corporate social responsibility, i.e. exploring the underlying mechanism through which ELS leads to important outcomes with two novel mediators, i.e. Green HRM and psychological safety, the role of ELS in promoting Green HRM in organizations and evidence from a public sector health organization in a developing country, Pakistan. Implications of the study are discussed.
48 citations
TL;DR: In this article, the authors test a culture-building model, CREATE, highlighting the central role of leadership in shaping the predictors of innovation culture, and find that a leadership variable, role modeling, and support for innovation, directly and indirectly predicts an innovation culture.
Abstract: The purpose of this paper is to test a culture-building model, CREATE, highlighting the central role of leadership in shaping the predictors of innovation culture. The authors hypothesize that leadership directly predicts innovation culture, as well, as indirectly impacts innovation culture through mediating variables. Also, the authors examine the impact of leadership on innovation by ownership type.,A total 631 survey responses were collected from employees of sole proprietorship, family-owned corporations, and non-family corporations. Parallel multiple mediator models were used to test the hypothesized relationships of the variables.,The findings show that a leadership variable, role modeling, and support for innovation, directly and indirectly predicts an innovation culture. However, it appears that in sole proprietorship and family-owned corporations, leaders impact on innovation culture are through mediating variables, while in non-family corporations, leaders influence innovation through strategy, evaluation, and rewards.,The study shows that the culture-building model, CREATE, can be used as a framework for building an innovation culture in organizations. The study also showed that leaders among sole proprietorships, family-owned corporations, and non-family corporations may need to employ different approaches in building an innovation culture in their organizations.
46 citations
TL;DR: Li et al. as discussed by the authors examined the relationship between participative leadership and employees' work engagement and job satisfaction, and found that participative leaders who engage employees in fun activities in the workplace can increase employees' job satisfaction.
Abstract: The purpose of this paper is twofold: first, to examine the relationships between participative leadership and employees’ work engagement and job satisfaction; and second, to determine whether the level of fun experienced at work moderates the effect of participative leadership on job satisfaction.,The participants were 177 employees in a retailing store in Hong Kong. Hierarchical multiple regression was conducted with the control variables to ascertain the relationships among participative leadership, level of fun experienced at work, work engagement and job satisfaction.,The results indicated that participative leadership was positively related to employees’ work engagement and job satisfaction. Employees’ work engagement mediated the relationship between participative leadership and job satisfaction. This positive relationship between participative leadership and job satisfaction was stronger when employees had more fun at work.,The generalizability of the data was limited, as the characteristics of participants in a retail store are distinct from others in the service industry.,This paper’s findings imply that participative leaders can engage in role modeling by providing more fun workplace activities to employees, which will increase their work engagement and job satisfaction.,The findings help to explain the relationship between participative leadership and job satisfaction, provide a better understanding of leadership management styles and show that participative leaders who engage employees in fun activities in the workplace can increase employees’ job satisfaction.
44 citations
TL;DR: In this article, the authors examined the curvilinear relationship between knowledge leadership and knowledge hiding and the moderating role of psychological ownership on influencing the relationship and found that psychological ownership significantly moderated the relationship such that the inverted U-shaped relationship was more pronounced among employees with high psychological ownership.
Abstract: The purpose of this paper is to examine the curvilinear relationship between knowledge leadership and knowledge hiding and the moderating role of psychological ownership on influencing the curvilinear relationship.,In total, 403 data were collected from participants in a high-technology company via a two-wave survey. Hierarchical regression analyses were used to test the hypotheses.,Results revealed an inverted U-shaped relationship between knowledge leadership and knowledge hiding. The employees exhibited more knowledge hiding in a moderate level of knowledge leadership than in lower and higher levels of knowledge leadership. Moreover, psychological ownership significantly moderated the curvilinear relationship such that the inverted U-shaped relationship was more pronounced among employees with high psychological ownership.,Employees’ reaction to knowledge leadership may vary from different levels of knowledge leadership. Moreover, organizations should boost employees’ psychological ownership especially for the collective identity that helps them own knowledge as “ours.”,This study extends both the leadership and knowledge management behavior literatures.
42 citations
TL;DR: The authors explored the mediational effect of affective commitment on the relationship between responsible leadership and intention to quit, and found that the direct influence of responsible leadership on intention-to-quit was found to be partially mediated by employees' affective commitments.
Abstract: Drawing on social learning theory, the purpose of this paper is to explore the mediational effect of affective commitment on the relationship between responsible leadership and intention to quit.,This study applied a two-step process of the structural equation modelling technique to test the proposed hypothesised model. A web-based survey was administered to collect data targeting a sample of 200 full-time Australian employees.,The results suggest that responsible leadership significantly influences employees’ affective commitment and their intention to quit. As predicted, both responsible leadership and affective commitment negatively influenced intention to quit. Notably, the direct influence of responsible leadership on intention to quit was found to be partially mediated by employees’ affective commitment.,This study shows how leaders can expect to reduce employees’ intention to quit by leading responsibly through valuing employees’ affective commitment.,This study makes a unique contribution to responsible leadership literature by linking it with social learning theory. Moreover, there are only a handful of studies examining responsible leadership and its influence on employees’ behavioural outcomes. This study extends the limited understanding of responsible leadership and its relationship with affective commitment and intention to quit.
41 citations
TL;DR: In this article, the authors investigated the mediating effect of felt obligation for constructive change on the relationship between responsible leadership and organizational citizenship behavior for the environment (OCBE) in a China corporate environment.
Abstract: Purpose
The purpose of this paper is to investigate the mediating effect of felt obligation for constructive change on the relationship between responsible leadership and organizational citizenship behavior for the environment (OCBE) in a China corporate environment, and this paper also analyze the moderated mediating effect of supervisor-subordinate guanxi on indirect relationship between responsible leadership and OCBE via felt obligation for constructive change.
Design/methodology/approach
This paper used 380 employee samples to analyze the relationship between responsible leadership and OCBE. Hierarchical regression analyses and structural equation modeling was adopted to analyze the data.
Findings
The authors found that the felt obligation for constructive change plays a fully mediating role between responsible leadership and OCBE. The authors also found a positive interaction between responsible leadership and supervisor-subordinate guanxi on felt obligation for constructive change, and then the indirect effect of responsible leadership on OCBE via felt obligation for constructive change was stronger when employees perceived a high-level supervisor-subordinate guanxi.
Research limitations/implications
When responsible leadership stimulates employees to generate a high sense of constructive change, employees are more likely to engage in OCBE. This study provides evidence for cognitive evaluation theory. This study further demonstrated the importance of establishing high-quality supervisor-subordinate guanxi for responsible leaders and subordinates in China.
Practical implications
In the management practice of the organization, the role of responsible leadership should be strengthened in terms of leadership development and, employee training and promotion, and high-quality supervisor-subordinate guanxi help to promote the effectiveness of responsible leadership.
Originality/value
This paper discusses how and when responsible leadership influences OCBE in a China corporate environment.
41 citations
TL;DR: In this article, the authors analyzed selected papers on ethical leadership to propose a conceptual framework that shows the antecedents and outcomes of ethical leadership, and presented a framework of ten testable propositions about ethical leadership that are relevant for both the practitioners and the scholars.
Abstract: The purpose of this paper is to understand the growing construct of ethical leadership and its related concepts that focus on the importance of the moral aspect of leadership. It focuses on the idea of ethical leadership, personality attributes of ethical leaders and develops a conceptual framework including various propositions related to the antecedents and outcomes of ethical leadership.,This is a review paper based on a synthesis of leadership literature from existing research journals and articles on ethical leadership. Authors analyzed selected papers on ethical leadership to propose a conceptual framework that shows the antecedents and outcomes of ethical leadership.,An ethical leader is one who strongly believes in following the right set of values and ideals in their decisions, actions and behavior. One has to be honest with high integrity, with people orientation and communicates assertively. Among the other attributes of an ethical leader, one needs to be responsible for taking unbiased decisions in benefit and overall interest of people and organization. This ethical leadership plays a vital role in developing positive outcomes such as followers’ organizational commitment and organizational identification. Trust in leadership can moderate this relationship.,This paper offers opportunities for researchers to explore discoveries in leadership style and also helps to understand the ways the organizations can develop ethical leaders at the workplace. An effective and efficient leader integrates ethics with leadership and thus makes its presence felt and emerges as a role model to play a more positive and valuable role in an organization.,This paper helps the strategist and educators to conceptualize ethical leadership and its framework including leaders’ ideal traits, similarities and differences of ethical leadership with other leadership styles and its role in developing positive outcomes in an organization. It presents a framework of ten testable propositions about ethical leadership that are relevant for both the practitioners and the scholars.
40 citations
TL;DR: In this paper, the authors examine simultaneously multiple mediating mechanisms through which transformational leadership affects innovative work behavior (IWB) and test job autonomy, affective commitment and supportive management as the three mediating paths through which TLC predicts innovative wok behaviour.
Abstract: The purpose of this paper is to examine simultaneously multiple mediating mechanisms through which transformational leadership affects innovative work behaviour (IWB). Specifically, the authors test job autonomy, affective commitment and supportive management as the three mediating paths through which transformational leadership predicts innovative wok behaviour.,Data were collected from 358 employees working in large retail banks in Accra, the capital of Ghana. A partial least squares structural equation modelling technique was used to estimate the measurement and structural models.,Job autonomy and supportive management rather than affective commitment mediated the relationship between transformational leadership and IWB. In addition, transformational leadership positively relates to job autonomy, affective commitment, supportive management and IWB.,By adopting leadership behaviours that seek to offer employees freedom on the job, a feeling of attachment to the organisation and positive perception of leadership support, managers and HR professionals can potentially foster employee innovation. This could stimulate organisational innovation and business success in the financial sector.,Although it is important to understand the mechanisms or processes through which transformational leadership behaviour promotes IWB, research in this area is scanty and scarce. This study theorises and empirically examines job autonomy and support management as novel mechanisms through which transformational leadership behaviour translates into workers’ innovative behaviour in formal banking institutions.
39 citations
TL;DR: In this article, the authors applied a typological review for systematically analyzing current organizational learning models aiming to modify and create a new collective model, which covers the strengths of existing approaches from which the fundamental 3Ps (i.e. principles, purposes and processes of organizational learning) concept is derived from incorporating a development perspective of organizational trajectories and technological innovations.
Abstract: Organizational learning is traditionally structured with conventional in-house learning models aiming to equip employees with practical skills for operational needs. In contrast, contemporary goals emphasize unstructured organizational learning provided with learning environments to facilitate employees’ formal and informal knowledge creation. Therefore, the conventional organizational learning models are facing tremendous challenges, and it is crucial to change the traditional modes of practice into a new approach of collective learning and knowledge transfer. As well, the emergence of innovative business environments and tacit knowledge-based society urges a new form of organizational learning model to cope with employees’ learning, knowledge transfer and even knowledge management. The paper aims to discuss these issues.,In this study, the authors’ team applied a typological review for systematically analyzing current organizational learning models aiming to modify and create a new collective model.,The new model covers the strengths of existing approaches from which the fundamental 3Ps (i.e. principles, purposes and processes of organizational learning) concept is derived from incorporating a development perspective of organizational trajectories and technological innovations.,The authors envisage that the new model can facilitate organizations to assess and adapt their organizational learning needs and orientations by applying this organic and dynamic model which emphasizes assessment in relation to the competitive environment, technological trends and organizational growth.
37 citations
TL;DR: In this paper, the authors examined the relationship between authoritarian leadership, organizational citizenship behavior toward one's supervisor (OCBS) and organizational deviance, and found that employees exhibited most OCBS and least organizational deviances at intermediate levels of authoritarian leadership.
Abstract: The purpose of this paper is to examine the relationships between authoritarian leadership, organizational citizenship behavior toward one’s supervisor (OCBS) and organizational deviance. The authors hypothesized curvilinear relationships between authoritarian leadership and OCBS, and between authoritarian leadership and organizational deviance.,The authors analyzed two-source survey data of 240 employee–supervisor dyads collected from seven organizations in Pakistan.,Employees exhibited most OCBS and least organizational deviance at intermediate levels of authoritarian leadership. Employees’ perception of a benevolent climate at work moderated the curvilinear relations.,The authors cannot draw causal inferences because of cross-sectional data. Furthermore, the authors’ results may be limited to cultures with high collectivism and high power distance.,This study envisions and illuminates a new avenue of curvilinear relationships among authoritarian leadership, OCBS and organizational deviance.,The two sources (employee–supervisor dyads) data collected from seven organizations supported a unique curvilinear relationship between authoritarian leadership, OCBS and organizational deviance.
TL;DR: In this paper, the authors investigated the effects of servant leadership on perceived employability and examined the mediating role of three proactive career behaviours, namely, career planning, skill development and networking behaviour in this relationship.
Abstract: The purpose of this paper is to investigate the effects of servant leadership on perceived employability and examine the mediating role of three proactive career behaviours, namely, career planning, skill development and networking behaviour in this relationship.,Data for this study were collected from 176 employees who were working in a large food and beverage company operating in Pakistan. Structural equation modelling and the bootstrapping procedure were used to test the research hypotheses.,Results showed that servant leadership was positively related to career planning, skill development and networking behaviour, which, in turn, were positively associated with perceived employability. Furthermore, it was found that the three proactive career behaviours fully mediated the effects of servant leadership on perceived employability.,The findings of this study indicate that servant leadership can play a key role in enhancing workers’ employability. Thus, it is important that organisations focus on creating conditions, which help them to develop servant leaders.,This is the first study, which has empirically established a link between servant leadership and perceived employability. In addition, it uncovers three distinct mechanisms in the form of career planning, networking behaviour and skill development through which servant leadership can influence workers’ employability.
TL;DR: Based on social information processing (SIP) theory and previous literature concerning leader humility, the authors identifies employee humility as the mediator and suggests that perceived leader effectiveness moderates these relationships, which is positively related to employee well-being.
Abstract: The purpose of this paper is to explore the relationship between leader humility and employee well-being. Based on social information processing (SIP) theory and previous literature concerning leader humility, this paper identifies employee humility as the mediator and suggests that perceived leader effectiveness moderates these relationships.,This study employed a survey involving 228 employees to test the hypothesized moderated-mediation model.,Leader humility is positively related to employee well-being. Employee humility mediates leader humility and employee well-being, except for emotional exhaustion. Moreover, the effect of leader humility on employee humility and the indirect effect of leader humility on employee job satisfaction and work engagement are stronger under high perceptions of leader effectiveness.,Based on the framework of SIP theory, this paper contributes to the literature on humble leadership and employee well-being by treating employee humility as the mechanism and perceived leader effectiveness as the moderator. Few previous studies have investigated the influence of leader humility on employee well-being.
TL;DR: In this article, the authors conducted a cross-sectional survey study to investigate the relationship between authentic leadership, error management culture and errors and found that authentic leadership is positively associated with EMC, which in turn is negatively associated with the frequency of errors.
Abstract: Purpose
The importance of an error management culture (EMC) that integrates error prevention with error management after errors occur has been highlighted in the existing literature. However, few empirical studies currently support the relationship between EMC and errors, while the factors that affect EMC remain underexplored. Drawing on the conceptualisation of organisational cultures, the purpose of this paper is to verify the contribution of authentic leadership in steering EMC, thereby leading to reduced errors.
Design/methodology/approach
The authors conducted a cross-sectional survey study. The sample included 280 nurses.
Findings
Results of a full structural equation model supported the hypothesised model, showing that authentic leadership is positively associated with EMC, which in turn is negatively associated with the frequency of errors.
Practical implications
These results provide initial evidence for the role of authentic leadership in enhancing EMC and consequently, fostering error reduction in the workplace. The tested model suggests that the adoption of an authentic style can promote policies and practices to proactively manage errors, paving the way to error reduction in the workplace.
Originality/value
This study was one of the first to investigate the relationship between authentic leadership, error culture and errors. Further, it contributes to the existing literature by demonstrating both the importance of cultural orientation in protecting the organisation from error occurrence and the key role of authentic leaders in creating an environment for EMC development, thus permitting the organisation to learn from errors and reduce their negative consequences.
TL;DR: In this paper, the authors examined the extent to which perceived servant leadership of the supervisors impacts the intrinsic and extrinsic job satisfaction of the followers, and found that second-order factor of servant leadership positively affects both intrinsic and intrinsic job satisfaction, while the cross-sectional data limit the ability to demonstrate causality between servant leadership and employee satisfaction.
Abstract: The purpose of this paper is to examine the extent to which perceived servant leadership of the supervisors impacts the intrinsic and extrinsic job satisfaction of the followers.,Servant leadership factor structure was evaluated by applying Liden et al.’s (2008) measure, and used the second-order model to test its relationship with the intrinsic and extrinsic job satisfaction. Confirmatory factor analysis and structural equation modeling were used to test data from 205 individuals working in service-sector organizations in Kuwait.,The seven-factor structure proposed by Liden et al. (2008) holds valid in this sample, thus providing greater validity for this measure to be used in similar contexts. The results also indicate that second-order factor of servant leadership positively affects both intrinsic and extrinsic job satisfaction.,Servant leadership was measured using follower perception of their leader attributes. Next, the cross-sectional data limit the ability to demonstrate causality between servant leadership and employee satisfaction. Further, data were collected only from service-sector organizations in Kuwait, which limits the generalizability of results.,This research helps in highlighting the significance of embracing more altruistic leadership approach in enhancing job satisfaction. Leaders in the analyzed region must be aware of the positive outcomes of this approach on job satisfaction, which can eventually contribute to engaged employees and their performance.,This research tries to add to the growing body of knowledge in terms of assessing relationship between servant leadership and job satisfaction in the service sector in the Middle East.
TL;DR: In this paper, the authors investigate whether transformational leadership matters in promoting corporate entrepreneurship in Tunisian small and medium-sized enterprises (SMEs) and conclude that transformational leaders positively and directly influence corporate entrepreneurship.
Abstract: The purpose of this paper is to investigate whether transformational leadership matters in promoting corporate entrepreneurship in Tunisian small and medium-sized enterprises (SMEs). It has been argued that transformational leadership is a multidimensional construct which is composed of intellectual stimulation, idealized influence, inspirational motivation and individual consideration. Corporate entrepreneurship is also a multidimensional construct composed of new business venturing, innovativeness, self-renewal and proactiveness. Hence, it has been hypothesized that transformational leadership positively and directly influences corporate entrepreneurship.,A hypothetico-deductive and quantitative approach was adopted to test the suggested research model. A 2 × 2 survey was conducted on a random sample of a set of Tunisian SMEs’ workers. Data analysis was performed using the structural equation modeling.,The results highlight the relatively relevance of transformational leadership’s components in triggering the corporate entrepreneurship’s patterns.,The author reports on the importance of transformational leadership in the corporate entrepreneurship development in the Tunisian business context. The paper should be of interest to readers in the areas of management and entrepreneurship. This work seems to be relevant to the extent that few works have highlighted the association between the components of both transformational leadership and corporate entrepreneurship. The findings seem interesting insofar as they show mainly the important effect of the intellectual stimulation and the inspirational motivation, triggered by transformational leaders, on workers’ innovativeness, proactiveness and new business venturing.
TL;DR: This article found that the personal value of benevolent dependability relates negatively to servant leadership behaviors, while the personality traits of agreeableness and openness/intellect moderate the relationship between benevolence and servant leadership behavior.
Abstract: Servant leaders focus on their direct reports to enable them to grow to be independent and autonomous leaders. The purpose of this paper is to understand the way personal values and personality traits collectively influence this other-centered behavior. This will go a long way to unravel this unique style of leadership.,The study surveys managers and their direct reports. Leaders rated their personality trait and personal values, while their direct reports rated the leader’s servant leadership behaviors. Age, educational level, conscientiousness, extraversion and neuroticism of leaders were used as controls. The study also checked for endogeneity threats.,Using a sample of 81 leaders and 279 of their direct reports, the study finds that the personal value of benevolent dependability relates negatively to servant leadership behaviors. In addition, the personality traits of agreeableness and openness/intellect moderate the relationship between benevolent dependability and servant leadership behaviors.,The findings shed important insights into what motivates servant leaders to engage in other-directed behaviors, thereby enabling future research into individual characteristics that define servant leaders.,Although studies have examined how values and personality traits influence leadership behaviors, no research has examined both types of individual differences in a single study. Studies examining the individual differences of servant leaders are few, and this study answers the call by Liden et al. (2014) to examine individual characteristics that are both personality based (traits) and malleable (values).
TL;DR: In this paper, a series of snapshots of perceived organizational culture over time, analyze the longitudinal pattern of its change, examine the relationship between organizational culture and organizational performance and verify if the relationship remains consistent, regardless of the flow of time.
Abstract: The purpose of this paper is to take a series of snapshots of perceived organizational culture over time, analyze the longitudinal pattern of its change, examine the relationship between organizational culture and organizational performance and verify if the relationship remains consistent, regardless of the flow of time.,Competing values framework and balanced scorecard are employed to look at organizational culture and its link with organizational performance; the panel data with more than 400 Korean firms from three biennial waves (2011, 2013 and 2015) are analyzed for a macro-level longitudinal examination.,Findings include that clan and market cultures were more prevalent than adhocracy and hierarchy cultures, and clan culture significantly decreased over time (H1); adhocracy, clan and market cultures had a consistently positive relationship with all the performance variables over the years and demonstrated a stronger impact in that order (H2).,The results call for continued research on organizational culture in a longitudinal and cross-sectional nature, and a more comprehensive culture framework for today’s organizations.,Suggestions include that leaders should engage in bilateral communications and network building for successful organization development and change, and take a comprehensive, long-range approach in conducting cultural assessments.,The current study addresses a lack of empirical support and a single organization, point-of-time perspective in organizational culture research by examining organizational culture and performance with a macro-level longitudinal approach.
TL;DR: Wang et al. as discussed by the authors developed and validated an instrument intended to measure servant leadership behavior in Chinese hospitality industry, which was then shortened to 24 items by using item response theory (IRT).
Abstract: The purpose of this paper is to develop and validate an instrument intended to measure servant leadership behavior in the Chinese hospitality industry.,After reviewing the literature, a scale of nine dimensions with 81 items was generated and then subjected to exploratory factor analysis (EFA) using a sample of 600 participants from a polytechnic college and hospitality industry, resulting in 6-factor-33-item solution. The derived measure was then shortened to 24 items by using item response theory (IRT). Drawing on the data from 440 respondents in the hospitality industry, this 6-factor-24 item measure was subsequently validated with confirmatory factor analysis (CFA) and the test of construct validity.,Difference in factors has been found between this instrument and western-developed scales. This study resulted in 6-dimension-24-items scale. These dimensions were named integrity, self-sacrifice, building community, empowering people, emotional healing and visioning. This servant leadership scale was demonstrated to have good internal consistency reliability and strong construct validity.,This is the first study that used IRT as a statistic tool to shorten a servant leadership scale and also this study provided additional support to cultural psychology theory.
TL;DR: In this paper, a meta-analytic approach was applied to validate the proposed hypotheses and the moderating role of employee characteristics in the relationship between psychological capital and work attitudes was explored.
Abstract: The purpose of this paper is to focus on psychological capital (PsyCap) – one of the emerging topics of human resource management, by examining its antecedents and outcomes through the lens of social exchange theory.,A meta-analytic approach was applied to validate the proposed hypotheses. Altogether, 105 primary studies published between 2000 and 2018 were collected and used.,Results show that leadership styles (authentic leadership, ethical leadership, abusive leadership) and organizational support are antecedents and desirable work attitudes (job satisfaction, organizational commitment, organizational citizenship behavior) are consequences of PsyCap. Employee’s characteristics significantly moderated the relationship between PsyCap and work attitudes.,This was the first attempt to examine PsyCap in a theoretical framework with its antecedents and outcomes and furthermore, to apply a meta-analytic method. The moderating role of employee characteristics in the relationship between PsyCap and work attitudes is also explored.
TL;DR: In this article, the authors examine how transformational leadership influences followers' voice behavior through three proactive motivation states, namely, "Reason to,", "Can do" and "energized to".
Abstract: Drawing on the model of proactive motivation, the purpose of this paper is to examine how transformational leadership influences followers’ voice behavior through three proactive motivation states, namely, “reason to,” “can do” and “energized to.” It also examines the moderating role of followers’ proactive personality in the relationship between transformational leadership and employee voice.,The online survey was distributed through Qualtrics using a two-wave design. In total, 1,454 participants completed the survey at Time 1, of those 447 also completed the survey at Time 2.,Transformational leadership influences employee voice via followers’ promotion focus, role-breadth self-efficacy and affective commitment. Followers’ proactive personality attenuates the impact of transformational leadership on voice, supporting the substitute for leadership hypothesis.,Self-reported data are the main limitation of the present study. Other limitations include treating employee voice as a unidimensional construct and oversimplifying the impact of positive affect on voice.,The present study suggests that training managers to demonstrate more transformational leadership behavior, enhancing employees’ proactive motivation and hiring proactive individuals are strategies to facilitate employee voice.,The present study contributes to a better understanding of employee voice from a proactive motivation perspective. It also demonstrates that followers’ proactive personality is important “boundary condition” to transformational leadership.
TL;DR: In this article, the authors examine the role of intermediate knowledge mechanisms on the participative leadership-employee exploratory innovation relationship using a distal mediation model using a time-lagged questionnaire method implemented over four business quarters, data are generated from 1,600 responses in RD coworker knowledge and absorptive capacity.
Abstract: The purpose of this paper is to examine the role of intermediate knowledge mechanisms on the participative leadership–employee exploratory innovation relationship using a distal mediation model.,Deploying a time-lagged questionnaire method implemented over four business quarters, data are generated from 1,600 responses in RD coworker knowledge and absorptive capacity partially mediate the relationship between participative leadership and employee exploratory innovation independently; and coworker knowledge sharing in combination with absorptive capacity partially mediates this relationship.,The findings contribute new knowledge on the relationship between participative leadership and employee exploratory innovation by uncovering intermediate knowledge mechanisms that augment this relationship.
TL;DR: In this article, the authors investigate the effects of empowering leadership, directive leadership and initiating structure on innovation in small and medium enterprises (SMEs) and examine the mediating role of climate for innovation on those relationships.
Abstract: The purpose of this paper is to investigate the effects of empowering leadership, directive leadership and initiating structure on innovation in small and medium enterprises (SMEs) and examine the mediating role of climate for innovation on those relationships.,Applying structural equation modeling, the study empirically tested the model on a sample of 330 employees from tourism SMEs in Vietnam.,Results indicated that climate for innovation mediated the relationship between empowering leadership and innovation and also initiating structure and innovation. Whereas empowering leadership was found to have a negative direct influence on innovation, directive leadership was unrelated to innovation.,The results of this study contribute to the literature by expanding the existing research on SME innovation, assessing the effect of diverse leadership styles and a climate for innovation on the innovation performance of SMEs. The findings enrich the literature by indicating the contribution of empowering leadership, directive leadership and initiating structure on encouraging innovation in SMEs.,When leading subordinates in the SME context, leaders who have a clear understanding of the effect of empowerment, direction and initiating structure can optimally seek to stimulate innovation. These leadership approaches influence employees’ task, interpersonal and role-related processes that shape a climate for innovation.,The novelty of this paper is that it examines the differential influences of empowering leadership, directive leadership and initiating structure on innovation and the mediating role of climate for innovation on these relationships.
TL;DR: In this article, the authors analyzed the impact of a leader's communication style on the quality of interpersonal exchanges between leaders and followers (LMX), and how this translates into the employee's affective organizational commitment (AOC), in the context of Peru.
Abstract: The purpose of this paper is to analyse the impact of a leader’s communication style (LCS) on the quality of interpersonal exchanges between leaders and followers (LMX), and how this translates into the employee’s affective organizational commitment (AOC), in the context of Peru.,An integrated model of six dimensions is used to measure LCS. Using multiple hierarchical regressions and the Preacher and Hayes mediation model, the study focuses on determining the direct and indirect effect of each of the dimensions on LMX and organizational commitment.,The dimension preciseness shows a significant direct association to AOC. Four dimensions are significantly related with LMX: expressiveness, preciseness and questioningness with a positive sign, while verbal aggressiveness records an important negative one. The same four dimensions show an indirect effect on AOC through LMX. Emotionality and impression manipulativeness do not record significant results.,The research was carried out with a sample of 253 white-collar Peruvian professionals with high-level studies and managerial experience, which are not necessarily representative of the labor population. This research provides comprehensive evidence on how leaders’ communicative behavior may contribute to desirable outcomes such as employee commitment in a Latin American cultural context, although the findings may apply to other cultures.,This study contributes to clarify that each dimension of the LCS impacts differently on subordinate perceptions; leaders should understand this model and be able to make the necessary adjustments to their communication in order to obtain the desired results of leadership. The leader’s ability to communicate with a style characterized by expressiveness, precision, and questioning makes it easy to build high-quality LMX relationships for Peruvian employees. On the contrary, a communication style characterized by high levels of verbal aggressiveness may negatively affect subordinates, limiting the possibility of building high-quality LMX relationships. This, in turn, affects AOC of employees.,This study is a contribution to clarify that each feature of the LCS has a different impact on the perception of the subordinate, for which the leaders should be trained to understand this model and be able to make the necessary adjustments to obtain the desired results of leadership. The leader’s ability to communicate with a style characterized by expressiveness, precision and questioning makes it easy to build high-quality LMX relationships for Peruvian employees. On the contrary, a communication style characterized by high levels of verbal aggressiveness will negatively impact subordinates, limiting the possibility of building high-quality LMX relationships.,The value lies in revisiting the construct “leader’s communication style” to turn it into an instrument for the exercise of leadership. It is a contribution in favor of leaders becoming aware that their own communication style constitutes an instrument of effective leadership and a lever to optimize the commitment of their collaborators toward the organization.
TL;DR: In this article, the authors synthesize cross-disciplinary literature in organization studies and the emerging sub-field of organizational economics to lay a foundation to establish the organizational culture-performance link rigorously.
Abstract: The organizational culture–performance link is fundamental to organization development and building a high-performance culture is a responsibility of leaders. The claim of a culture–performance link is most visible in the 1980s (e.g. In Search of Excellence) but is replaced by skepticism by the 1990s. Using conclusion validity as the framework, the purpose of this paper is to synthesize cross-disciplinary literature in organization studies and the emerging sub-field of organizational economics to lay a foundation to establish the link rigorously.,The drivers of conclusion validity – internal validity, external validity and construct validity – guided the literature search and review. The author began with the concepts of organizational culture and performance, examined the organizational economic literature for the causal culture–performance link (internal validity), reviewed the organization studies literature on the debates in the measurement of organizational culture (external and construct validity) and examined the debate if organizational culture can be managed (internal validity).,Organizational economics (which conceptualizes organizational culture as shared beliefs) shows that cultures that are more homogeneous, encourage teamwork and have a clear mission, enhance organizational performance. In measuring culture, survey instruments using the process-oriented approach can rely on these results to strengthen their construct validity. In the search for the organizational culture–performance link, non-cultural factors affecting performance have to be included as control variables.,The weaknesses of early research on the organizational culture–performance link become clear when examined with the conclusion validity framework. This clearness shows the way toward a rigorous empirical analysis.,This review provides guidance for researchers to evaluate published studies on the organizational culture–performance link. It also helps researchers to design new studies with stronger conclusion validity.
TL;DR: In this paper, the authors investigated the relationship between the transformational leadership style and the work stress (WS) of employees in the banking industry, and they concluded that this type of leadership style is associated with a high level of workplace stress, thereby pointing to new conclusions about this style and its effects on the health and well-being of the majority of employees.
Abstract: Most studies focusing on the transformational leadership style present the conclusion that compared with other leadership styles tends to be associated with a lower level of workplace stress experienced by employees. Yet, the literature is by no means extensive enough to put the issue of the relationship between this style of leadership and employee stress to rest. Given that this is the case, the purpose of this paper is to assess the relationship between the transformational leadership style and the work stress (WS) of employees in the banking industry. The extent to which this relationship leads to employee burnout and the extent to which WS correlates with multiple factors, such as demographic characteristics (gender, work experience and marital status), are examined in this context.,In total, 600 questionnaires were distributed to employees of government and non-government banks in Jeddah, Saudi Arabia, in late 2017. The final sample comprised 250 complete sets, which were used in the analysis. The questionnaire consisted of four sections: transformational dimensions, WS, burnout and demographic profile. Before the authors proceeded to test the hypotheses developed in this study, the authors performed an exploratory factor analysis on the items designed to measure transformational dimensions, WS and burnout. Next, the authors performed confirmatory factor analysis and structural equation modeling.,The results indicate that bank managers who use the transformational leadership style significantly increased the job-related stress of employees, indicating that bank managers who use a transformational leadership style increase the job-related stress of subordinate employees. However, the results in regard to the transformational leadership style show a significant though small positive effect on employee burnout, indicating that this type of leadership decreases employee burnout. Furthermore, job-related stress has a significant mediating effect in relation to the transformational leadership style and subordinate employees’ burnout. Finally, the results indicate that married status and a high level of work experience are each associated with lower job stress compared with unmarried status and a low level of work experience.,This research paper contributes to the literature by investigating transformational leadership in the banking industry – an industry of fundamental economic importance in Saudi Arabia and globally. The research results, unlike those reported in most other studies to date, strongly suggest that the transformational leadership style can be associated with a high level of workplace stress, thereby pointing to new conclusions about this style and its effects on the health and well-being of the majority of employees. The results of this paper should be carried forward in this research direction, as doing so has the potential to challenge and even override what have become assumptions about the positive effects of the transformational leadership style. The insights derived from this research paper, therefore, should benefit academics and practitioners who can reference the outcomes in designing programs to support the recruitment, selection and development of effective leaders in the banking sector – especially given the broader ramifications both for overall firm performance and for the well-being of the majority of the country’s employees.
TL;DR: In this paper, the authors examined the impact of transformational leadership on organizational commitment (OC) with the mediating role of organizational justice (OJ) in the higher education (HE) sector in Syria.
Abstract: The purpose of this paper is to examine the impact of transformational leadership (TL) on organizational commitment (OC) with the mediating role of organizational justice (OJ) in the higher education (HE) sector in Syria.,The data were collected from 502 employees from six HE institutions. Two measures of organizational outcomes were selected for this study, namely, job satisfaction (JS) and OC. Using structural equation modelling (SEM), the authors tested four alternative models to indicate the relationship between leadership and organizational outcomes.,TL has both direct and indirect effects on OC through interactional justice (IJ). TL has an impact on JS through procedural justice (PJ) and IJ as intermediate variables, while transactional leadership (TrL) has an impact on JS through distributive justice (DJ). The three types of OJ have an impact on OC through JS. The authors found that the national culture may not influence the impact of the leader in the current globalization context, as the results were similar to the Western studies.,The findings of the study provide managers of the HE sector with insights into the formations of employees’ fairness perceptions, and with some guidelines for managing employees by documenting OJ to draw positive attitudinal and behavioral responses from employees.,While most previous research has focused on exploring the relationship between leadership and OJ or between OJ and JS in the business sector, the study, however, seeks in addition, to pinpoint the effect of OJ as a mediate variable between the leadership and JS and OC in HE.
TL;DR: In this paper, a survey of 148 academics at universities located in Spain collected in May 2018, a couple of models were conducted using structural equation model techniques: a confirmatory factor analysis of second order in order to assess the leadership scale and a mediation model to assess how servant leadership impacts on the life satisfaction through career satisfaction.
Abstract: The purpose of this paper is twofold. First is the validation of a scale to measure the servant leadership of the university leaders. Second is to analyze how servant leadership affects the career satisfaction and life satisfaction of the academics.,Using a survey of 148 academics at universities located in Spain collected in May 2018, a couple of models were conducted using structural equation model techniques: a confirmatory factor analysis of second order in order to assess the leadership scale and a mediation model to assess how servant leadership impacts on the life satisfaction through career satisfaction.,Results reveal that leadership is a multi-dimensional construct having dimensions namely: behaving ethically, development, emotional healing, empowerment, pioneering, relationship building and wisdom. The total effect of servant leadership on life satisfaction is null due to a competitive mediation of career satisfaction.,Research on servant leadership has primarily focused on business organizations through extensive search in peer-reviewed databases the authors could not find a scale to measure servant leadership behavior in higher education. Additionally, the study assesses the role of career satisfaction as mediator between servant leadership and life satisfaction. Existing research has called for further research into both career and life satisfaction. Life satisfaction research has been criticized on the grounds that it has mainly overlooked the work/organizational settings. Moreover, the authors could only find little research into life satisfaction in higher education, that too in context of students.
TL;DR: In this article, the authors investigated the psychological and motivational processes involved in the relationship between two forms of destructive leadership (tyrannical and laissez-faire) and employee health (burnout, affective commitment and job performance).
Abstract: The purpose of this paper is to investigate the psychological and motivational processes involved in the relationship between two forms of destructive leadership (tyrannical and laissez-faire) and employee health (burnout, affective commitment and job performance). Drawing on self-determination theory, this paper links tyrannical and laissez-faire leadership to employee health through psychological need frustration and poor-quality (controlled) work motivation.,A total of 399 Canadian nurses took part in this cross-sectional study. Structural equational modelling analyses were conducted.,Results show that tyrannical leadership frustrates nurses’ needs for autonomy, competence and relatedness, whereas laissez-faire leadership frustrates nurses’ need for autonomy only. The frustration of needs for autonomy and competence predicts low-quality (controlled) work motivation, which is consequently associated with impaired health (burnout and lower affective commitment as well as performance).,This study contributes to the scarce knowledge regarding the distinct outcomes of destructive forms of leadership and uncovers the specific psychological and motivational pathways through which these types of leadership influence employees’ health.
TL;DR: In this paper, the authors examined the moderating role of team psychological empowerment (TPE) in the negative relationship between abusive supervision and engagement and found that TPE moderates the negative relation between abusive supervisions and engagement.
Abstract: Managers exert considerable effort to foster employee engagement given its positive organisational consequences. However abusive supervision, not uncommon in the organisational context, is said to damage hard-won gains in this arena. The purpose of this paper is to explore how the deleterious effects of abusive supervision on engagement can be attenuated. Specifically, the paper examines the moderating role of team psychological empowerment (TPE) in the negative relationship between abusive supervision and engagement.,The paper employs survey data from a diverse sample of 191 employees.,Abusive supervision is negatively associated with employee engagement. TPE moderates the negative relationship between abusive supervision and engagement (vigour and dedication components).,The use of self-report measures in this cross-sectional study limits the generalisability of the findings and inferences of causality. Future studies should replicate this investigation among intact teams.,Interventions designed to build team effective team dynamics are accessible and fruitful approaches managers can use to counteract the destructive effects of abusive supervision.,Managers need to have multiple routes to address the challenges raised by prevalent abusive supervision. The study highlights that working to enhance team dynamics is a cogent strategy to deal with this destructive feature of many organisational contexts.