Pub Date : 2023-03-01DOI: 10.33844/ijol.2023.60371
C. Rădulescu, Cristina Mircea, D. Toader, Rita Toader, Diana Pop
Managing complex teams in the implementation of projects requires collaboration and building trust between different actors, such as service and product providers, agencies or certification bodies, consultancies, financial institutions, or enterprises. The success of the project is significantly influenced by the ability of the leadership networks to form and implement a collaborative structure that ensures the achievement of expected results. This paper aims to develop and analyze a networking model to test the cooperation mechanism, the flow of information, and the capacity for collective action within a Transport Management System - Freight Audit & Payment (TMS-FAP) project in a multinational company. In this regard, the research was approached by using Social Network Analyses (SNA). The leadership network comprised 15 teams, who participated in implementing a new logistics system in a multinational company’s subsidiary from Romania. The results suggest the key positions that different actors/stakeholders must hold within the project that induce a maximum effect on the achievement of the expected results and the success of the project. The added value of the study resides in the possibility of replicating the analysis model developed in similar cases, which requires the formation of the most appropriate implementation teams for various types of projects.
{"title":"The Impact of Leadership Networking on the Implementation of Projects within Multinational Organizations","authors":"C. Rădulescu, Cristina Mircea, D. Toader, Rita Toader, Diana Pop","doi":"10.33844/ijol.2023.60371","DOIUrl":"https://doi.org/10.33844/ijol.2023.60371","url":null,"abstract":"Managing complex teams in the implementation of projects requires collaboration and building trust between different actors, such as service and product providers, agencies or certification bodies, consultancies, financial institutions, or enterprises. The success of the project is significantly influenced by the ability of the leadership networks to form and implement a collaborative structure that ensures the achievement of expected results. This paper aims to develop and analyze a networking model to test the cooperation mechanism, the flow of information, and the capacity for collective action within a Transport Management System - Freight Audit & Payment (TMS-FAP) project in a multinational company. In this regard, the research was approached by using Social Network Analyses (SNA). The leadership network comprised 15 teams, who participated in implementing a new logistics system in a multinational company’s subsidiary from Romania. The results suggest the key positions that different actors/stakeholders must hold within the project that induce a maximum effect on the achievement of the expected results and the success of the project. The added value of the study resides in the possibility of replicating the analysis model developed in similar cases, which requires the formation of the most appropriate implementation teams for various types of projects.","PeriodicalId":43385,"journal":{"name":"International Journal of Organizational Leadership","volume":"17 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2023-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85707735","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-01DOI: 10.33844/ijol.2023.60349
M. Ali, Noori Alhamdany Saba, Emad Aldeen Essa Eshag Abou
Drawing on the social exchange approach and an accompanying sub-theory pertaining to upper echelons theory, which are the most influential theories for describing the behavior of workers in the workplace, this study empirically investigates some corresponding moderated serial mediation variables, such as affective commitment, work meaningfulness, and perceived organizational support, which impact the relationship between Phoenix leadership and organizational change. A total of 150 employees working in the Sudanese Electricity Company participated in the questionnaire survey. The response rate was 88%. The results revealed that Phoenix leadership significantly influences organizational change and affective commitment. Affective commitment significantly influences work meaningfulness. Affective commitment and work meaningfulness mediate the relationship between Phoenix leadership and organizational change. Affective commitment mediates the relationship between Phoenix leadership and work meaningfulness. Work meaningfulness mediates the relationship between affective commitment and organizational change, but perceived organizational support does not moderate the relationship between work meaningfulness and organizational change. By testing the mediated moderation effects on the relationship between Phoenix leadership and organizational change, this research proposes a new framework for assessing the impact of mediators and moderators on teams of employees during the COVID-19 pandemic.(c) CIKD Publishing
{"title":"Examining a Moderated Serial Mediation Model of the Relationship between Phoenix Leadership Characteristics and Organizational Change","authors":"M. Ali, Noori Alhamdany Saba, Emad Aldeen Essa Eshag Abou","doi":"10.33844/ijol.2023.60349","DOIUrl":"https://doi.org/10.33844/ijol.2023.60349","url":null,"abstract":"Drawing on the social exchange approach and an accompanying sub-theory pertaining to upper echelons theory, which are the most influential theories for describing the behavior of workers in the workplace, this study empirically investigates some corresponding moderated serial mediation variables, such as affective commitment, work meaningfulness, and perceived organizational support, which impact the relationship between Phoenix leadership and organizational change. A total of 150 employees working in the Sudanese Electricity Company participated in the questionnaire survey. The response rate was 88%. The results revealed that Phoenix leadership significantly influences organizational change and affective commitment. Affective commitment significantly influences work meaningfulness. Affective commitment and work meaningfulness mediate the relationship between Phoenix leadership and organizational change. Affective commitment mediates the relationship between Phoenix leadership and work meaningfulness. Work meaningfulness mediates the relationship between affective commitment and organizational change, but perceived organizational support does not moderate the relationship between work meaningfulness and organizational change. By testing the mediated moderation effects on the relationship between Phoenix leadership and organizational change, this research proposes a new framework for assessing the impact of mediators and moderators on teams of employees during the COVID-19 pandemic.(c) CIKD Publishing","PeriodicalId":43385,"journal":{"name":"International Journal of Organizational Leadership","volume":"16 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90485686","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-01DOI: 10.33844/ijol.2023.60346
S. Sowe, Mahmut Arslan
{"title":"Exploring the Impact of Workplace Incivility on Employee Counterproductive Work Behavior through the Mediating Role of Turnover Intention: Evidence from The Gambia and Ghana","authors":"S. Sowe, Mahmut Arslan","doi":"10.33844/ijol.2023.60346","DOIUrl":"https://doi.org/10.33844/ijol.2023.60346","url":null,"abstract":"","PeriodicalId":43385,"journal":{"name":"International Journal of Organizational Leadership","volume":"90 12 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77286401","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-01DOI: 10.33844/ijol.2023.60347
Ethem Topcuoglu, Mehmet Selman Kobanoglu, Erdogan Kaygin, Engin Karafakioglu, S. Erdogan, Burcu Turan Torun, Onur Oktaysoy
It is possible to define digital leadership as a type of leadership that is informed about digital technologies that help the digital transformation of employees and businesses and is also fed by modern leadership theories. The concept of digital leadership has come to the fore, particularly with Industry 4.0. Digital leadership is seen as an element that positively affects organizational culture and helps the development of the organization. Following the Covid-19 pandemic, businesses have experienced a considerable digital transformation, and it has been realized that digital leadership is now inevitable for businesses. Digital transformation is expected to contribute to the productivity and production of enterprises. The present study focused on the ability of digital leadership to avoid social loafing, which is negative organizational behavior. In particular, the extent to which job performance losses caused by social loafing were moderated by digital leadership was measured. In this regard, questionnaire forms were prepared and sent to 308 people. The collected data were interpreted by means of the Smart PLS program, and the results were obtained. In this respect, it is found that digital leadership has a moderating impact on the effect of social loafing on job performance. It is thought that the source of this effect could be explained in accordance with Social Impact Theory, Upper Echelon Theory, and Strategic Action Area Theory. (c) CIKD Publishing
{"title":"The Improving Role of Digital Leadership in the Impact of Social Loafing on Job Performance","authors":"Ethem Topcuoglu, Mehmet Selman Kobanoglu, Erdogan Kaygin, Engin Karafakioglu, S. Erdogan, Burcu Turan Torun, Onur Oktaysoy","doi":"10.33844/ijol.2023.60347","DOIUrl":"https://doi.org/10.33844/ijol.2023.60347","url":null,"abstract":"It is possible to define digital leadership as a type of leadership that is informed about digital technologies that help the digital transformation of employees and businesses and is also fed by modern leadership theories. The concept of digital leadership has come to the fore, particularly with Industry 4.0. Digital leadership is seen as an element that positively affects organizational culture and helps the development of the organization. Following the Covid-19 pandemic, businesses have experienced a considerable digital transformation, and it has been realized that digital leadership is now inevitable for businesses. Digital transformation is expected to contribute to the productivity and production of enterprises. The present study focused on the ability of digital leadership to avoid social loafing, which is negative organizational behavior. In particular, the extent to which job performance losses caused by social loafing were moderated by digital leadership was measured. In this regard, questionnaire forms were prepared and sent to 308 people. The collected data were interpreted by means of the Smart PLS program, and the results were obtained. In this respect, it is found that digital leadership has a moderating impact on the effect of social loafing on job performance. It is thought that the source of this effect could be explained in accordance with Social Impact Theory, Upper Echelon Theory, and Strategic Action Area Theory. (c) CIKD Publishing","PeriodicalId":43385,"journal":{"name":"International Journal of Organizational Leadership","volume":"1 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85518700","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-01DOI: 10.33844/ijol.2023.60348
O. Bhatti, M. Irfan, A. Öztürk
{"title":"Influence of Responsible Leadership on Inclusive Organizations: A Mixed-Method Study","authors":"O. Bhatti, M. Irfan, A. Öztürk","doi":"10.33844/ijol.2023.60348","DOIUrl":"https://doi.org/10.33844/ijol.2023.60348","url":null,"abstract":"","PeriodicalId":43385,"journal":{"name":"International Journal of Organizational Leadership","volume":"93 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89892229","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-12-26DOI: 10.33844/ijol.2022.60345
Muhammad Zohaib Khan, Iffat Batool
The study investigated the relationship between workplace arrogance, the need for power, and Counterproductive Work Behavior (CWB) in corporate managers. The study was carried out by following the correlational research design. The sample of N = 260 corporate managers (males = 181, females = 79), with an age range from 30 years to 55 years ( M = 41.03, SD = 7.06), was recruited through the purposive sampling strategy from the different cities of Pakistan. In the first step, the authors established a factor structure of the workplace arrogance scale and retained 22 items with well-fitted indices of the one-factor solution model. The results of correlation analysis exhibited significant ( p < .05) positive relationships between workplace arrogance, the personalized need for power (P nPower). The CWB was negatively associated with the socialized need for power (S nPower), humility, and agreeableness in corporate managers. The independent sample t -test indicated that male and female corporate managers had similar scores in terms of all study variables ( p > .05). In addition, results of multiple linear regression analysis revealed that workplace arrogance and personalized need for power with 25% of the variance were found to be significant ( p < .01) predictors of the CWB. Moreover, the path analysis through Structure Equational Modeling (SEM) also suggested that personalized need for power, workplace arrogance, and humility were significant predictors of CWB. Lastly, SEM demonstrated that humility significantly mediated the relationship between workplace arrogance, the need for power, and CWB in corporate managers. Moreover, two demographic variables (i.e., work experience and the corporate sectors) also impact their CWB and the overall model fit indices. The study provides researchers with a validated workplace arrogance scale on the corporate sample. It helps the researchers to expand their understanding of the significance of these constructs in the field of industrial-organizational psychology. In addition, the study seeks to benefit many employees and employers to comprehend the nature and the association of CWB with other undesirable variables in the workplace (i.e
{"title":"Workplace Arrogance, Need for Power, and Counterproductive Work Behaviors in Corporate Managers: The Mediating Role of Humility","authors":"Muhammad Zohaib Khan, Iffat Batool","doi":"10.33844/ijol.2022.60345","DOIUrl":"https://doi.org/10.33844/ijol.2022.60345","url":null,"abstract":"The study investigated the relationship between workplace arrogance, the need for power, and Counterproductive Work Behavior (CWB) in corporate managers. The study was carried out by following the correlational research design. The sample of N = 260 corporate managers (males = 181, females = 79), with an age range from 30 years to 55 years ( M = 41.03, SD = 7.06), was recruited through the purposive sampling strategy from the different cities of Pakistan. In the first step, the authors established a factor structure of the workplace arrogance scale and retained 22 items with well-fitted indices of the one-factor solution model. The results of correlation analysis exhibited significant ( p < .05) positive relationships between workplace arrogance, the personalized need for power (P nPower). The CWB was negatively associated with the socialized need for power (S nPower), humility, and agreeableness in corporate managers. The independent sample t -test indicated that male and female corporate managers had similar scores in terms of all study variables ( p > .05). In addition, results of multiple linear regression analysis revealed that workplace arrogance and personalized need for power with 25% of the variance were found to be significant ( p < .01) predictors of the CWB. Moreover, the path analysis through Structure Equational Modeling (SEM) also suggested that personalized need for power, workplace arrogance, and humility were significant predictors of CWB. Lastly, SEM demonstrated that humility significantly mediated the relationship between workplace arrogance, the need for power, and CWB in corporate managers. Moreover, two demographic variables (i.e., work experience and the corporate sectors) also impact their CWB and the overall model fit indices. The study provides researchers with a validated workplace arrogance scale on the corporate sample. It helps the researchers to expand their understanding of the significance of these constructs in the field of industrial-organizational psychology. In addition, the study seeks to benefit many employees and employers to comprehend the nature and the association of CWB with other undesirable variables in the workplace (i.e","PeriodicalId":43385,"journal":{"name":"International Journal of Organizational Leadership","volume":"20 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2022-12-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85280780","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-12-19DOI: 10.33844/ijol.2022.60344
Miriam Abdelwahid, H. Kaoud
Women's entrepreneurship is still a topic of interest on a global scale. According to studies by many scholars, the rate of female entrepreneurship activities and initiatives is considerably lower than those of men, especially in countries experiencing high gender inequality. The predominance of cultural practices exacerbating favoritism towards men is a major contributor to gender inequality in developing countries. Women become entrepreneurs for two reasons: out of choice or need. Despite the fact that women's participation in the workforce today reflects clear improvement, some studies found that women still have difficulty advancing their careers and, in particular, finding role models for effective managerial leadership. The purpose of this study is to explore factors affecting Egyptian women entrepreneurs’ success. This work is exploratory, as it follows a qualitative approach. The authors conducted eleven in-depth interviews with Egyptian women entrepreneurs from different sectors. The suggested conceptual framework presents several factors that affect the success of women entrepreneurs in Egypt, with different levels: personal factors (entrepreneurial mindset: opportunity recognition and attributes of leadership: motivation and passion, team builder), social support factors (friends & family support and family background and attitudinal drivers) and environmental factors (the use of social media and technology, the integration of sustainable environmental aspects into business strategy and the Egyptian entrepreneurial ecosystem). This study serves as a foundation for further research, analysis, and discussion of the interwind subjects of women, entrepreneurship, and leadership.
{"title":"Factors Affecting the Success of Women Entrepreneurs in Egypt","authors":"Miriam Abdelwahid, H. Kaoud","doi":"10.33844/ijol.2022.60344","DOIUrl":"https://doi.org/10.33844/ijol.2022.60344","url":null,"abstract":"Women's entrepreneurship is still a topic of interest on a global scale. According to studies by many scholars, the rate of female entrepreneurship activities and initiatives is considerably lower than those of men, especially in countries experiencing high gender inequality. The predominance of cultural practices exacerbating favoritism towards men is a major contributor to gender inequality in developing countries. Women become entrepreneurs for two reasons: out of choice or need. Despite the fact that women's participation in the workforce today reflects clear improvement, some studies found that women still have difficulty advancing their careers and, in particular, finding role models for effective managerial leadership. The purpose of this study is to explore factors affecting Egyptian women entrepreneurs’ success. This work is exploratory, as it follows a qualitative approach. The authors conducted eleven in-depth interviews with Egyptian women entrepreneurs from different sectors. The suggested conceptual framework presents several factors that affect the success of women entrepreneurs in Egypt, with different levels: personal factors (entrepreneurial mindset: opportunity recognition and attributes of leadership: motivation and passion, team builder), social support factors (friends & family support and family background and attitudinal drivers) and environmental factors (the use of social media and technology, the integration of sustainable environmental aspects into business strategy and the Egyptian entrepreneurial ecosystem). This study serves as a foundation for further research, analysis, and discussion of the interwind subjects of women, entrepreneurship, and leadership.","PeriodicalId":43385,"journal":{"name":"International Journal of Organizational Leadership","volume":"116 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2022-12-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81143976","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-12-18DOI: 10.33844/ijol.2022.60343
Christina Morfaki, Alexandra Morfaki
Fundamental worldwide economic, socio-demographic, and regulatory shifts are largely responsible for the spike in interest in the topic of Diversity and Inclusion (D&I) in the workplace. Existing research indicates that the focus on workforce diversity and inclusion has attained worldwide currency among HR managers and organizational leaders. However, its enactment remains challenging, partly as its conceptual operationalization is plagued by national, cultural, institutional, and interpersonal barriers. Moreover, there appears to be a gap between the rhetoric of D&I and the idiosyncrasies of its implementation. This gap should be bridged to foster D&I and embed it in the organizational system. To achieve this, we argue that organizations are expected to foster the development of diverse communities of practice; these communities could reshape corporate policies and practices, promote meaningful interactions, serve to develop a shared identity that will challenge entrenched beliefs, and create new artifacts and working cultures. The latter could lead to a restructure of current organizational structures and a reformation of tokenistic joint missions and values. This critical review will assess and highlight recent advancements in the D&I management literature while presenting a broader perspective on the practices at the heart of the field. The conclusion of the study considers potential future avenues for D&I management research and practice.
{"title":"Managing Workforce Diversity and Inclusion: A Critical Review and Future Directions","authors":"Christina Morfaki, Alexandra Morfaki","doi":"10.33844/ijol.2022.60343","DOIUrl":"https://doi.org/10.33844/ijol.2022.60343","url":null,"abstract":"Fundamental worldwide economic, socio-demographic, and regulatory shifts are largely responsible for the spike in interest in the topic of Diversity and Inclusion (D&I) in the workplace. Existing research indicates that the focus on workforce diversity and inclusion has attained worldwide currency among HR managers and organizational leaders. However, its enactment remains challenging, partly as its conceptual operationalization is plagued by national, cultural, institutional, and interpersonal barriers. Moreover, there appears to be a gap between the rhetoric of D&I and the idiosyncrasies of its implementation. This gap should be bridged to foster D&I and embed it in the organizational system. To achieve this, we argue that organizations are expected to foster the development of diverse communities of practice; these communities could reshape corporate policies and practices, promote meaningful interactions, serve to develop a shared identity that will challenge entrenched beliefs, and create new artifacts and working cultures. The latter could lead to a restructure of current organizational structures and a reformation of tokenistic joint missions and values. This critical review will assess and highlight recent advancements in the D&I management literature while presenting a broader perspective on the practices at the heart of the field. The conclusion of the study considers potential future avenues for D&I management research and practice.","PeriodicalId":43385,"journal":{"name":"International Journal of Organizational Leadership","volume":"35 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2022-12-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78019213","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-12-12DOI: 10.33844/ijol.2022.60342
Onur Oktaysoy, Ethem Topcuoglu, Erdogan Kaygin
years, the speed of digitalisation in nearly all fields has led organizations to actively use digital tools, practice working methods that are compatible with daily requirements, and adjust themselves to the process compositionally. The concept of digital leadership can be defined as the result of this necessity. Digital leaders focus on basic dynamics of the present world, can achieve digital transformation, and equate learning culture and the structure of an organization with digital standards. In this respect, to measure digital leadership understanding in Turkey, the present study adapted the scale, developed by Zeike et al. (2019) to Turkish and analyzed its reliability and validity. In the study, the first test was conducted with 135 teachers working in Kars, while the second test was conducted with 334 academicians. The adaptation of the scale into Turkish was achieved in the research by making the analyses of normality, correlation, and exploratory factor analysis through the SPSS program and by making confirmatory factor analyses through the AMOS program. The reliability and validity of the scale obtained were achieved by gathering it under a single dimension.
{"title":"A Study on Digital Leadership Scale Adaptation","authors":"Onur Oktaysoy, Ethem Topcuoglu, Erdogan Kaygin","doi":"10.33844/ijol.2022.60342","DOIUrl":"https://doi.org/10.33844/ijol.2022.60342","url":null,"abstract":"years, the speed of digitalisation in nearly all fields has led organizations to actively use digital tools, practice working methods that are compatible with daily requirements, and adjust themselves to the process compositionally. The concept of digital leadership can be defined as the result of this necessity. Digital leaders focus on basic dynamics of the present world, can achieve digital transformation, and equate learning culture and the structure of an organization with digital standards. In this respect, to measure digital leadership understanding in Turkey, the present study adapted the scale, developed by Zeike et al. (2019) to Turkish and analyzed its reliability and validity. In the study, the first test was conducted with 135 teachers working in Kars, while the second test was conducted with 334 academicians. The adaptation of the scale into Turkish was achieved in the research by making the analyses of normality, correlation, and exploratory factor analysis through the SPSS program and by making confirmatory factor analyses through the AMOS program. The reliability and validity of the scale obtained were achieved by gathering it under a single dimension.","PeriodicalId":43385,"journal":{"name":"International Journal of Organizational Leadership","volume":"21 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2022-12-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90043743","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-12-10DOI: 10.33844/ijol.2022.60341
H. Amiri, F. Rahimi, A. Biranvand
This study investigated the effect of trust, motivation, and reward on the willingness to share knowledge on social networks by the Shiraz University of Medical Sciences (SUMS) staff. The instrument of the present study was a researcher-made questionnaire in which formal-content validity was confirmed, and its reliability, according to Cranach's alpha coefficient, was equal to .90. The study's statistical population was 27506, including employees and faculty members, according to the Krejcie and Morgan table, the sample size was 379. The results showed that the importance of knowledge sharing among employees and commitment to the university were two effective components of intrinsic motivation. Support of university administrators for knowledge sharing and improving the status of social pages (38.8%) through knowledge sharing were two effective components of external motivation for employee knowledge sharing in social networks. "Fear of employees being replaced" and "fear of losing a job" were two negative and very weak components of the trust variable on knowledge sharing. "Financial incentives" and "job promotion" were among the influential components of the reward variable, which "greatly" affected the sharing of knowledge in social networks. Paying more attention to evaluating the performance of employees and financial rewards by managers can be effective in sharing knowledge and motivation .
{"title":"Investigating the Effect of Trust, Motivation, and Reward on the Desire to Share Knowledge through Social Networks by Shiraz University of Medical Sciences Staff","authors":"H. Amiri, F. Rahimi, A. Biranvand","doi":"10.33844/ijol.2022.60341","DOIUrl":"https://doi.org/10.33844/ijol.2022.60341","url":null,"abstract":"This study investigated the effect of trust, motivation, and reward on the willingness to share knowledge on social networks by the Shiraz University of Medical Sciences (SUMS) staff. The instrument of the present study was a researcher-made questionnaire in which formal-content validity was confirmed, and its reliability, according to Cranach's alpha coefficient, was equal to .90. The study's statistical population was 27506, including employees and faculty members, according to the Krejcie and Morgan table, the sample size was 379. The results showed that the importance of knowledge sharing among employees and commitment to the university were two effective components of intrinsic motivation. Support of university administrators for knowledge sharing and improving the status of social pages (38.8%) through knowledge sharing were two effective components of external motivation for employee knowledge sharing in social networks. \"Fear of employees being replaced\" and \"fear of losing a job\" were two negative and very weak components of the trust variable on knowledge sharing. \"Financial incentives\" and \"job promotion\" were among the influential components of the reward variable, which \"greatly\" affected the sharing of knowledge in social networks. Paying more attention to evaluating the performance of employees and financial rewards by managers can be effective in sharing knowledge and motivation .","PeriodicalId":43385,"journal":{"name":"International Journal of Organizational Leadership","volume":"28 1","pages":""},"PeriodicalIF":1.1,"publicationDate":"2022-12-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87316386","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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