Pub Date : 2023-05-01DOI: 10.33844/ijol.2023.60365
Anurag Chourasia, P. C. Bahuguna, T. B. Raju
Underpinning the premises of the Ability, Motivation, Opportunity (AMO) paradigm, this study examines the effects of Strategic Human Resource Management (SHRM) on Organizational Performance (OP). Although several studies have investigated the relationship between SHRM and OP, how SHRM would significantly enhance OP still needs to be clarified. This study split the HR practices of Indian oil and Gas companies into three components, i.e., ability improving, motivation improving, and opportunity improving practices, to investigate the effects on organizational performance in large public-sector Indian oil companies. Drawing from the arguments and assumptions of the Social Exchange theory, this study uses a mixed research design. It employs semi-structured interviews (N = 30) and a self-developed scale to collect data from the oil and Gas sector executives. The study used a stratified random sampling technique to collect primary data using a 5-point Likert questionnaire from 234 executives from 10 Indian Oil and Gas companies. For data analysis and hypothesis testing, the study used Structural Equation Modeling (SEM). Results indicate that the three components had different effects on the performance. The findings show that ability-enhancing HR practices are significantly associated with firm performance, whereas HR practices that enhance ‘motivation’ and ‘opportunity’ are not significantly related to performance. The study makes a significant contribution by developing a scale in the context of the public sector for measuring SHRM based on the AMO framework. The study concludes that the relationship between SHRM and performance could be better understood by breaking down HR practices and creating configurations or bundles.
{"title":"Strategic Human Resource Management, a Road to Organizational Performance: Evidence from Public Sector Organizations in the Oil and Gas Sector","authors":"Anurag Chourasia, P. C. Bahuguna, T. B. Raju","doi":"10.33844/ijol.2023.60365","DOIUrl":"https://doi.org/10.33844/ijol.2023.60365","url":null,"abstract":"Underpinning the premises of the Ability, Motivation, Opportunity (AMO) paradigm, this study examines the effects of Strategic Human Resource Management (SHRM) on Organizational Performance (OP). Although several studies have investigated the relationship between SHRM and OP, how SHRM would significantly enhance OP still needs to be clarified. This study split the HR practices of Indian oil and Gas companies into three components, i.e., ability improving, motivation improving, and opportunity improving practices, to investigate the effects on organizational performance in large public-sector Indian oil companies. Drawing from the arguments and assumptions of the Social Exchange theory, this study uses a mixed research design. It employs semi-structured interviews (N = 30) and a self-developed scale to collect data from the oil and Gas sector executives. The study used a stratified random sampling technique to collect primary data using a 5-point Likert questionnaire from 234 executives from 10 Indian Oil and Gas companies. For data analysis and hypothesis testing, the study used Structural Equation Modeling (SEM). Results indicate that the three components had different effects on the performance. The findings show that ability-enhancing HR practices are significantly associated with firm performance, whereas HR practices that enhance ‘motivation’ and ‘opportunity’ are not significantly related to performance. The study makes a significant contribution by developing a scale in the context of the public sector for measuring SHRM based on the AMO framework. The study concludes that the relationship between SHRM and performance could be better understood by breaking down HR practices and creating configurations or bundles.","PeriodicalId":43385,"journal":{"name":"International Journal of Organizational Leadership","volume":null,"pages":null},"PeriodicalIF":1.1,"publicationDate":"2023-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85205320","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 : 2023-04-15DOI: 10.33844/ijol.2023.60351
Elena Voitenko, Serhii Myronets, O. Timchenko, Oleg Skrypkin, B. Yakymchuk
{"title":"A Cross-cultural Comparison of Perception of Professional Well-being by Iranian and Ukrainian Academic Staff","authors":"Elena Voitenko, Serhii Myronets, O. Timchenko, Oleg Skrypkin, B. Yakymchuk","doi":"10.33844/ijol.2023.60351","DOIUrl":"https://doi.org/10.33844/ijol.2023.60351","url":null,"abstract":"","PeriodicalId":43385,"journal":{"name":"International Journal of Organizational Leadership","volume":null,"pages":null},"PeriodicalIF":1.1,"publicationDate":"2023-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83577148","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 : 2023-03-01DOI: 10.33844/ijol.2023.60350
F. S. Ardabili, Takuma Kimura, Suhaila E. Alhashemi
{"title":"Leadership Critical Roles on Employees' Job Outcomes and Performance","authors":"F. S. Ardabili, Takuma Kimura, Suhaila E. Alhashemi","doi":"10.33844/ijol.2023.60350","DOIUrl":"https://doi.org/10.33844/ijol.2023.60350","url":null,"abstract":"","PeriodicalId":43385,"journal":{"name":"International Journal of Organizational Leadership","volume":null,"pages":null},"PeriodicalIF":1.1,"publicationDate":"2023-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89849047","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 : 2023-03-01DOI: 10.33844/ijol.2023.603368
Desalegn Urgessa Yadet, M. E. Jaleta, M. Melese
Despite increasing studies on the importance of servant leadership as a fundamental contextual factor determining the implementation of TQM practices, recent studies have not thoroughly investigated the mechanisms that link servant leadership to implementing customer focus, people management, process management, strategic planning, information, and analysis. Hence, the main purpose of this study is to explore the role of servant leadership in the implementation of the five TQM practices and showcase whether inter-functional coordination mediates the link between servant leadership and these TQM practices. We surveyed 203 leaders in 104 firms located in Finfinne/Addis Ababa and surrounding cities to investigate the mediating roles of inter-functional coordination in the relationship between servant leadership and the implementation of customer focus, people management, process management, strategic planning, information, and analysis. To achieve this aim, we tested a structural model through an empirical investigation with SEM and bootstrapping methods. The results indicated that servant leadership was directly and positively related to implementing TQM practices. Furthermore, results showed that inter-functional coordination positively and partially mediated the relationship between servant leadership and the five TQM practices. These findings add to the literature by illuminating why servant leadership is positively associated with TQM practices.
{"title":"Inter-functional Coordination as a Pathway between Servant Leadership and the Implementation of TQM Practices","authors":"Desalegn Urgessa Yadet, M. E. Jaleta, M. Melese","doi":"10.33844/ijol.2023.603368","DOIUrl":"https://doi.org/10.33844/ijol.2023.603368","url":null,"abstract":"Despite increasing studies on the importance of servant leadership as a fundamental contextual factor determining the implementation of TQM practices, recent studies have not thoroughly investigated the mechanisms that link servant leadership to implementing customer focus, people management, process management, strategic planning, information, and analysis. Hence, the main purpose of this study is to explore the role of servant leadership in the implementation of the five TQM practices and showcase whether inter-functional coordination mediates the link between servant leadership and these TQM practices. We surveyed 203 leaders in 104 firms located in Finfinne/Addis Ababa and surrounding cities to investigate the mediating roles of inter-functional coordination in the relationship between servant leadership and the implementation of customer focus, people management, process management, strategic planning, information, and analysis. To achieve this aim, we tested a structural model through an empirical investigation with SEM and bootstrapping methods. The results indicated that servant leadership was directly and positively related to implementing TQM practices. Furthermore, results showed that inter-functional coordination positively and partially mediated the relationship between servant leadership and the five TQM practices. These findings add to the literature by illuminating why servant leadership is positively associated with TQM practices.","PeriodicalId":43385,"journal":{"name":"International Journal of Organizational Leadership","volume":null,"pages":null},"PeriodicalIF":1.1,"publicationDate":"2023-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78444420","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 : 2023-03-01DOI: 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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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}
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