Leadership & Organization Development Journal最新文献

Purpose

Despite the acknowledgment of the significant role leaders play in knowledge management, there has been limited focus on the dynamic relationship between one particular leader’s behavior and knowledge sharing of employees. This study aims to investigate the impact of leader generosity on employee knowledge sharing.

Design/methodology/approach

Drawing upon the generalized reciprocity theory, we develop a process model that examines the impact of leader generosity on knowledge sharing, and empirically tests the resulting mechanism. Based on event-contingent ESM that collected 1147 episodic data points, the data are analyzed by Mplus 8.30 and R software.

Findings

The findings indicate that employee gratitude and prosocial motivation respectively play a mediating role in the relationship between leader generosity and knowledge sharing. Additionally, leader generosity has an indirect impact on knowledge sharing via employee gratitude and prosocial motivation. Furthermore, relational self positively moderates the relationship between leader generosity and employee gratitude, while also moderates the chain mediation effect between leader generosity and knowledge sharing.

Originality/value

By exploring the important influence of leaders in implementing knowledge management practices, the authors demonstrate that a specific leader behavior (i.e. leader generosity) shapes the positive emotion and reciprocal motivation of employees and its subsequent impact on knowledge sharing. This paper complements the focus on knowledge sharing in the daily behavior literature of leaders, suggesting that leader generosity matters for employee knowledge sharing.

Purpose

The purpose of this study was to understand the lived experiences of ten (10) product innovation employees in medical device firms’ sustainability initiatives, considering leadership, organizational and employee factors within the healthcare industry.

Design/methodology/approach

Phenomenology was chosen as it supports an in-depth analysis of the lived experience of several individuals, who are experiencing a similar phenomenon. This methodology permitted the researcher to “view experience and behavior as an integrated and inseparable relationship of the subject and object and of parts and whole.”

Findings

The intersection of employee, leader and organizational factors should be considered to further organizational citizenship behavior to the environment. Within each theme, cognitive dissonance is present. Understanding and acknowledging the choice required by the individual, leader and/or organization may impact overall environmental organizational citizenship behavior.

Practical implications

When implementing sustainable activities, three key areas should be evaluated: leaders, organizations and employees.

Social implications

This study provides insight into employee experiences and sustainable activities.

Originality/value

This research adds to the literature on organizational citizenship behavior to the environment within medical device firms as it provides insight into how sustainability programs within firms could be approached. Healthcare’s climate impact contributes to emissions which are equivalent to having 75 million vehicles on the road, annually. In addition, this study provided an initial understanding of the lived experiences of employees within the medical device industry when themes are analyzed. The results may help organizations understand the experiences of employees to further advance their vision and mission, by understanding the phenomenon of how sustainability initiatives are perceived.

Purpose

Increasing workforce diversity requires leadership to ensure employees retain their well-being. This study aims to examine how employees’ and managers’ co-creation of diversity in the workplace influences positive leadership (PL) style, which in turn affects employee well-being (EWB) positively.

Design/methodology/approach

Employees and managers of Australian businesses participated in a cross-sectional survey. EWB was regressed on PL style and diversity dimensions (DDs). Also, the mediation effect of PL style between DDs and EWB was tested.

Findings

Results suggest that Australian organisations appear to have more employee diversity with its partial impact on managers’ PL style, which then positively affects on employee well-being (EWB). Furthermore, the PL style partially mediated the relationship between DDs and EWB.

Practical implications

Managers will better understand workplace diversities and the key role that PL style can play in enhancing EWB.

Social implications

This study will help improve employees' and managers' personal and social lives by developing a better understanding of health and well-being. It will have further economic impacts, such as higher organisational productivity.

Originality/value

This study fills the gap in the literature where PL style will positively affect EWB. Investigating the relationship between DDs, PL style and EWB using PERMA-profiler is a unique contribution.

Purpose

The daunting task of managing knowledge workers virtually has not always yielded positive results. This empirical work discusses the impact of Virtual Leadership on Organizational Citizenship Behavior. The study investigated how Psychological Contract Violation moderates the relationship between Virtual Leadership and Organizational Citizenship Behavior.

Design/methodology/approach

Data was collected from 392 IT engineers working in software companies in India. The cross-sectional data was analyzed using Warp-PLS software, IBM SPSS and IBM Amos.

Findings

The results support the proposition that virtual leadership is negatively associated with Organizational citizenship behavior, at sub-dimension levels except obedience. The moderating role of psychological contract violation is also established by the results.

Practical implications

Virtual leaders should demonstrate collaborative behaviors to generate organizational citizenship behavior among team members. Leaders should be imparted training to enable them to adapt themselves to virtual environment. This study highlights the paradoxical nature of virtual leadership and opens the possibilities for future research.

Originality/value

The study is one of the first to report a negative association between Virtual leadership and Organization citizenship behavior. There is uniqueness in the use of the “Contingency theory of leadership” to explain the difficulties faced while managing a virtual team.

Purpose

This study uses social exchange theory to describe, explain and propose the influence of dyad partners' leadership position structure, which includes the roles they play and their existing and prospective common experience, on their commitment to their dyad and their cooperation.

Design/methodology/approach

The study uses the case of equally empowered co-CEOs in a family business, who play the roles of family member, owner and executive; co-CEOs in a startup firm, who play the roles of owner and executive; and co-CEOs in a merger and acquisition (M&A), who play the role of executive. Co-CEOs in family businesses benefit from longer existing and longer prospective dyad longevity than co-CEOs in startups, who, in turn, benefit from longer existing and longer prospective dyad longevity than co-CEOs in M&As.

Findings

The study proposes that the roles the partners play in the dyads, and the existing and prospective longevity of their relationship, positively influence the partners' commitment to the dyad and their level of cooperation.

Originality/value

The study offers a model that has the potential to direct scholars at the formulation of the theory of top management symmetric formal power dyads dynamics and assist family business owners, startup partners, board of directors and co-CEOs in formulating and implementing upper echelons leadership plans to enhance cooperation and coordination between equal partners.

Purpose

Congruent self-other agreement in leadership evaluations is associated with positive outcomes such as work unit performance. In contrast, poor self-other agreement in leadership evaluations is associated with negative outcomes such as leaders making ineffective job-relevant decisions. This study examined whether the extent of leaders’ preference for intuitive and rational thinking predicted self-other agreement in leadership evaluations.

Design/methodology/approach

Self-ratings and follower ratings of transformational leadership were analysed for 160 dyad pairs of leaders and followers (n = 320). Leaders self-rated their preference for rational and intuitive thinking. Response surface analysis was used to model the relationship between self-other agreement and leaders’ thinking styles.

Findings

As ratings of transformational leadership increased in both leaders and followers, we observed higher scores on preferences for both rational and intuitive thinking. Leaders’ preference for intuitive thinking showed a curvilinear relationship with self-other agreement, such that more intuitive thinking was related to higher leader–follower congruence in ratings of transformational leadership. We further uncovered that higher leader preferences for rational thinking were related to increased leader–follower disagreement in transformational leadership ratings.

Originality/value

Research has focused more on the outcomes than antecedents of self-other agreement in leadership. Thinking styles have undergone limited examination as antecedents of self-other agreement in leadership evaluations. Thinking styles are semi-malleable traits that can be used for the selection of leadership potential and developed to improve leadership performance. The current research suggests that relationships between thinking styles and self-other agreement on leadership effectiveness are more complicated than first thought.

Purpose

Drawing on power approach-inhibition theory, this study aims to theorize a cross-level model to examine how team member personal power (i.e. expert power and referent power) impacts shared leadership through activating their taking charge behaviors in R&D teams, as well as the moderating effect of team learning orientation on the relationship between team member taking charge behaviors and shared leadership.

Design/methodology/approach

With multisource data collected from 264 employees in 58 R&D teams from 13 companies, this study tested the hypotheses of the cross-level theoretical model using Mplus 7.4.

Findings

The results showed that team member expert power was positively related to their taking charge behaviors, which in turn led to shared leadership, while team member referent power was not significantly related to their taking charge behaviors. Furthermore, the positive relationship between team member taking charge behaviors and shared leadership was strengthened by team learning orientation.

Practical implications

This paper offers suggestions regarding how vertical leaders should pay attention to team member power to promote their change-oriented taking charge behaviors and address team learning to strengthen the effect of team member taking charge behaviors on shared leadership.

Originality/value

By echoing the changing focus towards a shared leading process among team members in leadership literature, this paper provides important insights for both scholars and practitioners to understand the role that power plays in activating team member taking charge behaviors which in turn improves shared leadership.

Purpose

This study aimed to examine the correlation between authentic leadership and career competence, exploring the mediating roles of tacit knowledge sharing and employee service innovative behavior.

Design/methodology/approach

Data were collected using convenience sampling and a time-lagged design from the Pakistani banking sector. The time-lagged design was employed to gather data at two different points in time. SPSS statistical software was used for descriptive analysis, and hypotheses were tested using Mplus.

Findings

The results demonstrate that authentic leadership has a significant positive impact on tacit knowledge sharing. This knowledge sharing, in turn, positively impacts employee service innovative behavior, which subsequently enhances career competence. Furthermore, tacit knowledge sharing mediates the relationship between authentic leadership and employee service innovative behavior.

Social implications

This study has social implications for organizations aiming to align their inclusive goals with societal needs. The findings can help foster a culture of knowledge sharing, thereby contributing to societal innovation.

Originality/value

This study provides valuable insights into how authentic leadership contributes to career competence, thus enriching the existing literature on this topic.

Purpose

Based on the approach/inhibition theory of power, this study explores the relationship between sense of power and exploitative leadership. We particularly examine the role of self-interest as a mediator and the role of ambition at work as a moderator.

Design/methodology/approach

The data were collected from 189 supervisors and 702 employees. We analyzed the data using path analysis to test the research model.

Findings

The results show the following: (1) sense of power positively affects exploitative leadership; (2) the effects of sense of power on exploitative leadership are mediated by self-interest; (3) the effects of self-interest on exploitative leadership are moderated by ambition at work.

Originality/value

The current study identifies self-interest as a key mediator that links sense of power to exploitative leadership and demonstrates that ambition at work moderates the process of self-interest to exploitative leadership.

Purpose

This study based on the conservation of resources (COR) theory examines the role of employees’ voice behavior in the form of a mediator, linking abusive supervision (AS) and turnover intention. It also investigates the moderating role of workplace friendship in the mediated AS–turnover intention relationship through voice behavior.

Design/methodology/approach

A two-wave data collection method was used to collect data from the 324 respondents employed in various companies with a geographical spread across northern India. The study used PROCESS macro to test the hypothesized model.

Findings

The findings of the study supported the meditated moderation hypothesis suggesting workplace friendship reduces the mediating effect of AS on employees’ intention to exit employment relationships.

Practical implications

The study yields important implications for organizations with respect to developing a disciplinary framework for AS. It focuses on the need for promoting and implementing psychological well-being-related interventions at the workplace for subordinates as well as supervisors, which in turn can help them apply healthy coping strategies in stressful situations and prevent them from indulging in counterproductive work behaviors.

Originality/value

The utilization of COR as a framework to explain the role of voice behavior and workplace friendships with respect to AS is thus far scant.