Leadership & Organization Development Journal最新文献

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.

Purpose

The purpose of this study is to explain why people respond to toxic leadership in different ways. The toxic triangle was applied as a lens and extended followership by investigating unsusceptible followers and susceptible followers.

Design/methodology/approach

This study employed Q methodology to illustrate the subjective viewpoints of 31 employees. Participants sorted 41 statements ranging from “most uncharacteristic” to “most characteristic” according to their beliefs using a forced distribution. We used qualitative data from the survey and follow-up interviews to document participant motivations.

Findings

Findings from this Q study demonstrated three distinct perceptions of responses to toxic leadership: Suffer in Silence (Perspective 1), Confront and Advocate (Perspective 2) and Quiet yet Concerned (Perspective 3). This study found that Perspectives 1 and 3 helped to explain differences in susceptible followership, whereas Perspective 2 helped to explain unsusceptible followership. Our research supports the need for organizations to provide safe whistleblowing channels for reporting unethical behavior by adopting clear policies for handling unethical behaviors and sharing those policies with all constituents within the organization.

Practical implications

Our research supports the need for organizations to provide safe whistleblowing channels for reporting unethical behavior by adopting clear policies for handling unethical behaviors and sharing those policies with all constituents within the organization.

Originality/value

Our study adds to the developing literature on followership by building a conceptual framework for response types that better explains the motivation and subsequent actions of susceptible and unsusceptible followers. This framework helps us identify new ways to combat toxic leadership by providing a more nuanced view of how employees perceive and respond to toxic leadership.

Purpose

This study aims to theoretically discuss and empirically test the mediating mechanism of psychological distress and the moderating effects of Islamic work ethics (IWE) in the relationship between despotic leadership and adaptive performance.

Design/methodology/approach

A three-wave survey was used to gather the data from middle managers and their supervisors of construction firms in Pakistan. The final sample consisted of 304 respondents and data analysis was performed through SEM analysis.

Findings

Despotic leadership enhances employees’ psychological distress which results in a negative impact on adaptive performance. In addition, IWE played a buffering role in mitigating the harmful impacts of despotic leadership on adaptive performance.

Originality/value

The study is among the pioneers that have investigated how despotic leadership impacts employees’ adaptive performance via the underlying mechanism of psychological distress through the conservation of resources and social exchange theory lens.

Purpose

This study uses the Conservation of Resource theory to examine the influence of abusive supervision on organizational citizenship behavior (OCB) via emotional exhaustion, using a moderated mediation framework.

Design/methodology/approach

A questionnaire was adapted to collect data from 212 full-time employees in 22 private health centers in Nineveh governorate in Iraq in two waves. Hypotheses were tested using hierarchical regression and bootstrapping analyses.

Findings

This study suggests that workplace friendship reduces the positive relationship between abusive supervision and emotional exhaustion of employees and reduces the negative indirect effect of abusive supervision on OCB.

Originality/value

First, this study provides academicians with a better understanding of the moderating effect of workplace friendship on the relationship between abusive supervision and emotional exhaustion and then its impact on OCB. Second, the paper is one of the few studies that dealt with the abusive supervision in the health sector using data from the Middle East in Iraq, while most leadership research is conducted in the western part of the world.

Purpose

The purpose of this study was to analyze, through a sequential model, the underlying mechanisms connecting transformational leadership with employee task performance. Specifically, it examined the causal chain of transformational leadership-job characteristics (task variety and task significance)-job engagement-task performance.

Design/methodology/approach

The hypotheses were tested on a sample of 320 employees and their supervisors from Spanish young technology and knowledge-intensive small and medium-sized enterprises (SMEs) using structural equations.

Findings

The results show that the effect of transformational leadership on task performance (assessed by supervisors) occurs sequentially via task significance and job engagement. Additionally, job engagement mediates the relationship between task variety and task performance.

Practical implications

Findings highlight the relevance for supervisors to employ a transformational leadership style that leads employees directly and indirectly, through task significance, to be more engaged and achieve higher task performance. They also emphasize the importance of proper job design that allows employees to be fully invested in their job performance.

Originality/value

Despite the importance of leadership and employee performance for the survival and growth of these firms, the study of these relationships is largely unexplored. This study proposes and tests a serial model in which supervisor transformational leadership is linked to employee task performance through two sequential mediators: job characteristics (task variety and task significance) and job engagement.

Purpose

Based on Resource Conservation (COR) theory, this study explores the antecedent of team change capability, which consists of the dimensions of learning, process and context and examines how, under the empowering leadership (EL) of middle managers, team change capability (TCC) may be built through team psychological capital (TPSyCap).

Design/methodology/approach

The study was conducted with 853 respondents and 55 teams from 11 leading autonomous higher education institutions (AHEIs) in Indonesia.

Findings

The results show that EL is positively related to TPsyCap, which mediates the relationship between EL and TCC, particularly for TCC learning capability. However, TPsyCap does not mediate the effect of EL on TCC process capability and TCC- context capability.

Originality/value

This study enriches existing leadership literature, which is considered relevant in building organizational change capabilities, particularly on a team level. Furthermore, the findings reveal TPsyCap is an important intervention mechanism in catalyzing the relationship between EL and TCC.

Purpose

Drawing on goal setting theory (GST), this study explores the relationship between visionary leadership behavior (VLB) and employee performance, along with the mediating role of vision commitment and the moderating role of organization resource support.

Design/methodology/approach

We conducted two studies to test hypotheses. Study 1 and Study 2 collected data from 212 and 204 full-time employees and their leaders, respectively. The data were analyzed using hierarchical regression and bootstrapping technique.

Findings

We found that VLB is positively related to employee vision commitment and vision commitment mediates the effect of VLB on employee performance. Organization resource support moderates the effect of vision commitment on employee performance and the indirect effect of VLB on employee performance via vision commitment, such that the two effects are stronger when organization resource support is high.

Originality/value

First, this study reveals the mediating role of vision commitment in the relationships between VLB and employee performance. Second, this study explores the moderating role of organization resource support in the relationship between VLB and employee performance. Third, this study enriches the theoretical perspective of VLB research and expands the application scope of GST.