Leadership & Organization Development Journal最新文献

Purpose

This research aims to identify whether leaders' affective organizational commitment influences employees' affective commitment to both the leader and the organization. Additionally, the study explores the role of employees' emotional awareness in shaping these relationships.

Design/methodology/approach

Examining a sample of 154 leaders and 249 employees in multinational companies, this study adopts a multilevel approach.

Findings

The results reveal a positive influence between the two foci of commitment (leaders and organization) at both the leader and employee levels. Furthermore, it confirms that employees' emotional awareness plays a positive role in the commitment process.

Practical implications

This research highlights the significance of implementing internal policies and measures that consider the various foci of commitment. To foster employees' commitment, it is crucial to establish a robust alignment between human resources management and leaders.

Originality/value

This study delves into the exploration of two commitment foci to deepen our comprehension of the directional relationship between them in the workplace. More specifically, our research scrutinizes the impact of leaders' affective organizational commitment on employees' affective commitment to the organization, while also analyzing its reciprocal influence on employees' affective commitment toward their leaders.

Purpose

Supervisor consultation is conducive to promoting employee voice. This research examines an underlying mediating mechanism and a boundary condition that strengthens the influence of supervisor consultation.

Design/methodology/approach

Two-wave survey data were collected from 302 full-time employees. Path analysis was adopted to test the hypotheses.

Findings

Supervisor consultation is positively related to employee voice. Employee felt obligation for constructive change (FOCC) serves as a mediating mechanism. Supervisor consultation is more positively related to employee FOCC and subsequent voice when managerial openness is higher than lower.

Originality/value

This study highlights the incremental mediating effect of FOCC beyond that of two alternative mediators between supervisor consultation and employee voice and the moderating role of managerial openness in affecting the influence of supervisor consultation.

Purpose

Although significant research has examined the concept of transformational leadership, few studies have explored the indirect impact of transformational leadership on individual and organizational outcomes within the context of crisis. Accordingly, this study aims to advance our understanding of the indirect impact of transformational leadership on school performance and principals' work alienation within the context of the COVID-19 pandemic. In doing so, this study contributes to this developing stream of literature by hypothesizing the indirect effect of two relational resources, namely employee trust and relational coordination, which mediate the relationship between transformational leadership, school performance and principals' work alienation.

Design/methodology/approach

This study draws on a unique sample of 634 principals from Irish primary schools navigating the COVID-19 crisis. Structural equation modeling (SEM) was performed using Mplus 8.3 to test the hypothesized model.

Findings

Mixed findings emerged concerning the mediating process of relational resources and their impact on transformational leadership, school performance and principals' work-alienation. In particular, support is found for the critical role of principals whose transformational leadership style can help increase school performance. However, evidence suggests that employee trust does not mediate the relationship between transformational leadership and principals' work alienation.

Practical implications

This study provides several practical insights for education professionals, policymakers and HRM practitioners across each phase of the crisis management cycle. Firstly, regarding the pre-crisis stage, educational institutions should invest in targeted leadership development programs that prioritize relationship-building and effective communication among stakeholders. Second, during crises, the study emphasizes the role of relational resources in mediating the impact of leadership on school performance. Moreover, the study illustrates the importance of proactively cultivating strong connections with stakeholders, fostering timely, problem-solving-based communication. Finally, in the post-crisis phase, collaboration with government stakeholders is recommended to inform recovery policies.

Originality/value

This study makes several contributions to the literature on leadership and crisis management. First, this study adds new insights suggesting how principals as leaders influence school performance during crisis. Second, by adopting a relational perspective, this study suggests two types of relational resources (i.e. employee trust and relational coordination), as the mediators between transformational leadership, school performance and principals' work alienation. Third, this study moves t

Purpose

Project-based organizations (PBOs) face challenges to enhance employee work engagement because of dynamic and constant role configuration. Accordingly, this study aims to explore how ethical leadership enhances employee work engagement from a sensemaking perspective.

Design/methodology/approach

This study used a questionnaire-based quantitative research design to collect data from 194 full-time employees in PBOs. The data were analyzed via partial least squares-structural equation modeling (PLS-SEM) technique to test hypotheses.

Findings

The findings show a positive relationship between ethical leadership and work engagement. Additionally, the relationship between ethical leadership and work engagement is mediated by two sensemaking mechanisms, i.e. goal commitment and prosocial.

Originality/value

This study deepens the understanding of how ethical leadership enhances work engagement in PBOs by providing two sensemaking mechanisms. By exploring the sensemaking process through which ethical leaders help employees construct identity, the findings contribute to the current literature on how ethical leadership enhances work engagement in PBOs.

Purpose

The purpose of this research is to examine the narratives of victims of abusive supervision. We explore the meaning or “lessons” victims derive from those experiences and how they shape the victims’ views of self, work and organization in relation to navigating their subsequent jobs.

Design/methodology/approach

We analyzed how appraisals of supervisory abuse transform victims’ narratives and their consequent work attitudes through sensemaking processes. Semi-structured interviews with the past victims of abusive supervision generated a four-stage model of how sensemaking shapes victims’ future work attitudes. Our interpretations were guided through narrative thematic analysis based on the constructionist approach.

Findings

Victims’ lessons learned are predominantly framed by their retrospective post-event appraisal of abuse (based on its severity) once individuals are no longer subject to abusive supervision. With greater distance from the abuse, victims can process the abuse and better understand the motivation of the abuser, enabling the process of causal attributions. These attributions further shape victims’ narratives and future work attitudes through a complex interplay of retrospective and prospective sensemaking mechanisms. The victims broadly reported proactive (with higher self-awareness and endurance) and reactive (self-protection, and emotional scars) lessons. A four-stage model was proposed based on our findings.

Originality/value

Abusive supervision remains a persistent issue experienced by many individuals at some point in their working life. However, little is known about how victims make sense of the event post-abuse and how this sense-making guides their future work behaviors. Understanding this phenomenon provides insight into how employees navigate through adversity and construct a more positive future. The contribution of this narrative inquiry is threefold. First, it explores how individual appraisals of supervisory abuse frame their (1) mechanisms of narrative construction; and (2) future work attitudes. Second, our findings demonstrate how narrative construction is a fluid process often informed by the process of retrospective and prospective sensemaking. Finally, our research suggests two broader categories of lessons that victims internalize and carry forward to their subsequent jobs.

Purpose

This research aims to extend the research on humorous leadership and the hospitality industry by using the theoretical framework of affective events theory (AET). This research aims to close this gap by recognizing that leaders' humor may inspire pro-social motivation in tourism workers and can harness the ability of employees to offer innovative ideas. The effect of leaders' humor on employees’ pro-social motivation is moderated by the personal need for structure (PNS).

Design/methodology/approach

A multi-source time-lagged design was employed in this research. The researchers used survey instruments to collect data from frontline employees and their immediate supervisors working in Pakistan’s two- to five-star hotels. The current study considers 279 useable responses and tested them through Hayes process macros.

Findings

Results show that humorous leadership has a significant direct impact on the innovative work behavior (IWB) of hotel employees. Pro-social motivation significantly mediates the relationship between humorous leadership and IWB. Further, the PNS significantly buffers the relationship between humorous leadership and pro-social motivation.

Practical implications

Findings are vital for hotel managers to adopt a more flexible leadership style to promote the pro-social motivation and IWBs of hotel employees.

Originality/value

This is one of the first studies to use pro-social motivation to explain the relationship between humorous leadership and creative work behaviors. Employees' individual needs for structure have also been utilized as a novel boundary condition. The results are essential for hotel managers to adopt a more adaptable leadership style to encourage the staff’s pro-social motivation and creative work behaviors.

Purpose

The purpose of this paper is to describe the mediating effects of transformational and transactional leadership styles on the relationship between organizational ethics and workplace incivility.

Design/methodology/approach

The study employed cross-sectional survey design. Data were obtained from 209 employees from the telecommunication sector. The structural equation model was employed as the analytical tool to test the hypotheses of the study.

Findings

Organizational ethics was negatively related to workplace incivility. Both transformational and transactional leadership styles mediated the relationship between organizational ethics and workplace incivility.

Practical implications

Human resource developers and managers can employ, appraise, train and develop managers who can ethically demonstrate transactional, and transformational leadership behaviors to deal with workplace incivilities.

Originality/value

The paper makes an important contribution to the existing organizational literature by establishing the relevance of transformational and transactional leadership styles as mediators of the nexus between organizational ethics and workplace incivility in the telecommunication sector.

Purpose

Leaders are role models and through social influence processes, they shape the behaviour of their followers. We build on social learning, social identity and person-environment (P-E) fit theories of leadership to explore the association between leaders’ and followers’ resilient behaviours.

Design/methodology/approach

In a three-wave, multisource study amongst 269 Dutch leaders and their followers, we investigate the mediating role of coaching in the relationship between leaders’ resilient behaviour and followers’ resilient behaviour and the moderating role of regulatory focus in this mediation path.

Findings

Our results show that coaching is a key relational vehicle through which leaders’ resilient behaviours shape employees’ resilient behaviours, and this indirect association is stronger for employees scoring low on promotion focus. In addition, our results show that resilient employees attract more coaching from their leaders, which further strengthens their resilient behaviours.

Originality/value

Existing studies have shown the occurrence of trickle-down effects of various leader behaviours, moods and work states on those of their followers. However, it remained obscure whether leaders’ resilient behaviour could trickle down to followers’ as well. Our study shows that such a link indeed exists and that coaching is a relational vehicle that embodies two key mechanisms to (1) foster social learning through behavioural entrainment and contagion and (2) facilitate support provision through which leaders promote resilient behaviour in their followers.

Purpose

Drawing on affective events theory (AET), this study aims to investigate how and when leader voice solicitation affects employees’ innovative behavior. Specifically, this study proposes that leader voice solicitation evokes employees’ feelings of pride, which subsequently motivate employees’ innovative behavior. Moreover, collectivism orientation plays a moderating role in this process.

Design/methodology/approach

This study collected 251 supervisor–subordinate dyadic data in two phases and employed structural equational modeling (SEM) to test the hypotheses.

Findings

The results revealed that employees’ feelings of pride mediate the positive relationship between leader voice solicitation and employees’ innovative behavior. Collectivism orientation intensifies the mediated relationship.

Originality/value

This study extends the potential outcome variables of leader voice solicitation. Moreover, it introduces a novel theoretical perspective to explore the impact of leader voice solicitation on employees. Importantly, this study examines the mediating effect of pride and the moderating effect of collectivism orientation, deepening the understanding of how and when leader voice solicitation affects innovative behavior.

Purpose

This study examines the relationship between leader–member exchange (LMX) and employee discretionary work behaviors in terms of job crafting, innovative work behavior and knowledge-sharing behavior by focusing on the mediating role of psychological safety.

Design/methodology/approach

Multi-source and multi-wave data were collected from 284 employees in the banking sector of Pakistan.

Findings

The findings reveal a positive relationship between LMX and psychological safety. Psychological safety, in turn, is positively related to discretionary work behaviors (i.e. job crafting, innovative work behavior and knowledge-sharing behavior). Moreover, psychological safety fully mediates the relationship between LMX and discretionary work behaviors.

Originality/value

Drawing upon the conservation of resources (COR) theory, this study introduces psychological safety as a mediating mechanism in the relationship between LMX and three important discretionary work behaviors.