Purpose This study aims to investigate the effect of knowledge hiding on individual task performance and examine the moderating influence of transformational leadership. Design/methodology/approach This study included 256 participants employed by financing companies in Indonesia. In addition, to analyze the data, descriptive statistics were computed using SPSS 25, and the structural equation model-partial least square (SEM-PLS) was used for hypothesis testing. Findings The findings revealed the negative effects of knowledge hiding on individual task performance and its potential consequences for individuals and organizations. However, it also suggested that transformational leadership may not be sufficient to reduce the negative effects of knowledge hiding on individual task performance. Research limitations/implications This study only focused on the context of a specific industry or country, which limited the generalizability of the findings. Practical implications This study enriches the understanding of the importance of addressing knowledge-hiding behaviors and investigating additional factors that can enhance task performance in organizations. Originality/value This study adds value to the existing literature by emphasizing the importance of investigating supplementary factors other than transformational leadership that have the potential to reduce the negative effects of knowledge hiding on organizational performance.
{"title":"Examining the effect of knowledge hiding towards individual task performance: the moderating role of transformational leadership","authors":"Ika Atma Kurniawanti, Djumilah Zain, Armanu Thoyib, Mintarti Rahayu","doi":"10.1108/lodj-06-2023-0305","DOIUrl":"https://doi.org/10.1108/lodj-06-2023-0305","url":null,"abstract":"Purpose This study aims to investigate the effect of knowledge hiding on individual task performance and examine the moderating influence of transformational leadership. Design/methodology/approach This study included 256 participants employed by financing companies in Indonesia. In addition, to analyze the data, descriptive statistics were computed using SPSS 25, and the structural equation model-partial least square (SEM-PLS) was used for hypothesis testing. Findings The findings revealed the negative effects of knowledge hiding on individual task performance and its potential consequences for individuals and organizations. However, it also suggested that transformational leadership may not be sufficient to reduce the negative effects of knowledge hiding on individual task performance. Research limitations/implications This study only focused on the context of a specific industry or country, which limited the generalizability of the findings. Practical implications This study enriches the understanding of the importance of addressing knowledge-hiding behaviors and investigating additional factors that can enhance task performance in organizations. Originality/value This study adds value to the existing literature by emphasizing the importance of investigating supplementary factors other than transformational leadership that have the potential to reduce the negative effects of knowledge hiding on organizational performance.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":"116 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135689599","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-25DOI: 10.1108/lodj-05-2023-0224
Abdullah Fahad AlMulhim, Sanaa Mostafa Mohammed
Purpose Applicable to telecom companies operating in Saudi Arabia, this study aims to investigate the mediating role of workplace dignity (WD) in the relationship between inclusive leadership and innovative work behavior (IWB) as well as the moderate role of workplace inclusion (WI) in said relationship. Design/methodology/approach A total of 364 telecom companies in Saudi Arabia participated in the survey study. SmartPLS was employed to evaluate the data and test the research variables. Findings According to this study, inclusive leadership has a favorable impact on IWB. Additionally, the study concluded that inclusive leadership enhances WD. Furthermore, the authors discovered that WD has a favorable impact on IWB. The findings showed that the association between inclusive leadership and IWB is mediated by WD. Finally, WI has a statistically positive moderating effect between WD and IWB on the moderation side of the analysis. Originality/value This study is the first to consider WD as a mediator in the relationship between inclusive leadership and IWB. Examining WI's role as a moderator also deepens the authors' comprehension of the connection between WD and IWB.
{"title":"The impact of inclusive leadership on innovative work behavior: a mediated moderation model","authors":"Abdullah Fahad AlMulhim, Sanaa Mostafa Mohammed","doi":"10.1108/lodj-05-2023-0224","DOIUrl":"https://doi.org/10.1108/lodj-05-2023-0224","url":null,"abstract":"Purpose Applicable to telecom companies operating in Saudi Arabia, this study aims to investigate the mediating role of workplace dignity (WD) in the relationship between inclusive leadership and innovative work behavior (IWB) as well as the moderate role of workplace inclusion (WI) in said relationship. Design/methodology/approach A total of 364 telecom companies in Saudi Arabia participated in the survey study. SmartPLS was employed to evaluate the data and test the research variables. Findings According to this study, inclusive leadership has a favorable impact on IWB. Additionally, the study concluded that inclusive leadership enhances WD. Furthermore, the authors discovered that WD has a favorable impact on IWB. The findings showed that the association between inclusive leadership and IWB is mediated by WD. Finally, WI has a statistically positive moderating effect between WD and IWB on the moderation side of the analysis. Originality/value This study is the first to consider WD as a mediator in the relationship between inclusive leadership and IWB. Examining WI's role as a moderator also deepens the authors' comprehension of the connection between WD and IWB.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":"41 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135769840","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-25DOI: 10.1108/lodj-05-2023-0268
Myungsun Kim, Seckyoung Loretta Kim
Purpose The research aims to examine the impacts of two different types of goal orientation, i.e. leaning goal orientation (LGO) and performance-prove goal orientation (PPGO), on employee knowledge sharing, and whether these relationships are altered by leaders' boundary spanning behavior (BSB). Design/methodology/approach A sample of 170 employees and 93 leaders were collected from South Korean organizations. Data were analyzed using path analysis. Findings The results demonstrated that employees with a high LGO are more likely to engage in knowledge sharing, while employees with a high PPGO are less likely to show knowledge sharing. Moreover, the findings showed that highly learning oriented employees tend to engage in knowledge sharing when they are under leaders who show active BSB. Practical implications To encourage knowledge sharing between employees, organizations need to promote a mastery-structured work environment to help employees develop a stronger LGO. Also, organizations could benefit from implementing training programs for leaders that promote their BSB. Originality/value The research aims to provide a more articulate account for how LGO and PPGO affect employee knowledge sharing in opposite ways. More importantly, this research provides new insights regarding the role of leaders' BSB as a contextual factor in promoting employee knowledge sharing. Using social learning theory as a theoretical framework, this study indicates how employees with a high LGO learn the behaviors of boundary spanning leaders and are more willing to engage in knowledge sharing.
{"title":"Employee goal orientation and knowledge sharing: the moderating effect of leader boundary spanning behavior","authors":"Myungsun Kim, Seckyoung Loretta Kim","doi":"10.1108/lodj-05-2023-0268","DOIUrl":"https://doi.org/10.1108/lodj-05-2023-0268","url":null,"abstract":"Purpose The research aims to examine the impacts of two different types of goal orientation, i.e. leaning goal orientation (LGO) and performance-prove goal orientation (PPGO), on employee knowledge sharing, and whether these relationships are altered by leaders' boundary spanning behavior (BSB). Design/methodology/approach A sample of 170 employees and 93 leaders were collected from South Korean organizations. Data were analyzed using path analysis. Findings The results demonstrated that employees with a high LGO are more likely to engage in knowledge sharing, while employees with a high PPGO are less likely to show knowledge sharing. Moreover, the findings showed that highly learning oriented employees tend to engage in knowledge sharing when they are under leaders who show active BSB. Practical implications To encourage knowledge sharing between employees, organizations need to promote a mastery-structured work environment to help employees develop a stronger LGO. Also, organizations could benefit from implementing training programs for leaders that promote their BSB. Originality/value The research aims to provide a more articulate account for how LGO and PPGO affect employee knowledge sharing in opposite ways. More importantly, this research provides new insights regarding the role of leaders' BSB as a contextual factor in promoting employee knowledge sharing. Using social learning theory as a theoretical framework, this study indicates how employees with a high LGO learn the behaviors of boundary spanning leaders and are more willing to engage in knowledge sharing.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":"33 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135769649","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-15DOI: 10.1108/lodj-10-2021-0494
Korhan Arun, Saniye Yildirim Özmutlu
Purpose This paper aims to analyze the impact of gender in leadership on strategic orientation and the relative impact of these strategic orientations on organizational performance with the leadership of each gender. Design/methodology/approach Cross-sectional survey-based data were collected from 1,260 logistics companies, and 503 responses were found suitable for further data evaluation. Structural equation modeling (SEM) and regression analysis were used to analyze the data and test the hypotheses. Findings Results show that managers' gender affects only the aggressiveness subdimension ( p = 0.018 and ß = 0.114) in strategic orientation decisions and that male managers tend to be more aggressive-oriented than female managers. Strategic orientation is more effective on organizational performance. More clearly, when female executives use the same strategic orientation as their male counterparts, organizational performance is higher than that of male executives. Research limitations/implications Managers' power is related to social norms about their valuable contribution to the organization and roles are associated with experiences. Thus, at different levels of management, different results will be obtained. Practical implications Organizations should only define leadership roles in masculine terms with information or research that explains how women leaders can contribute to the organization's outcomes. Social implications The lack of fit model should not be expected when determining executive-level female leaders' performance. Originality/value There is a significant potential in studying strategic decision-making and whether the ability to provide effective organizational outcomes is related to a person's gender. Even if previous literature suggests that gender stereotypes affect perceptions of men's and women's fit for executive positions, the strategic conception of organizational decisions is immune to gender, but strategy execution is not.
{"title":"Effects of gender diversity in strategic orientation and strategy execution","authors":"Korhan Arun, Saniye Yildirim Özmutlu","doi":"10.1108/lodj-10-2021-0494","DOIUrl":"https://doi.org/10.1108/lodj-10-2021-0494","url":null,"abstract":"Purpose This paper aims to analyze the impact of gender in leadership on strategic orientation and the relative impact of these strategic orientations on organizational performance with the leadership of each gender. Design/methodology/approach Cross-sectional survey-based data were collected from 1,260 logistics companies, and 503 responses were found suitable for further data evaluation. Structural equation modeling (SEM) and regression analysis were used to analyze the data and test the hypotheses. Findings Results show that managers' gender affects only the aggressiveness subdimension ( p = 0.018 and ß = 0.114) in strategic orientation decisions and that male managers tend to be more aggressive-oriented than female managers. Strategic orientation is more effective on organizational performance. More clearly, when female executives use the same strategic orientation as their male counterparts, organizational performance is higher than that of male executives. Research limitations/implications Managers' power is related to social norms about their valuable contribution to the organization and roles are associated with experiences. Thus, at different levels of management, different results will be obtained. Practical implications Organizations should only define leadership roles in masculine terms with information or research that explains how women leaders can contribute to the organization's outcomes. Social implications The lack of fit model should not be expected when determining executive-level female leaders' performance. Originality/value There is a significant potential in studying strategic decision-making and whether the ability to provide effective organizational outcomes is related to a person's gender. Even if previous literature suggests that gender stereotypes affect perceptions of men's and women's fit for executive positions, the strategic conception of organizational decisions is immune to gender, but strategy execution is not.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":"133 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135354138","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-14DOI: 10.1108/lodj-10-2022-0452
Anthony Bagherian, Mark Gershon, Sunil Kumar
Purpose Some Six Sigma (SS) efforts have not been entirely successful. This research paper aims to investigate the leadership style and the elements of it that positively influence the attainment of Six Sigma programs within the automobile industry. Design/methodology/approach The study used a Likert-scale questionnaire and a simple random sampling method. 2,325 potential participants were approached, resulting in 573 responses, primarily from Germany, the United Kingdom and Sweden. 260 completed questionnaires were included in the analysis, utilizing an exploratory and mixed-methods research design to examine the impact of leadership style on Six Sigma success. Statistical methods such as SEM, EFA and CFA were used for data analysis. Findings The study utilized numerous SEM methods, including Exploratory Factor Analysis (EFA) and Confirmatory Factor Analysis (CFA) and identified three key elements of leadership traits: (1) leadership support for long-term improvement strategies; (2) leadership commit to the supplier's organization to maintain quality and supply defect-free products. Research limitations/implications Due to limited participants, the outcome of the research could lead to inadequacies in data interpretation regarding the contextual predispostions, and the research could develop weaknesses in the form of cross-sectional instead of longitudinal data and design. Practical implications The practical implications of this study suggest that institutions, practitioners and researchers can incorporate these two identified factors into leadership traits to promote the sustainable implementation of Six Sigma (SS) initiatives. Originality/value This study makes an original contribution to the assessment of leadership style and its elements in the European automobile industry, utilizing a mixed-methods research design along with descriptive statistics to provide valuable insights.
{"title":"An empirical study on the leadership traits that enable successful six sigma implementation","authors":"Anthony Bagherian, Mark Gershon, Sunil Kumar","doi":"10.1108/lodj-10-2022-0452","DOIUrl":"https://doi.org/10.1108/lodj-10-2022-0452","url":null,"abstract":"Purpose Some Six Sigma (SS) efforts have not been entirely successful. This research paper aims to investigate the leadership style and the elements of it that positively influence the attainment of Six Sigma programs within the automobile industry. Design/methodology/approach The study used a Likert-scale questionnaire and a simple random sampling method. 2,325 potential participants were approached, resulting in 573 responses, primarily from Germany, the United Kingdom and Sweden. 260 completed questionnaires were included in the analysis, utilizing an exploratory and mixed-methods research design to examine the impact of leadership style on Six Sigma success. Statistical methods such as SEM, EFA and CFA were used for data analysis. Findings The study utilized numerous SEM methods, including Exploratory Factor Analysis (EFA) and Confirmatory Factor Analysis (CFA) and identified three key elements of leadership traits: (1) leadership support for long-term improvement strategies; (2) leadership commit to the supplier's organization to maintain quality and supply defect-free products. Research limitations/implications Due to limited participants, the outcome of the research could lead to inadequacies in data interpretation regarding the contextual predispostions, and the research could develop weaknesses in the form of cross-sectional instead of longitudinal data and design. Practical implications The practical implications of this study suggest that institutions, practitioners and researchers can incorporate these two identified factors into leadership traits to promote the sustainable implementation of Six Sigma (SS) initiatives. Originality/value This study makes an original contribution to the assessment of leadership style and its elements in the European automobile industry, utilizing a mixed-methods research design along with descriptive statistics to provide valuable insights.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":"32 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135491412","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-12DOI: 10.1108/lodj-03-2023-0132
Hui Jin, Zheng Wang
Purpose To reveal the effective ways for leaders to motivate employees' innovative behaviour in complex environmental situations, the leadership rapport orientation is subdivided into two types of values-based/instrumental rapport orientation. The mechanism of supervisor developmental feedback in mediating between leadership rapport orientation and employees' innovative behaviour and the moderating effect of ambidextrous environments is explored. This paper aims to discuss the aforementioned objective. Design/methodology/approach Leadership rapport orientation is divided into value-based and instrumental rapport orientation to reveal effective ways for leaders to motivate employees' innovative behaviour in complex environmental situations. Findings The results show that the values-based (instrumental) rapport orientation of leaders impacts employees' innovative behaviour positively (negatively). Originality/value Leaders' values-based/instrumental rapport orientation indirectly influences employees' innovative behaviour through supervisor developmental feedback, which positively moderates the relationship between the values-based or instrumental rapport orientation of leaders and employees' innovative behaviour and further moderates the partially mediating role of supervisor developmental feedback between leaders' values-based/instrumental rapport orientation and employees' innovative behaviour.
{"title":"Mechanisms of cross-level impact of leadership rapport orientation on employees' innovative behaviour","authors":"Hui Jin, Zheng Wang","doi":"10.1108/lodj-03-2023-0132","DOIUrl":"https://doi.org/10.1108/lodj-03-2023-0132","url":null,"abstract":"Purpose To reveal the effective ways for leaders to motivate employees' innovative behaviour in complex environmental situations, the leadership rapport orientation is subdivided into two types of values-based/instrumental rapport orientation. The mechanism of supervisor developmental feedback in mediating between leadership rapport orientation and employees' innovative behaviour and the moderating effect of ambidextrous environments is explored. This paper aims to discuss the aforementioned objective. Design/methodology/approach Leadership rapport orientation is divided into value-based and instrumental rapport orientation to reveal effective ways for leaders to motivate employees' innovative behaviour in complex environmental situations. Findings The results show that the values-based (instrumental) rapport orientation of leaders impacts employees' innovative behaviour positively (negatively). Originality/value Leaders' values-based/instrumental rapport orientation indirectly influences employees' innovative behaviour through supervisor developmental feedback, which positively moderates the relationship between the values-based or instrumental rapport orientation of leaders and employees' innovative behaviour and further moderates the partially mediating role of supervisor developmental feedback between leaders' values-based/instrumental rapport orientation and employees' innovative behaviour.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":"90 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135824718","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-02-22DOI: 10.1108/lodj-11-2021-0516
Astadi Pangarso, A. Winarno, P. Aulia, Dinda Aulia Ritonga
PurposeDigital organisational culture is essential for organisations in the digital era. However, examination of the role of digital organisational culture in government institutions remains limited. Thus, this study aims to investigate the influence of digital organisational culture on employee performance by considering empowering leadership as a predictor.Design/methodology/approachThis study analyses the research framework on the basis of a survey of 76 employees at the Indonesian Ministry of Administrative Reform and Bureaucratic Reform. The framework relating to the influence of digital organizational culture is tested using a mix of partial least square structural equation modeling (PLS-SEM) and an examination of the essential circumstances (necessary condition analysis/ NCA).FindingsThe findings indicate that empowering leadership is a sufficient condition for digital organisational culture. Empowering leadership positively and significantly affects digital organisational culture. Digital organisational culture positively and significantly affects employee performance. Empowering leadership represents a necessary condition for digital organisational culture. A digital organisational culture is necessary and sufficient for government employee performance.Practical implicationsResults of this study practically suggest that digital organisational culture can be considered vital to a strategy for improving government employee performance. Empowering leadership is a key success factor in improving digital organisational culture. This study initiated the identification of the role of digital organisational culture in the government institution context.Originality/valueMethodologically, this study stated a paradigm that combines the PLS-SEM and NCA approaches in public administration research by identifying the influence on sufficient and necessary digital organisational culture government employee performance.
{"title":"Exploring the predictor and the consequence of digital organisational culture: a quantitative investigation using sufficient and necessity approach","authors":"Astadi Pangarso, A. Winarno, P. Aulia, Dinda Aulia Ritonga","doi":"10.1108/lodj-11-2021-0516","DOIUrl":"https://doi.org/10.1108/lodj-11-2021-0516","url":null,"abstract":"PurposeDigital organisational culture is essential for organisations in the digital era. However, examination of the role of digital organisational culture in government institutions remains limited. Thus, this study aims to investigate the influence of digital organisational culture on employee performance by considering empowering leadership as a predictor.Design/methodology/approachThis study analyses the research framework on the basis of a survey of 76 employees at the Indonesian Ministry of Administrative Reform and Bureaucratic Reform. The framework relating to the influence of digital organizational culture is tested using a mix of partial least square structural equation modeling (PLS-SEM) and an examination of the essential circumstances (necessary condition analysis/ NCA).FindingsThe findings indicate that empowering leadership is a sufficient condition for digital organisational culture. Empowering leadership positively and significantly affects digital organisational culture. Digital organisational culture positively and significantly affects employee performance. Empowering leadership represents a necessary condition for digital organisational culture. A digital organisational culture is necessary and sufficient for government employee performance.Practical implicationsResults of this study practically suggest that digital organisational culture can be considered vital to a strategy for improving government employee performance. Empowering leadership is a key success factor in improving digital organisational culture. This study initiated the identification of the role of digital organisational culture in the government institution context.Originality/valueMethodologically, this study stated a paradigm that combines the PLS-SEM and NCA approaches in public administration research by identifying the influence on sufficient and necessary digital organisational culture government employee performance.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2022-02-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44059597","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-02-14DOI: 10.1108/lodj-05-2021-0202
Shiji Lyndon, Ashish Pandey, Ajinkya Navare
PurposeShared leadership literature has primarily focused on investigating its positive impact on performance. Thus, the existing understanding of the emergence of shared leadership is limited. Also, there is a dearth of literature identifying the impact of shared leadership on affective outcomes. This study investigates the impact of transactive memory system and team mindfulness on shared leadership, and subsequently, the impact of shared leadership on team satisfaction through the mediating mechanism of thriving.Design/methodology/approachThe study adopted a mixed-methods approach with sequential explanatory research design. Quantitative study was carried out with a sample of 40 teams. Data were collected at four different time points. Qualitative interviews with 10 teams were carried out to provide insights about the relationships which emerged from the quantitative study.FindingsThe study found support for the impact of transactive memory on shared leadership. However, contrary to our hypothesis, the study found that the interaction effect of transactive memory system and team mindfulness on shared leadership is such that team mindfulness has preventive impact on lack of transactive memory. The results indicate that shared leadership influences team satisfaction through the mediating mechanism of employee thriving.Originality/valueThe study examines under-explored antecedent and boundary condition of emergence of shared leadership, i.e. transactive memory system and team mindfulness. Also, the study makes a methodological contribution by examining the dynamics of shared leadership through both quantitative and qualitative approaches.
{"title":"Emergence and outcomes of shared leadership: unraveling the role of transactive memory system and team mindfulness using mixed-methods approach","authors":"Shiji Lyndon, Ashish Pandey, Ajinkya Navare","doi":"10.1108/lodj-05-2021-0202","DOIUrl":"https://doi.org/10.1108/lodj-05-2021-0202","url":null,"abstract":"PurposeShared leadership literature has primarily focused on investigating its positive impact on performance. Thus, the existing understanding of the emergence of shared leadership is limited. Also, there is a dearth of literature identifying the impact of shared leadership on affective outcomes. This study investigates the impact of transactive memory system and team mindfulness on shared leadership, and subsequently, the impact of shared leadership on team satisfaction through the mediating mechanism of thriving.Design/methodology/approachThe study adopted a mixed-methods approach with sequential explanatory research design. Quantitative study was carried out with a sample of 40 teams. Data were collected at four different time points. Qualitative interviews with 10 teams were carried out to provide insights about the relationships which emerged from the quantitative study.FindingsThe study found support for the impact of transactive memory on shared leadership. However, contrary to our hypothesis, the study found that the interaction effect of transactive memory system and team mindfulness on shared leadership is such that team mindfulness has preventive impact on lack of transactive memory. The results indicate that shared leadership influences team satisfaction through the mediating mechanism of employee thriving.Originality/valueThe study examines under-explored antecedent and boundary condition of emergence of shared leadership, i.e. transactive memory system and team mindfulness. Also, the study makes a methodological contribution by examining the dynamics of shared leadership through both quantitative and qualitative approaches.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2022-02-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45832323","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-02-01DOI: 10.1108/lodj-04-2020-0153
Zhisong Cui, Hongyu Wang, C. N. Nanyangwe
PurposeAdopting an affective events perspective, this paper proposes and tests a moderated-mediation model linking coaching leadership (CL), positive emotion at work (PEW), proactive personality (PP) and constructive deviance (CD).Design/methodology/approachAltogether, 225 supervisor-subordinate pairs from 45 teams within a large Chinese manufacturing enterprise took part in our study. To keep common method bias to a minimal, two sources of data were used (subordinates and their direct supervisors).Findings(1) CL and employee CD have a positive association; (2) employee PEW mediates the connection between CL and employee CD; (3) the positive association between CL and follower PEW is moderated by employee PP such that PP strengthens the CL-PEW relationship (4) employee PP accentuates the indirect impact of CL on employee CD via employee PEW. Specifically, the indirect link is insignificant when PP is low.Originality/value(1) The results of this study enrich the CD literature; (2) the work puts forward a simple but foundational framework for understanding the CL process; (3) the third contribution arises from examining the influence of employee PP on the relationship between CL and employee CD.
{"title":"How does coaching leadership promote employee's constructive deviance? Affective events perspective","authors":"Zhisong Cui, Hongyu Wang, C. N. Nanyangwe","doi":"10.1108/lodj-04-2020-0153","DOIUrl":"https://doi.org/10.1108/lodj-04-2020-0153","url":null,"abstract":"PurposeAdopting an affective events perspective, this paper proposes and tests a moderated-mediation model linking coaching leadership (CL), positive emotion at work (PEW), proactive personality (PP) and constructive deviance (CD).Design/methodology/approachAltogether, 225 supervisor-subordinate pairs from 45 teams within a large Chinese manufacturing enterprise took part in our study. To keep common method bias to a minimal, two sources of data were used (subordinates and their direct supervisors).Findings(1) CL and employee CD have a positive association; (2) employee PEW mediates the connection between CL and employee CD; (3) the positive association between CL and follower PEW is moderated by employee PP such that PP strengthens the CL-PEW relationship (4) employee PP accentuates the indirect impact of CL on employee CD via employee PEW. Specifically, the indirect link is insignificant when PP is low.Originality/value(1) The results of this study enrich the CD literature; (2) the work puts forward a simple but foundational framework for understanding the CL process; (3) the third contribution arises from examining the influence of employee PP on the relationship between CL and employee CD.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2022-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42397953","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-01-31DOI: 10.1108/lodj-06-2021-0286
M. Zia, Julian Decius, M. Naveed, Adnan Anwar
PurposeThe aim of this study is to investigate the relationships between transformational leadership (TL), informal learning and job involvement. The study delineates two pathways from TL to job involvement. The first is an indirect link through informal learning on job involvement, while the second pathway focuses on the moderating role of self-efficacy on the relationship between TL and informal learning.Design/methodology/approachSurvey data were gathered from 596 employees of small services firms in Pakistan. The proposed hypotheses were examined using structural equation modeling.FindingsThe results reveal that TL is indirectly related to job involvement through informal learning. The study also shows that self-efficacy strengthens the relationship between TL and informal learning.Originality/valuePrevious studies have overlooked the potential influence of TL on job involvement through the mechanism of informal learning. The current study addresses this gap by examining informal learning as a mediator between TL and job involvement. Furthermore, the study provides several theoretical and managerial implications for research and practice.
{"title":"Transformational leadership promoting employees' informal learning and job involvement: the moderating role of self-efficacy","authors":"M. Zia, Julian Decius, M. Naveed, Adnan Anwar","doi":"10.1108/lodj-06-2021-0286","DOIUrl":"https://doi.org/10.1108/lodj-06-2021-0286","url":null,"abstract":"PurposeThe aim of this study is to investigate the relationships between transformational leadership (TL), informal learning and job involvement. The study delineates two pathways from TL to job involvement. The first is an indirect link through informal learning on job involvement, while the second pathway focuses on the moderating role of self-efficacy on the relationship between TL and informal learning.Design/methodology/approachSurvey data were gathered from 596 employees of small services firms in Pakistan. The proposed hypotheses were examined using structural equation modeling.FindingsThe results reveal that TL is indirectly related to job involvement through informal learning. The study also shows that self-efficacy strengthens the relationship between TL and informal learning.Originality/valuePrevious studies have overlooked the potential influence of TL on job involvement through the mechanism of informal learning. The current study addresses this gap by examining informal learning as a mediator between TL and job involvement. Furthermore, the study provides several theoretical and managerial implications for research and practice.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2022-01-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43451568","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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