Pub Date : 2021-12-21DOI: 10.1108/lodj-04-2021-0190
Dennis J. Marquardt, Jennifer G. Manegold, L. Brown
PurposeAs ethical leadership has advanced as a construct, the degree to which healthy relational systems explain its effect on employee outcomes has been understudied. With this manuscript we conceptualize and test a model based on a Relational Systems approach to ethical leadership and its relationship with conflict and turnover intentions.Design/methodology/approachTwo studies were conducted to test our hypothesized first- and second-stage moderated mediation model. In Study 1, online surveys were completed by 168 working adults across two different time points. Study 2 extended Study 1 by surveying 115 working adults across three time points using the Mechanical Turk platform.FindingsThe indirect relationship between ethical leadership and turnover intentions via relationship conflict was conditional based on follower moral identity. The negative influence of ethical leadership on relationship conflict and, in turn, turnover intentions was stronger for followers who had higher moral identities. In addition, our findings suggest that leader holding behaviors strengthen the negative indirect effects of ethical leadership on turnover intentions.Originality/valueThis paper demonstrates the usefulness of a Relational Systems theoretical approach to understanding ethical leadership. Specifically, ethical leaders, through their desire and ability to help employees feel known and not alone at work, are better able to reduce relationship conflict and, in turn, reduce employees' desire to leave the organization.
{"title":"Integrating relational systems theory with ethical leadership: how ethical leadership relates to employee turnover intentions","authors":"Dennis J. Marquardt, Jennifer G. Manegold, L. Brown","doi":"10.1108/lodj-04-2021-0190","DOIUrl":"https://doi.org/10.1108/lodj-04-2021-0190","url":null,"abstract":"PurposeAs ethical leadership has advanced as a construct, the degree to which healthy relational systems explain its effect on employee outcomes has been understudied. With this manuscript we conceptualize and test a model based on a Relational Systems approach to ethical leadership and its relationship with conflict and turnover intentions.Design/methodology/approachTwo studies were conducted to test our hypothesized first- and second-stage moderated mediation model. In Study 1, online surveys were completed by 168 working adults across two different time points. Study 2 extended Study 1 by surveying 115 working adults across three time points using the Mechanical Turk platform.FindingsThe indirect relationship between ethical leadership and turnover intentions via relationship conflict was conditional based on follower moral identity. The negative influence of ethical leadership on relationship conflict and, in turn, turnover intentions was stronger for followers who had higher moral identities. In addition, our findings suggest that leader holding behaviors strengthen the negative indirect effects of ethical leadership on turnover intentions.Originality/valueThis paper demonstrates the usefulness of a Relational Systems theoretical approach to understanding ethical leadership. Specifically, ethical leaders, through their desire and ability to help employees feel known and not alone at work, are better able to reduce relationship conflict and, in turn, reduce employees' desire to leave the organization.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2021-12-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49644311","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 : 2021-12-07DOI: 10.1108/lodj-06-2021-0268
Thomas K. Maran, Urs Baldegger, Kilian Klösel
PurposeLeading with vision while granting employees autonomy is one effective organizational response to the demands of a dynamic external environment. The former is thought to align followers' behavior by providing guidance, the latter to increase variance in their behavior by relinquishing control; both exert beneficial but distinct effects on organizational performance. What has remained uncharted heretofore is how these leader behaviors shape their followers' cognition and, subsequently, yield improvements in performance. The authors argue that a leader's vision communication transforms followers' cognitive representation of their work. This not only enables them to specify their goals in alignment with the vision (goal clarity) but also to locate the meaning of their work within the bigger picture of the vision (construal level). By contrast, perceived autonomy in terms of power-sharing might directly affect followers' work engagement more narrowly.Design/methodology/approachThe authors tested the model on a sample of 408 employees from eleven enterprises of a holding company. In the survey, employees reported perceived vision communication and autonomy provided by their leader. Furthermore, the authors assessed the employees' goal attainment. To capture how employees represent their daily work activities, the authors measured their construal level and their goal clarity.FindingsThe results show that both perceived vision communication and granted autonomy improve employees' goal achievement. Moreover, two processes mediate the relationship between vision communication and goal achievement in followers: first, specifying goals in terms of clarity; second, composing a higher-level mental construal of their work. In contrast, no mediation of empowering leader behaviors was found.Originality/valueBetter goal achievement through visionary leadership is therefore achieved through cognitive alignment of followers, while leader-granted autonomy acts as a motivational tool directly on performance.
{"title":"Turning visions into results: unraveling the distinctive paths of leading with vision and autonomy to goal achievement","authors":"Thomas K. Maran, Urs Baldegger, Kilian Klösel","doi":"10.1108/lodj-06-2021-0268","DOIUrl":"https://doi.org/10.1108/lodj-06-2021-0268","url":null,"abstract":"PurposeLeading with vision while granting employees autonomy is one effective organizational response to the demands of a dynamic external environment. The former is thought to align followers' behavior by providing guidance, the latter to increase variance in their behavior by relinquishing control; both exert beneficial but distinct effects on organizational performance. What has remained uncharted heretofore is how these leader behaviors shape their followers' cognition and, subsequently, yield improvements in performance. The authors argue that a leader's vision communication transforms followers' cognitive representation of their work. This not only enables them to specify their goals in alignment with the vision (goal clarity) but also to locate the meaning of their work within the bigger picture of the vision (construal level). By contrast, perceived autonomy in terms of power-sharing might directly affect followers' work engagement more narrowly.Design/methodology/approachThe authors tested the model on a sample of 408 employees from eleven enterprises of a holding company. In the survey, employees reported perceived vision communication and autonomy provided by their leader. Furthermore, the authors assessed the employees' goal attainment. To capture how employees represent their daily work activities, the authors measured their construal level and their goal clarity.FindingsThe results show that both perceived vision communication and granted autonomy improve employees' goal achievement. Moreover, two processes mediate the relationship between vision communication and goal achievement in followers: first, specifying goals in terms of clarity; second, composing a higher-level mental construal of their work. In contrast, no mediation of empowering leader behaviors was found.Originality/valueBetter goal achievement through visionary leadership is therefore achieved through cognitive alignment of followers, while leader-granted autonomy acts as a motivational tool directly on performance.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2021-12-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49342215","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 : 2021-11-23DOI: 10.1108/lodj-01-2021-0036
P. Halliwell, R. Mitchell, B. Boyle
PurposeThe purpose of this paper is to investigate interrelations between enhanced emotional intelligence, leadership self-efficacy and task-oriented leadership behaviour following participation in leadership coaching.Design/methodology/approachOrganisational leaders (coachees) (N = 70) and their subordinates (N = 175) completed online questionnaires pre- and post-coaching. To account for pre-coaching scores, construct latent change scores were assessed using partial least squares structural equation modelling (PLS-SEM).FindingsResults indicate a positive association between enhanced emotional intelligence and leadership self-efficacy, however, little support was found for leadership self-efficacy as a mediator explaining an association between enhanced emotional intelligence and task-oriented leadership behaviour.Practical implicationsOrganisations aiming to improve leader performance through enhancing emotional intelligence and leadership self-efficacy may find value in leadership coaching due to the intervention's positive effect on these constructs, and the positive association observed between developmental changes in these constructs.Originality/valueResearch on the interrelation between emotional intelligence and leadership self-efficacy is scarce. This study extends the literature by investigating the interrelation between developmental changes between these constructs brought about by leadership coaching using latent change scores and PLS-SEM. The study also assesses whether enhanced leadership self-efficacy mediates an association between enhanced emotional intelligence and task-oriented leadership behaviour building on the literature explaining coaching's effect mechanisms.
{"title":"Interrelations between enhanced emotional intelligence, leadership self-efficacy and task-oriented leadership behaviour–a leadership coaching study","authors":"P. Halliwell, R. Mitchell, B. Boyle","doi":"10.1108/lodj-01-2021-0036","DOIUrl":"https://doi.org/10.1108/lodj-01-2021-0036","url":null,"abstract":"PurposeThe purpose of this paper is to investigate interrelations between enhanced emotional intelligence, leadership self-efficacy and task-oriented leadership behaviour following participation in leadership coaching.Design/methodology/approachOrganisational leaders (coachees) (N = 70) and their subordinates (N = 175) completed online questionnaires pre- and post-coaching. To account for pre-coaching scores, construct latent change scores were assessed using partial least squares structural equation modelling (PLS-SEM).FindingsResults indicate a positive association between enhanced emotional intelligence and leadership self-efficacy, however, little support was found for leadership self-efficacy as a mediator explaining an association between enhanced emotional intelligence and task-oriented leadership behaviour.Practical implicationsOrganisations aiming to improve leader performance through enhancing emotional intelligence and leadership self-efficacy may find value in leadership coaching due to the intervention's positive effect on these constructs, and the positive association observed between developmental changes in these constructs.Originality/valueResearch on the interrelation between emotional intelligence and leadership self-efficacy is scarce. This study extends the literature by investigating the interrelation between developmental changes between these constructs brought about by leadership coaching using latent change scores and PLS-SEM. The study also assesses whether enhanced leadership self-efficacy mediates an association between enhanced emotional intelligence and task-oriented leadership behaviour building on the literature explaining coaching's effect mechanisms.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2021-11-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44244436","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 : 2021-11-22DOI: 10.1108/lodj-06-2021-0264
Fatima Batool, Jihad Mohammad, S. Awang
Purpose The main concern of this research is to examine the indirect effects servant leadership on organisational sustainability (OS) through creativity and psychological resilience in the hoteling sector in Malaysia.Design/methodology/approach A survey method based on a questionnaire was employed to gather data from 441 employees working in the hotel industry in Malaysia. The partial least squares technique, SmartPLS3.3.7, was employed to examine the hypotheses.Findings The result of the study found support for effect of servant leadership on creativity and psychological resilience. In addition, the effect of creativity and psychological resilience on OS was supported. Moreover, the mediation role of creativity and psychological resilience between servant leadership and organisational suitability was also supported by data.Originality/value This is a pioneering study that has combined human capital elements (i.e. servant leadership, creativity and psychological resilience) to examine their impacts on OS. Besides, this work has established comparatively new relationships, i.e. the impact of servant leadership on OS through the mediating role of creativity and psychological resilience. In addition, this study has developed relatively new link between psychological resilience and OS. In addition, it has confirmed the validity and reliability of servant leadership and OS at first and second orders.
{"title":"The effect of servant leadership on organisational sustainability: the parallel mediation role of creativity and psychological resilience","authors":"Fatima Batool, Jihad Mohammad, S. Awang","doi":"10.1108/lodj-06-2021-0264","DOIUrl":"https://doi.org/10.1108/lodj-06-2021-0264","url":null,"abstract":"Purpose The main concern of this research is to examine the indirect effects servant leadership on organisational sustainability (OS) through creativity and psychological resilience in the hoteling sector in Malaysia.Design/methodology/approach A survey method based on a questionnaire was employed to gather data from 441 employees working in the hotel industry in Malaysia. The partial least squares technique, SmartPLS3.3.7, was employed to examine the hypotheses.Findings The result of the study found support for effect of servant leadership on creativity and psychological resilience. In addition, the effect of creativity and psychological resilience on OS was supported. Moreover, the mediation role of creativity and psychological resilience between servant leadership and organisational suitability was also supported by data.Originality/value This is a pioneering study that has combined human capital elements (i.e. servant leadership, creativity and psychological resilience) to examine their impacts on OS. Besides, this work has established comparatively new relationships, i.e. the impact of servant leadership on OS through the mediating role of creativity and psychological resilience. In addition, this study has developed relatively new link between psychological resilience and OS. In addition, it has confirmed the validity and reliability of servant leadership and OS at first and second orders.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2021-11-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46633767","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 : 2021-11-19DOI: 10.1108/lodj-04-2021-0144
Charles A. Scherbaum, Loren J. Naidoo, R. Saunderson
PurposeEmployee recognition programs are ubiquitous, and recognition is a multibillion-dollar industry. Yet, very little research has tested the utility of recognition-based interventions. The purpose of this paper was to examine the impact of managerial training for employee recognition on the occurrence of recognition and unit-level performance.Design/methodology/approachThe design was a quasi-experimental field study of branches within a financial services company. Differences between a recognition training group and a no-training control group were examined using objective unit-level performance and recognition data before and after the training intervention.FindingsResults indicated that the training program led to more recognition and improved unit performance compared to control.Research limitations/implicationsThe sample size was small, but the research demonstrates that managerial recognition training is effective.Practical implicationsThis research establishes the effectiveness of recognition training and describes its effects on important business outcomes, supporting the notion that recognition programs may be a worthwhile investment for organizations.Originality/valueThis study is one of the first to demonstrate the benefit of training managers on effective recognition practices on recognition behavior and unit performance.
{"title":"The impact of manager recognition training on performance: a quasi-experimental field study","authors":"Charles A. Scherbaum, Loren J. Naidoo, R. Saunderson","doi":"10.1108/lodj-04-2021-0144","DOIUrl":"https://doi.org/10.1108/lodj-04-2021-0144","url":null,"abstract":"PurposeEmployee recognition programs are ubiquitous, and recognition is a multibillion-dollar industry. Yet, very little research has tested the utility of recognition-based interventions. The purpose of this paper was to examine the impact of managerial training for employee recognition on the occurrence of recognition and unit-level performance.Design/methodology/approachThe design was a quasi-experimental field study of branches within a financial services company. Differences between a recognition training group and a no-training control group were examined using objective unit-level performance and recognition data before and after the training intervention.FindingsResults indicated that the training program led to more recognition and improved unit performance compared to control.Research limitations/implicationsThe sample size was small, but the research demonstrates that managerial recognition training is effective.Practical implicationsThis research establishes the effectiveness of recognition training and describes its effects on important business outcomes, supporting the notion that recognition programs may be a worthwhile investment for organizations.Originality/valueThis study is one of the first to demonstrate the benefit of training managers on effective recognition practices on recognition behavior and unit performance.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2021-11-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48017594","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 : 2021-11-10DOI: 10.1108/lodj-02-2021-0069
Mervat Elsaied
PurposeThe paper aims to clarify the relationship between exploitative leadership (EL) and organizational cynicism (OC). Besides, it aims also to examine the mediating role of emotional exhaustion (EE) underpinning this relation.Design/methodology/approachThe data were collected by a questionnaire from 491 employees, who work in four telecom firms.FindingsThe paper provides empirical insights about how EL influenced OC; it suggested that EE fully mediated the positive relationship between EL and OC.Originality/valueTo the author’s knowledge, it is the first study to address the relationship between exploitative leadership and organizational cynicism. In addition, it is the first one to explore the mediating mechanism of emotional exhaustion underpinning this relation.
{"title":"Exploitative leadership and organizational cynicism: the mediating role of emotional exhaustion","authors":"Mervat Elsaied","doi":"10.1108/lodj-02-2021-0069","DOIUrl":"https://doi.org/10.1108/lodj-02-2021-0069","url":null,"abstract":"PurposeThe paper aims to clarify the relationship between exploitative leadership (EL) and organizational cynicism (OC). Besides, it aims also to examine the mediating role of emotional exhaustion (EE) underpinning this relation.Design/methodology/approachThe data were collected by a questionnaire from 491 employees, who work in four telecom firms.FindingsThe paper provides empirical insights about how EL influenced OC; it suggested that EE fully mediated the positive relationship between EL and OC.Originality/valueTo the author’s knowledge, it is the first study to address the relationship between exploitative leadership and organizational cynicism. In addition, it is the first one to explore the mediating mechanism of emotional exhaustion underpinning this relation.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":"1 1","pages":""},"PeriodicalIF":4.9,"publicationDate":"2021-11-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62014795","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 : 2021-10-14DOI: 10.1108/lodj-08-2020-0355
Bushra Zainab, Waqar Akbar, Faiza Siddiqui
PurposeThis study investigates the impact of transformational leadership and transparent communication on employees' openness to change with the mediating role of employee organization trust and moderating effects of change-related self-efficacy.Design/methodology/approachA sample of 260 employees from banking sector of Pakistan through self-administrated questionnaire participated in this study and the data was analysed through partial least square structural equation modelling (PLS-SEM).FindingsThe results reveal that transformational leadership and transparent communication help to create trust among employees of the organization which ultimately have positive effects on employee openness to change. Further, the results suggest that the presence of change-related self-efficacy significantly moderates relation between the transformational leadership and employee openness to change. However, change self-efficacy does not change the relationship between transparent communication and employee openness to change.Research limitations/implicationsThis study contributes to change management literature and helps organizations to understand the importance of employees and their positive behaviour during change.Practical implicationsThe researcher provides the guidelines for employers to craft change communication policy during the change implementation phase.Originality/valueThis study tests a mediating role of employee organization trust and moderating role of change-related self-efficacy in relation with transformational leadership and transparent communication on employees' openness to change which had not been tested theoretically and empirically in the context of Pakistan.
{"title":"Impact of transformational leadership and transparent communication on employee openness to change: mediating role of employee organization trust and moderated role of change-related self-efficacy","authors":"Bushra Zainab, Waqar Akbar, Faiza Siddiqui","doi":"10.1108/lodj-08-2020-0355","DOIUrl":"https://doi.org/10.1108/lodj-08-2020-0355","url":null,"abstract":"PurposeThis study investigates the impact of transformational leadership and transparent communication on employees' openness to change with the mediating role of employee organization trust and moderating effects of change-related self-efficacy.Design/methodology/approachA sample of 260 employees from banking sector of Pakistan through self-administrated questionnaire participated in this study and the data was analysed through partial least square structural equation modelling (PLS-SEM).FindingsThe results reveal that transformational leadership and transparent communication help to create trust among employees of the organization which ultimately have positive effects on employee openness to change. Further, the results suggest that the presence of change-related self-efficacy significantly moderates relation between the transformational leadership and employee openness to change. However, change self-efficacy does not change the relationship between transparent communication and employee openness to change.Research limitations/implicationsThis study contributes to change management literature and helps organizations to understand the importance of employees and their positive behaviour during change.Practical implicationsThe researcher provides the guidelines for employers to craft change communication policy during the change implementation phase.Originality/valueThis study tests a mediating role of employee organization trust and moderating role of change-related self-efficacy in relation with transformational leadership and transparent communication on employees' openness to change which had not been tested theoretically and empirically in the context of Pakistan.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2021-10-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45433267","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 : 2021-10-12DOI: 10.1108/lodj-06-2021-0254
Jiang Xu, Jih‐Yu Mao, Ye Zhang
PurposeAlthough leader humility is generally considered a positive leadership behavior, this study aims to examine when the positive influences of leader humility are likely weakened.Design/methodology/approachData were collected from a two-wave survey. Ordinary least squares regression analyses were conducted to test the hypotheses.FindingsAlthough leader humility is positively related to perceived leader support, this relationship is weakened when the environment is uncertain, resulting in comparatively lower follower performance.Practical implicationsLeaders should be aware that environmental constraints may weaken the desired outcomes of humility and therefore adapt leadership to situational needs.Originality/valueContrasting to predominant research on leader humility, this study examines a critical boundary condition by which its positive influences are compromised. In light of the disruption caused by the ongoing COVID-19, this study suggests that what usually are considered positive characteristics of leader humility are likely perceived as little leader support when the environment is uncertain. Findings of this study echo contingency leadership theories, which suggest that effective leadership should be context-dependent.
{"title":"Bad time to be humble! When and why leaders should not be humble","authors":"Jiang Xu, Jih‐Yu Mao, Ye Zhang","doi":"10.1108/lodj-06-2021-0254","DOIUrl":"https://doi.org/10.1108/lodj-06-2021-0254","url":null,"abstract":"PurposeAlthough leader humility is generally considered a positive leadership behavior, this study aims to examine when the positive influences of leader humility are likely weakened.Design/methodology/approachData were collected from a two-wave survey. Ordinary least squares regression analyses were conducted to test the hypotheses.FindingsAlthough leader humility is positively related to perceived leader support, this relationship is weakened when the environment is uncertain, resulting in comparatively lower follower performance.Practical implicationsLeaders should be aware that environmental constraints may weaken the desired outcomes of humility and therefore adapt leadership to situational needs.Originality/valueContrasting to predominant research on leader humility, this study examines a critical boundary condition by which its positive influences are compromised. In light of the disruption caused by the ongoing COVID-19, this study suggests that what usually are considered positive characteristics of leader humility are likely perceived as little leader support when the environment is uncertain. Findings of this study echo contingency leadership theories, which suggest that effective leadership should be context-dependent.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2021-10-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48813513","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 : 2021-10-12DOI: 10.1108/lodj-03-2020-0080
Shuzhen Liu, Fulei Chu, Ming Guo, Yuanyuan Liu
PurposeWorkplace safety has been a persistent issue for safety-critical organizations. Based on self-verification theory, this study investigates how authentic leadership affects safety behaviors in a collectivistic context.Design/methodology/approachThis research collected 259 matching questionnaires for high-speed railway (HSR) drivers and their supervisors in China. Specifically, HSR drivers were invited to fill in their general perceived authentic leadership, person-organization fit and collectivistic orientation. In addition, their direct supervisors were invited to assess their safety behaviors.FindingsAuthentic leadership exhibits a significant positive impact on safety compliance and safety participation, implying that authentic leadership positively impacts safety behavior. The person-organization fit partially mediated the relationship between authentic leadership and safety behavior (safety compliance and participation). Furthermore, collectivistic orientation moderates the relationship between authentic leadership and person-organization fit.Originality/valueThe findings of this study provide important insights into authentic leadership and person-organization fit for developing effective strategies to improve workplace safety.
{"title":"Authentic leadership, person-organization fit and collectivistic orientation: a moderated-mediated model of workplace safety","authors":"Shuzhen Liu, Fulei Chu, Ming Guo, Yuanyuan Liu","doi":"10.1108/lodj-03-2020-0080","DOIUrl":"https://doi.org/10.1108/lodj-03-2020-0080","url":null,"abstract":"PurposeWorkplace safety has been a persistent issue for safety-critical organizations. Based on self-verification theory, this study investigates how authentic leadership affects safety behaviors in a collectivistic context.Design/methodology/approachThis research collected 259 matching questionnaires for high-speed railway (HSR) drivers and their supervisors in China. Specifically, HSR drivers were invited to fill in their general perceived authentic leadership, person-organization fit and collectivistic orientation. In addition, their direct supervisors were invited to assess their safety behaviors.FindingsAuthentic leadership exhibits a significant positive impact on safety compliance and safety participation, implying that authentic leadership positively impacts safety behavior. The person-organization fit partially mediated the relationship between authentic leadership and safety behavior (safety compliance and participation). Furthermore, collectivistic orientation moderates the relationship between authentic leadership and person-organization fit.Originality/valueThe findings of this study provide important insights into authentic leadership and person-organization fit for developing effective strategies to improve workplace safety.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2021-10-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45034304","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 : 2021-09-13DOI: 10.1108/lodj-05-2021-0240
Roshni Das
PurposeThere is a dearth of literature on what are the factors in terms of leaders’ and followers’ characteristics that impact innovation at the country level. The purpose of this paper is to build theoretical argument and provide empirical evidence of these factors using a cross-cultural mode of study across 56 nations.Design/methodology/approachThe Bayesian modelling technique is used on data from the GLOBE survey.FindingsInnovation at the individual, team and organisational levels has generally been associated with the relationship-motivated leadership, as opposed to task-motivated leadership. This study confirms that this premise holds at the societal level of analysis as well. The second finding is that in terms of followers’ cultural characteristics, out of three variables (power distance, collectivism and performance orientation) tested, only power distance orientation is found to have a predictive relationship with aggregate innovation. The moderator slope analysis unveils a nuanced understanding of how the interaction between leadership styles and followers’ cultural traits impact national innovativeness.Research limitations/implicationsCulture and leadership configurations that bolster innovation need to be studied more thoroughly.Practical implicationsThis study has implications for multi-country teams involved in research and development activities.Originality/valueTo our knowledge, this is the first study to unpack leader−follower relationships as predictors of national innovation. A leadership-culture fit perspective is advanced.
{"title":"Followership practices as determinants of national innovativeness: a study across 56 cultures","authors":"Roshni Das","doi":"10.1108/lodj-05-2021-0240","DOIUrl":"https://doi.org/10.1108/lodj-05-2021-0240","url":null,"abstract":"PurposeThere is a dearth of literature on what are the factors in terms of leaders’ and followers’ characteristics that impact innovation at the country level. The purpose of this paper is to build theoretical argument and provide empirical evidence of these factors using a cross-cultural mode of study across 56 nations.Design/methodology/approachThe Bayesian modelling technique is used on data from the GLOBE survey.FindingsInnovation at the individual, team and organisational levels has generally been associated with the relationship-motivated leadership, as opposed to task-motivated leadership. This study confirms that this premise holds at the societal level of analysis as well. The second finding is that in terms of followers’ cultural characteristics, out of three variables (power distance, collectivism and performance orientation) tested, only power distance orientation is found to have a predictive relationship with aggregate innovation. The moderator slope analysis unveils a nuanced understanding of how the interaction between leadership styles and followers’ cultural traits impact national innovativeness.Research limitations/implicationsCulture and leadership configurations that bolster innovation need to be studied more thoroughly.Practical implicationsThis study has implications for multi-country teams involved in research and development activities.Originality/valueTo our knowledge, this is the first study to unpack leader−follower relationships as predictors of national innovation. A leadership-culture fit perspective is advanced.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2021-09-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42562828","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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