Leadership & Organization Development Journal: Volume 43 Issue 6

Striving for the bottom line: the impact of supervisor bottom-line mentality on employees' work effort and helping behavior

Silu Chen, Yanghao Zhu, Wenxing Liu, Jianghua Mao, Kai Gao

This study aims to advance the bottom-line mentality (BLM) literature by drawing on goal-setting theory to examine the positive effects of supervisor BLM on employees' behavior.

Leader boundary-spanning behavior and creative behavior: the role of need for status and creative self-efficacy

Seckyoung Loretta Kim, Donghwan Lee, Seokhwa Yun

The purpose of this research is to examine the positive relationship between leader's boundary-spanning behavior and employee creative behavior. Moreover, the research…

The contagious servant leadership: exploring the role of servant leadership in leading employees to servant colleagueship

Muhammad Mumtaz Khan, Muhammad Shujaat Mubarik, Syed Saad Ahmed, Tahir Islam, Essa Khan

This paper intends to ascertain whether servant leadership can trigger servant colleagueship among subordinates. Additionally, the study is set out to divulge the mediating role…

Living with tensions in the workplace: a grounded theory of paradoxical leadership in cultivating subordinates' paradox mindset

Jun Yin

The purpose of this paper is to investigate the process of how paradoxical leadership cultivates subordinates' paradox mindset.

Do leaders and followers see eye to eye? Exploring patterns of congruent expectations and self-views in leader-follower relationships

Patrick Terrence Coyle, Roseanne Foti

The authors examine mutually exclusive sub-groups of congruent expectations for leader and follower roles relate to sub-groups of self-other endorsement, and how these patterns…

Prevention-focused leadership and well-being during the pandemic: mediation by role clarity and workload

Keyao Li, Mark A. Griffin

The global pandemic has required organisational leaders to respond rapidly in a time of uncertainty. A specific challenge for leaders during the global pandemic is the salient and…

Should we stop using the label of “paternalistic leadership”? Evidence from three Chinese samples

Chi-Sum Wong, Junbang Lan, Kelly Z. Peng, Joyce Iun

Proponents of paternalistic leadership argue that a paternalistic leader is authoritative and at the same time, a benevolent and moral individual, and this style is effective in…

The relationship between emotional intelligence, transformational leadership, and performance: a test of the mediating role of job satisfaction

Joather Alwali, Wafaa Alwali

This paper examines the effect of job satisfaction on job performance among physicians in Iraq's public hospitals. It also determines the mediating role of job satisfaction on the…

Leader humility and inter-firm collaboration: the moderating role of firm status and environmental uncertainty

Jieyu Zhou, Mengmeng Bu, Liangding Jia

The purpose of this paper is to investigate how CEO humility influences inter-firm collaboration (IFC) and the moderating roles of firm status (a firm's relative position in a…

Developing a leadership potential model for the new era of work and organizations

Kevin S. Groves, Ann E. Feyerherm

Unprecedented transformations to the nature of work and organizations are compelling leadership and organization development scholars and practitioners to reexamine the relevance…

What about leader engagement? A preliminary analysis of this forgotten variable

Colleen Hayden, Yoko Miura

Since the early 2000s, employee engagement has become a growing point of interest for scholars, organizations, and consultants alike due to its association with a variety of…