Search results

This research proposes, building on social exchange theory and the componential theory of creativity, a model of servant leadership to investigate its effect on followers' creativity through the intervening mechanism of climate for creativity in the hospitality  industry, operating in a non-Western context.

The study predicted that climate for creativity will play a significant intervening role in the servant leadership–creativity relationship. The study’s data were collected from 232 employees working in 70 Palestinian hotels. Data were analyzed using structural equation modeling (SEM) analyses along with techniques used to reduce common method bias.

The results revealed the significance of climate for creativity as a partial mediator in the relationship between servant leadership and followers' creativity.

The results might be useful for hotel managers in the context of utilizing servant leadership roles for fostering a creative climate. They might, therefore, consider placing servant leaders as a recruitment agenda priority.

This research is novel in three ways. First, its aim is to enrich the empirical literature on servant leadership, which is still in a maturity stage. Second, even with the research studies that are available, limited analysis is found on how servant leadership can stimulate employees' behaviors in the hospitality industry. Third, the study has been conducted in a non-Western context, in contrast to most servant leadership research studies being carried out in Western countries.

Even though every decision a leader makes carries an element of risk, no review on the topic of leadership and risk has appeared in highly-ranked management journals in the past 20 years. This is in contrast to the discipline of psychology in which leadership and risk receives considerable attention, particularly in the field of heroism studies. In the context of the established body of research on the topic of leadership and risk in the discipline of psychology, this review therefore explores the research on leadership and risk in highly-ranked management studies’ journals.

The review was conducted in five stages. During phase 1, journal rankings were used as basis to determine which highly-ranked journals to include in the review. Phase 2 focused on identifying all relevant articles in the journals included in our review. We searched for articles published from 2000 to 2021 with the words “risk” or “danger” and “leader” or “leadership” in their abstracts. In phase 3, the author analysed the abstracts of the articles in depth to determine whether the keywords were included on the basis of an explicit scholarly reflection or research on leadership and risk. Phase 4 focused on analysing articles' treatment of leadership and risk, and assigning key words and key phrases. Finally, during phase 5 key words and key phrases were clustered together thematically.

This study analysis yielded six thematic clusters. The first two clusters – on risk appetite of followers and leaders – are closely related. In total, 12 journal articles explored these themes. The remaining thematic clusters contain four and seven articles each. These clusters are risk, creativity and innovation; risk and failure; risk in dangerous contexts; and risk and gender. Nine of the selected articles did not fit in any of the thematic clusters.

The review reveals a significant lack of research on leadership and risk in highly-ranked management studies’ journals. The author found that the topic of leadership and risk is approached in a binary fashion: successful leaders are viewed as using risk to drive innovation and unsuccessful leaders fail because of risk. The author argues that the heroic bias in leadership research could be partly blamed for this binarism. In practical terms, the author highlights that the growing importance of chief risk officers – leaders appointed to deal with company risk – indicates a clear need for research on leadership and risk in general management studies’ journals.

The aim of this study is to analyze the perception of employees of a Brazilian financial institution about transformational leadership and, subsequently, compare the results amongst the different groups of respondents.

The authors present herein an empirical, descriptive and quantitative study, in which the survey was used as the main data collection technique. The survey was applied to a national sample composed of 603 employees (followers) operating in a financial institution. The authors utilized a few statistical techniques to analyze the data collected, namely descriptive statistics, factor analysis, variance analysis and linear regression.

The results indicate that employees have a high perception toward transformational leadership; no significant differences between the groups of respondents were found. Followers perceive their leader as a transformational agent, who inspires, encourages, considers and motivates them.

The relevance of this research theme and the main findings of this research contribute to managerial practices since the leadership style under investigation is associated with positive outcomes.

This research sought to explore transformational leadership in an unexpected context. The originality of the study relies on the identification of a positive leadership style in the national financial system, which is usually more focused on economic criteria. There is a lack of research on leadership in Brazil, especially when it comes to quantitative studies. Not only the methodology but also the sample representing the entire Brazilian territory bring about the originality of this research.

This research mainly aims to test the impact of two leadership styles (ethical and servant leadership) on employee creativity; and to determine whether organizational citizenship behavior (OCB) mediates the relationships between them.

The paper relied on a quantitative research approach with a sample of 213 staff from public universities in the United Arab Emirates. In this paper, the partial least square approach (PLS-SEM) was employed in order to verify the proposed hypotheses.

The outcomes confirmed that OCB has a positive impact on employee creativity. Additionally, the findings indicated that ethical leadership positively affected OCB and employee creativity. It was also confirmed that servant leadership has a significant positive impact on OCB and employee creativity. Finally, the findings revealed that OCB fully mediates the linkages among servant and ethical leadership and employee creativity.

This paper acknowledges the existing gaps in the prior literature, and enables us to understand clearly about the significance of ethical as well as servant leadership in affecting employee creativity via OCB as a mediator.

The impending demographic shift in the United States (Vespa et al., 2020) will require leadership educators to reexamine the relationship between diversity and inclusive leadership. Our literature review revealed inclusive leadership has historically not been viewed with a diversity perspective. To better understand the link between diversity and inclusive leadership, we reviewed how leadership scholars, researchers, and authors have described the attributes and impacts of inclusive leaders. Through inductive coding, we identified seven attributes (i.e., characteristics and actions) of inclusive leaders. When these attributes are acted upon, inclusive leaders create various impacts on followers. These impacts are applied to Shore et al.’s (2011) inclusion framework. Both the attributes and impacts are presented to provide information and tools to better equip leadership educators with the knowledge to foster classroom inclusion in diverse classroom environments.

With increasing acceptance of followership as a counterpart of leadership, the study of followership within graduate-level leadership and business curricula should be equally considered. Further, an understanding of andragogy, or adult education theory, is of benefit with the inclusion of creativity within a followership curriculum. By developing creative capacity within followership education, graduate students are better equipped to influence the business world with innovative thinking skills that enhance problem solving in an increasingly competitive work environment.

The purpose of this paper is to analyse the moderating role of psychological empowerment on the relationships between authentic leadership and innovative work behaviour, as well as transformational leadership and innovative work behaviour.

We have applied the mixed-method research on the selected case study. The quantitative field study was conducted on a sample of 126 employees in a multinational technological company. A series of paired sample t-tests were followed by a hierarchical regression analysis to test the hypotheses. The qualitative study consists of a content analysis of in-depth semi-structured interviews with four leaders.

The research provides further confirmation of the positive relationship between leadership and innovative work behaviour. Specifically, the results showed that psychological empowerment moderates the relationship between leadership (authentic as well as transformational leadership) and innovative work behaviour.

This paper contributed to leadership and innovation literature and provided insights in studying the boundary conditions on the relationship between authentic leadership, as well as transformational leadership, in stimulating innovative work behaviour through the moderating role of psychological empowerment. The added value is expanded by introducing the comparison of the two leadership theories.

The literature on leadership is quite extensive; however, this study explains the impact of leadership styles on career success, career competence and career adaptability in the health sector. It explains the impact of servant leadership on career competence and career adaptability with a serial mediating impact of psychological safety and proactive behavior as well as self-efficacy and proactive behavior.

It is a quantitative study, and it tested the suggested model in hospitals in Pakistan. The data were collected from 310 health practitioners from the hospitals, and it was analyzed with partial least square structural equation modeling.

The findings suggest that psychological safety and proactive behavior serially mediate the impact of servant leaders on career competence and career adaptability; hence, servant leadership tends to increase career competence and career adaptability of individuals. One more serial mediation has been tested with positive results between servant leadership and career competence and career adaptability.

The study takes a very well theoretically linked model which tests the serial mediating path of servant leadership to career competencies and career adaptability.

The purpose of this paper is to investigate the simultaneous relationships among transformational leadership (TFL), customer citizenship behavior (CCB), employee intrinsic motivation (IM) and employee creativity (EC).

This study was conducted in companies (hotels and tour operators) from the hospitality sector in Vietnam. The respondents were selected based on convenience sampling. A cross-sectional survey design and questionnaire method was used for data collection.

The results of the empirical analysis suggest that: employee IM is significantly associated with EC, both TFL and CCB are positively related to employee IM and EC and employee IM positively mediates the effects of both TFL and CCB on EC.

The results may help managers focus on TFL behavior, CCB and employee IM to achieve higher EC.

This investigation is expected to be new and valuable. Research on relationships of CCB, employee IM and EC is of significant importance but has not been examined to date. It is hoped that this study addresses this important gap in the marketing literature.

This paper aims to examine the mediating role of knowledge sharing (KS) on the relationship between the transformational leadership (TL) and innovation in banks.

Quantitative analysis was conducted by using the structural equations modeling with AMOS 24 to examine the influence of the mediating role of KS on the TL–innovation relationship. Data were collected from 310 employees at 27 banks in Lebanon.

The research highlights that leaders exhibiting transformational behavior were able to promote knowledge-sharing culture that enhances the generation of new ideas, products and processes. The findings confirmed that KS mediates the association of TL and innovation.

The findings point to how TL mobilizes employees to engage in innovative products and processes by encouraging a knowledge-sharing culture.

The research findings advance the understanding of how TL stimulates innovation and highlights the benefits gained by cultivating KS to generate more innovative outcomes.