Search results

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.

Due to the many changes that have occurred over the last two decades, especially in connection with the ‘new managerialism’, academia is a complex working environment. Multiple skills are demanded from professors, such as acting as entrepreneurs and mentors with designated leadership competences. This paper investigates the leadership role of academic group leaders in the context of higher education in Germany. It is argued that a servant leadership approach can enable professors to provide effective academic leadership in the current university context. This is due to its strong human orientation and low power distance and its focus on facilitating academic excellence, creativity and innovation. The discussion notes the importance of developing academic group leaders and describes some practical means of implementing servant leadership in higher education.

The purpose of this study is to examine the disruption-adaptation associated with knowledge management (KM) of entrepreneurial multitasking of top strategy and tactics executive (TSTE) succession in positions responsible for both S and T. This provides insight into KM and firm performance during turbulent periods.

The study examines investor’s opinions of human capital in the context of managerial succession. The data was based on 900 publicly available appointment announcements between 2006–2014, allowing for the examination of 459 observations of succession in 51 industries.

The findings indicate that the relationship between KM of entrepreneurial multitasking and firm performance was more positive for high innovation firms than for low innovation firms. As well, the relationship between investors’ opinions of a top executive manager’s human capital and firm performance is more positive for small firms than for large firms and more positive for high innovation firms than for low innovation firms.

The study contributes to the literature by systematically examining the announced appointment of executives in one context where KM of entrepreneurial multitasking is prevalent – across marketing strategy and sales tactics (hereafter, S and T) responsibilities – for multiple firms listed at major US stock exchanges across a wide range of industries, using lagged performance data to discern performance outcomes. It highlights important issues related to organizational structure and human capital for firm performance and KM in dynamic environments. Further research could examine the impact on firm performance of a change in structure – from a joint sales and tactics position to a sales or tactics position and vice versa. By studying the impact of change to and from an intertwined position, future scholars can determine the level of risk stemming from coordination uncertainty changes with time.

Of practical relevance, the study shows that vesting dual responsibility for S and T in one executive during managerial succession may not be as universally valuable or adaptive as previously thought. One practical extension of this research may also be that larger firms that are more likely to have clearly defined silos may find that such vesting of multitasking responsibility not as valuable. High innovation and small firms may gain from new executives’ multitasking responsibility for S and T. Thus, firms should think twice before vesting S and T responsibilities with one incoming executive during the leadership change.

Responsibility for both S and T compounds ambiguous accountability, frequently leaving the locus of customer-related problems unclear, and therefore unsolved.

Extant research has overlooked the relationship between the top management team’s (TMT) abilities to multitask firm performance over time across contexts of external and internal change, operationalized as firm innovation and firm size. Nor have studies explored the firm performance implications of external stakeholders’ opinions of such human capital across these contexts. A novel measure of executive-specific human capital – abnormal returns generated the appointment announcement, is introduced. Understanding the capability of a top executive to simultaneously multitask both S and T responsibilities is a critical component of KM; also relevant are investors’ opinions of their human capital, a particular oversight given the challenge of the “great transformational leader” with servant leadership theory (Carayannis et al., 2017; Gregory Stone et al., 2004).

This article examines transformational leadership and servant leadership to determine what similarities and differences exist between the two leadership concepts. The authors posit that the primary difference between transformational leadership and servant leadership is the focus of the leader. The transformational leader's focus is directed toward the organization, and his or her behavior builds follower commitment toward organizational objectives, while the servant leader's focus is on the followers, and the achievement of organizational objectives is a subordinate outcome. The extent to which the leader is able to shift the primary focus of leadership from the organization to the follower is the distinguishing factor in classifying leaders as either transformational or servant leaders. This article also looks at the next stage of developmental issues in servant leadership, such as the challenges facing empirical investigation and measurement, and the changes that are occurring in current thinking about the servant leadership approach. Ultimately, the case is made that although different, both transformational leadership and servant leadership offer the conceptual framework for dynamic leadership.

This paper aims to examine how leadership style in audit firms influences audit quality. The paper further explores the mediating role of knowledge sharing in the relationship between leadership style and audit quality.

The present paper studies the effects of transformational and servant leadership styles on audit quality through knowledge sharing. Data are collected from 396 Iranian external auditors via a questionnaire.

The results show that both transformational and servant leadership style significantly influence audit quality through knowledge sharing. Moreover, the impact of transformational leadership style is stronger than the impact of servant leadership style.

In audit quality literature, little attention has been devoted to both leadership style and knowledge sharing. This paper develops a parsimonious model which shows how leadership style improves audit quality, and how knowledge sharing strengthens the impact of leadership style on audit quality. The results have important implications particularly for audit industry.

本文探討審計公司內的領導風格會如何影響審計質量; 本文亦進一步探索、在領導風格與審計質量的關聯上、知識共享所扮演的調節角色。

本文旨在研究透過知識共享、轉型領導風格和僕人式領導風格會如何影響審計質量。數據取自396名伊朗外聘審計員，方法是透過一份調查問卷而進行的。

研究結果顯示、轉型領導風格和僕人式領導風格兩者均會透過知識共享、影響著審計質量，而且，這影響是頗為顯著的。就影響的程度而言，轉型領導風格的影響則較僕人式領導風格的更為強烈。

在研究審計質量的文獻裡，學者對領導風格和知識共享這兩個課題均沒多大關注。本文建立了一個簡約模型，去顯示領導風格如何能改善審計質量，以及知識共享如何能增強領導風格對審計質量的影響。研究結果給予我們重要的啟示，尤對審計行業而言。

This chapter provides a multilevel perspective on the impact of leaders’ emotional display and control on subordinates’ job satisfaction.

This multilevel study investigates how the association of employees’ perceived immediate leaders’ servant leadership and their job satisfaction is influenced by leaders’ emotional labor. Participants in this study included 180 employees and 40 immediate leaders from 40 groups across 16 firms. To avoid of common methods of variances, multiple ratings were employed. Servant leadership of immediate team leaders and subordinates’ job satisfaction were rated by subordinates.

The results showed the positive relationship between perceived team leaders’ creating value for community (one dimension of servant leadership) and team members’ job satisfaction is strengthened by an increase in leaders’ deep-acting of emotions, but is decreased with an increase in leaders’ surface-acting and expression of naturally felt emotions.

This study confirms that a team leader’s emotional labor is likely to affect team members’ job satisfaction, which is also related to employees’ perceived servant leadership. Although how leaders display their emotions in organizations has a significant influence on the association between leaders’ creating value for community and subordinates’ job satisfaction, this study did not identify the explicit mechanisms to explain why this happens.

These findings will enrich the practice of leaders’ emotional management in organizations.

This chapter is the first to provide a perspective to understand leaders’ emotional labor from cross-level analysis. This study also extends our understandings of the effects of servant leadership and its relationships with subordinates’ job satisfaction through an exploration of each dimension of servant leadership on job satisfaction rather than relying on an overall measure servant leadership.

Servant leadership is an increasingly popular concept in the repertoire of leadership styles. While an intuitively attractive concept, it is systematically undefined and not yet supported by empirical research. Reviews the servant leadership literature with the intent to develop a preliminary theoretical framework. Builds a foundation for categorizing and appraising the functional and accompanying attributes of servant leaders. Once categorized, a formative, rational servant leadership attribute model is constructed. The authors call for further development of the model and empirical research to support it.

The purpose of the study is to ascertain the role of servant leadership in causing innovative work behavior. The study also examines the mediating role of job crafting and sequential mediating role of trust and job crafting between servant leadership and innovative work behavior.

The data were collected from 258 knowledge workers employed in software houses in Pakistan through survey design. The data analysis was done through structural equation modeling.

The results of the analysis of 258 respondents show that servant leadership is related with trust, job crafting and innovative work behavior. The mediation analysis revealed that job crafting mediates the relation between servant leadership and innovative work behavior. Finally, the relation between servant leadership and innovative work behavior was found to be sequentially mediated by trust and job crafting.

The current study contributes to delineating the linking mechanism between servant leadership and innovative work behavior. The main contributions of the study are exploring the mediating role of job crafting along with the sequential mediating role of trust and job crafting.

The purpose of this paper is to examine some of the antecedents and outcomes associated with a sense of place (SOP) on the part of Myanmar migrant workers working in Thailand toward their place of work. The transformational leadership of top management and diversity climate were selected as the antecedent variables, whereas turnover intention was selected as the outcome variable. Belongingness theory and social identity theory were used as the theoretical foundation to support the roles of these variables.

Survey data were collected from Myanmar migrant workers working at two factories in Thailand (n=736). Partial least squares regression was used for the data analysis.

The results support a negative linkage between SOP and turnover intention. The positive contribution of transformational leadership of top management and diversity climate to SOP was also supported. Moreover, diversity climate was found to partially mediate the positive contribution of transformational leadership of top management to SOP. Finally, the analysis found that the linkage between diversity climate and SOP was positively moderated by the length of stay of the Myanmar migrant workers in the organization.

This study provides new evidence showing that SOP also matters for foreign migrant workers in terms of developing emotional attachment to the workplace outside their home country and that these workers were less likely to leave the workplace although they were a culturally minority group in the organization. This research also provides new evidence concerning the role of the transformational leadership of top management and workplace climate, which were antecedents of an SOP toward the organization.