Search results
1 – 2 of 2Belal Albashiti, Zeeshan Hamid and Mohammed Aboramadan
Building on conservation of resources theory and unfolding theory of turnover, this paper aims to propose a model of the effects of despotic leadership on employees’ job…
Abstract
Purpose
Building on conservation of resources theory and unfolding theory of turnover, this paper aims to propose a model of the effects of despotic leadership on employees’ job satisfaction and turnover intention in the hospitality industry. In this model, the authors theorize psychological distress to play an intervening role among the aforesaid linkages.
Design/methodology/approach
The data were collected in three-waves from 212 employees working in Palestinian restaurants. A covariance-based matrix in structural equation modeling was used to verify the proposed linkages in the study. A marker variable was used to control the common method bias.
Findings
The results showed that despotic leadership has a direct negative effect on job satisfaction and a positive indirect effect on turnover intentions. Besides, psychological distress showed to play significant mediating effects among the aforementioned relationships.
Practical implications
This study gives insights to the hospitality industry on how despotic leadership can be destructive and lead to negative consequences.
Originality/value
This study is unique, as it is the first study conducted on despotic leadership in a hospitality setting. The study responded to scholarly calls made to enrich the literature pertaining to despotic leadership and its outcomes.
Details
Keywords
Mohammed Aboramadan, Belal Albashiti, Hatem Alharazin and Souhaila Zaidoune
The purpose of this paper is to examine the links between organizational culture, innovation and banks’ performance in Palestine.
Abstract
Purpose
The purpose of this paper is to examine the links between organizational culture, innovation and banks’ performance in Palestine.
Design/methodology/approach
Data were gathered from 186 employees working in the Palestinian banking sector. The data gathered were analyzed using the PLS-SEM approach.
Findings
The findings of the study show that organizational culture and marketing innovation have a positive impact on banks’ performance. Moreover, it was found that marketing performance partially mediates the relationship between organizational culture and banks’ performance.
Practical implications
The paper may be of use for banks managers to create an organizational culture, which fosters both innovation and performance.
Originality/value
The paper is unique as it examines organizational culture, innovation and performance links in a non-western context.
Details