Search results
1 – 10 of 203Drawing on the transformational leadership theory, this study empirically tests the relationship between individual-focused transformational leadership (IFTL) (i.e. individualized…
Abstract
Purpose
Drawing on the transformational leadership theory, this study empirically tests the relationship between individual-focused transformational leadership (IFTL) (i.e. individualized consideration and intellectual stimulation) and change-oriented organizational citizenship behavior (Ch-OCB), proposing the mediating mechanism of job crafting. Also, this study examines the moderating role of employee resilience on the relationship between job crafting and Ch-OCB.
Design/methodology/approach
A nested data model using a 4-wave time-lagged sample of 210 employees–supervisors dyads from Indian information technology (IT) organizations was tested using hierarchical linear modeling.
Findings
The study results showed a significant association between IFTL and Ch-OCB. Furthermore, job crafting mediated the relationship between IFTL and Ch-OCB. Additionally, the findings indicate that the positive relationship between job crafting and Ch-OCB was found to be stronger when employee resilience levels were higher.
Practical implications
The study offers significant practical implications to managers, counselors and human resource management (HRM) practitioners for stimulating Ch-OCB. The study findings would aid HRM practitioners in designing individualized-oriented leadership programs to encourage employees to exhibit proactive job-crafting behavior, further augmenting Ch-OCB.
Originality/value
This paper adds to the existing transformational leadership literature by proposing new pathways through which IFTL stimulates job crafting, further leading to enhanced Ch-OCB. Mainly, research studies need to shed more light on leadership characteristics that influence employees' proactive and adaptive work behavior, i.e. job crafting and Ch-OCB. Essentially, this study examined the underlying mechanism through which IFTL relates to employees' Ch-OCB.
Details
Keywords
Wasim Get, Bogdan Oprea and Amalia Miulescu
The present study examines the incremental validity of engaging leadership in predicting five fundamental organizational outcomes (followers’ organizational commitment, work…
Abstract
Purpose
The present study examines the incremental validity of engaging leadership in predicting five fundamental organizational outcomes (followers’ organizational commitment, work engagement, task performance, organizational citizenship behaviour and counterproductive work behaviour) over transformational leadership.
Design/methodology/approach
The study is cross-sectional in nature and a survey questionnaire was used for data collection. Data were collected from 402 workers in different fields. Hierarchical multiple regression was used in order to determine the incremental validity of engaging leadership.
Findings
Our results indicated that engaging leadership contributes additional variance over and above transformational leadership in predicting the five organizational outcomes.
Practical implications
The results of the study suggest that combining engaging leadership interventions with transformational leadership interventions may lead to better results.
Originality/value
The present study supports the empirical distinction of engaging leadership from transformational leadership, addressing possible concerns regarding construct redundancy.
Details
Keywords
Zheng Zhang, Wenru Liu and Wei He
Based on the conservation of resource theory, this paper explores the impact of differentiated transformational leadership on employees' taking charge in the context of Chinese…
Abstract
Purpose
Based on the conservation of resource theory, this paper explores the impact of differentiated transformational leadership on employees' taking charge in the context of Chinese organizations, with psychological availability as a mediator and collectivism orientation as a moderator.
Design/methodology/approach
The authors distributed paired questionnaires to 67 team managers and 219 team members to obtain research data and established a hierarchical linear model for the hypothesis testing.
Findings
The results show that team-focus transformational leadership has a significant positive impact on employees' taking charge, and individual-focus transformational leadership has a significant negative impact on employees' taking charge. Specifically, psychological availability plays a partial mediating role between differentiated transformational leadership and employees' taking charge. Moreover, collectivism orientation has no significant moderating effect between team-focus transformational leadership and psychological availability. But it has a significant moderating effect between individual-focus transformational leadership and psychological availability, i.e. the higher the level of collectivism orientation, the stronger the negative effect of individual-focus transformational leadership on psychological availability.
Originality/value
The paper notes the hierarchy of differentiated transformational leadership and divides it into team-focus transformational leadership and individual-focus transformational leadership. It also provides a new mechanism and boundary condition, i.e. differentiated transformational leadership has an impact on employees' taking charge through psychological availability and collectivism orientation is a moderator.
Details
Keywords
Irrespective of the importance of collective job crafting for team performance, its antecedents have not been fully comprehended. Drawing upon social cognitive theory, this study…
Abstract
Purpose
Irrespective of the importance of collective job crafting for team performance, its antecedents have not been fully comprehended. Drawing upon social cognitive theory, this study proposes that sales managers’ charismatic leadership interacts with collective proactive personality in predicting collective job crafting, which in turn influences sales teams’ customer relationship performance and financial performance.
Design/methodology/approach
Data were collected from 481 sales employees and 64 sales managers from 64 sales departments of tour companies. These multi-source data were analyzed through structural equation modeling.
Findings
The findings revealed that charismatic leadership was positively associated with sales teams’ collective job crafting, which was in turn positively related to sales teams’ customer relationship performance and financial performance. Collective proactive personality negatively moderated the impact of charismatic leadership on collective job crafting.
Originality/value
This study advances the extant knowledge by identifying the role of collective job crafting in translating charismatic leadership into sales teams’ performance.
Details
Keywords
The purpose of this paper is to understand how Chairman and Managing Director (CMD) of the National Research Development Corporation, India, Hanumanthu Purushotham had facilitated…
Abstract
Purpose
The purpose of this paper is to understand how Chairman and Managing Director (CMD) of the National Research Development Corporation, India, Hanumanthu Purushotham had facilitated a turnaround of the organization and ensured profitability during his tenure there. This is one of the series of interview-based studies that focuses on a South Asian CEO, with the goal of ascertaining his leadership and management style in a volatile situation. This brief paper expounds how leader traits and transformational leadership can positively impact an organizational turnaround and fuel growth.
Design/methodology/approach
This paper uses primary interviews and complements the findings with secondary data sources such as annual reports and management literature on leadership trait, transformational leadership and organizational turnaround.
Findings
The study found that socioeconomic factors have a bearing on leadership attributes. In this instance, the CMD's early years, diverse work experiences, bright traits and transformational leadership positively impacted organizational performance. Therefore, not only the qualifications but also the qualities of a leader are pivotal in shaping success of an organization.
Originality/value
The narrative provides an instance of how decision-making driven by strategic leadership can change firm performance. The rich experiences of the India-educated CMD, a government job holder all-through, provides a veteran's view to decision-making in a state-controlled firm and helps us understand how an organization can be transformed in a limited time and with scarce resources.
Details
Keywords
Servant leadership suggests that leaders should focus on the betterment and psychological needs of their followers at work. However, little is known about the relationships among…
Abstract
Purpose
Servant leadership suggests that leaders should focus on the betterment and psychological needs of their followers at work. However, little is known about the relationships among servant leadership, leader–member exchange (LMX) and psychological capital (PsyCap) in the field of education. The purpose of this paper is to propose a conceptual framework on the mediating role of LMX in the relationship between servant leadership and followers' PsyCap based on theory and previous empirical research, particularly in the context of higher education.
Design/methodology/approach
To achieve the purpose of the study, a review of literature was conducted to develop a conceptual framework.
Findings
Findings suggested that servant leadership can positively influence followers' PsyCap via the mediating effect of LMX.
Originality/value
By positing that servant leadership affects followers' PsyCap via LMX in the context of higher education, this paper's framework lays a strong foundation for the expansion of the servant leadership knowledge base as well as for future theory development and debate.
Details
Keywords
Drawing on the “conservation of resources” theory, the current study examines the mechanisms by which individual-focused transformational leadership (i.e. individualized…
Abstract
Purpose
Drawing on the “conservation of resources” theory, the current study examines the mechanisms by which individual-focused transformational leadership (i.e. individualized consideration and intellectual stimulation) is associated with employees' taking charge by investigating the mediating roles of psychological capital and thriving at work.
Design/methodology/approach
A three-wave research study was conducted, and the data for the study included 220 employees’-supervisors’ dyads from Indian IT (information technology) organizations. Further, confirmatory factor analysis (CFA) was utilized to assess the measurement model, and study hypotheses were tested using Process macro.
Findings
The study results showed that individual-focused transformational leadership (IFTL) is strongly associated with psychological capital, thriving at work and taking charge. The findings of Process macro analyses indicated that IFTL, directly and indirectly, impacts taking charge behavior via psychological capital and thriving at work.
Practical implications
The study offers significant practical implications to managers, counsellors and HRM practitioners for crafting workplace interventions to augment employees taking charge behavior. The study findings would aid HRM practitioners in designing individualized-oriented leadership programs for building employees' positive psychological capabilities and thriving experiences for taking charge.
Originality/value
This paper broadens the existing leadership literature by proposing new pathways through which IFTL encourages employees to take charge. Mainly, research studies need to shed more light on leadership characteristics that influence employees' positive psychological behavior, that is psychological capital and thriving at work. Consequently, this study examined the underlying mechanism through which leadership, psychological capital and thriving interact to stimulate employees taking charge behavior.
Details
Keywords
Shalini Srivastava and Lata Bajpai Singh
The success of an organisation is very much determined by the organisational citizenship behaviour of its employees, and the leader plays a substantial role in strengthening this…
Abstract
Purpose
The success of an organisation is very much determined by the organisational citizenship behaviour of its employees, and the leader plays a substantial role in strengthening this positive behaviour as it helps in disseminating the best practises amongst its stakeholders. The aim of this study is to examine if psychological ownership mediates the association between inclusive leadership and organisational citizenship behaviour. Additionally, it is examined whether leader–follower value congruence has a moderating role in the influence of inclusive leadership on the psychological ownership of the employees.
Design/methodology/approach
Data from 292 employees working in Indian hotels were collected utilising supervisor–supervisee dyadic design. The study utilised partial least squares (PLS-SEM) to test the hypothesised associations.
Findings
The outcomes of the study found that psychological ownership acts as a complementary mediator between inclusive leadership and organisational citizenship behaviour and the moderating impact of leader–follower value congruence strengthens the association concerning inclusive leadership and psychological ownership. The study’s findings indicate that leader–follower value congruence is of utmost importance in strengthening follower's constructive behaviour.
Practical implications
The study offers relevant inputs and measures for HR professionals in the Indian hospitality industry to acknowledge, strengthen and reward inclusive leadership, along with ways of promoting leader–follower value congruence that have significant positive outcomes in terms of the improvement in the sense of ownership and citizenship behaviour amongst the employees.
Originality/value
In the post-pandemic scenario, the hospitality industry has picked up the pace of growth, leading to an increased requirement for talented resources in the industry. Keeping this background in mind, the top management must keep an eye on their inclusive leaders, as they are the pillars in creating a culture of ownership and positive behaviours in the organisation.
Details
Keywords
In view of the increasing exploration and scattered literature on digital leadership, this study aims to clarify the concept, characteristics and structure of digital leadership…
Abstract
Purpose
In view of the increasing exploration and scattered literature on digital leadership, this study aims to clarify the concept, characteristics and structure of digital leadership, identify its focus research themes and further determine future research directions in this field.
Design/methodology/approach
A systematic literature review is adopted in this study using 53 academic documents published in peer-reviewed journals and conference proceedings, which comprehensively combs and analyzes the research achievements.
Findings
The key characteristics of digital leadership are vision motivation, digital empowerment, innovation and entrepreneurship, cross-boundary collaboration and dynamic adaptation. Digital strategic thinking, digital insight, digital change and digital talent development are the core dimensions of digital leadership. Besides, there are three main research topics: the application of digital leadership in certain contexts including school education, government governance and business management; the development of digital leadership scale within diverse contexts; and the effectiveness of digital leadership at the organizational, team and individual levels. Digital leadership has a positive role in organizational change and innovation, team effectiveness, and employee creativity and innovation behavior.
Originality/value
This study helps to clarify the connotation of digital leadership and its research progress, status and gaps, which contributes to the thorough knowledge system in the digital leadership area and the promising avenues for future research.
Details
Keywords
Ravit Mizrahi-Shtelman and Gili S. Drori
The study discusses the professionalization of academic leadership in Israel by analyzing and comparing two different training programs: the Hebrew University of Jerusalem’s…
Abstract
The study discusses the professionalization of academic leadership in Israel by analyzing and comparing two different training programs: the Hebrew University of Jerusalem’s (HUJI) program and the CHE-Rothschild program. The HUJI program began in 2016 to train the professoriate to take charge of leadership positions alongside a separate program for administrative staff, while the CHE-Rothschild program was launched in 2019 to train academic leaders, both professors and administrators from universities and colleges nationwide. The analysis reveals two “ideal types” of collegiality: While Model A (exemplified by the HUJI program) bifurcates between the professoriate and administrative staff, Model B (exemplified by the CHE-Rothschild program) binds administrative and academic staff members through course composition, pedagogy, and content. The study suggests a pattern of redefinition of collegiality in academia: we find that while academic hierarchies are maintained (between academic faculty and administrative staff and between universities and colleges), collegiality in academia is being redefined as extending beyond the boundaries of the professoriate and emphasizing a partnership approach to collegial ties.
Details