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Leadership is an essential contributor to employee creative self-efficacy, and past research suggests a positive relationship between servant leadership and creative self-efficacy. However, the relationship is complex and contingent upon moderating variables, and this research examines the moderating effect of role clarity by drawing on social exchange theory and social cognitive theory.

Data collected from a survey among 116 emergency room employees is used to test the research model using moderated ordinary least squares regression.

The results confirm a positive relationship between servant leadership and creative self-efficacy and suggest a U-shaped relationship between role clarity and creative self-efficacy. Furthermore, role clarity positively moderates the relationship between servant leadership and creative self-efficacy.

The sample used for this research mainly consisted of highly educated employees within a specific setting. Future research is needed to study if the relationships found in this research can be generalized to other organizational settings.

This research suggests that leaders can support employees' creative self-efficacy through servant leadership, particularly when coupled with high role clarity.

Rapidly changing work environments are characterized by decreased role clarity, so attention is needed to its moderating role on the relationship between servant leadership and creative self-efficacy.

This paper aims to examine how role clarity mediates the effect of transformational leadership on job engagement and championing behavior in support of the conservation of resources theory.

The authors used a cross-sectional approach to collect data from managerial/nonmanagerial employees within the Pakistani hospitality industry via online and offline questionnaires. A total of 170 responses were used in the data analysis using partial least squares structural equation modeling to test the hypothesized relationships.

Findings show that transformational leadership directly predicts improved role clarity and job engagement. Moreover, role clarity leads to job engagement and championing behavior. Role clarity exhibits a partial mediation effect on job engagement and full mediation on championing behavior.

To bridge the gap in leadership literature, this research assesses the underlying effect of role clarity on the relationship between transformational leadership and its positive outcomes. It provides theoretical and managerial implications regarding the role of transformational leadership characteristics and outcomes.

Although there is growing research on the relationship between ethical leadership and subordinate work behaviors, limited research has examined the boundary conditions under which ethical leadership is more or less effective. The purpose of this paper is to investigate whether subordinate perceptions of role clarity in their job role influence the relationship between ethical leadership and subordinate work behaviors. Drawing on both social exchange and social learning theories, the authors predict that in contexts where subordinates perceive low levels of role clarity, the relationship between ethical leadership behavior and subordinate helping and deviant behaviors will be weaker.

In total, 239 employees in the Chinese public sector completed surveys across three separate time points. Confirmatory factor analysis and hierarchical regression analysis were used to analyze the data.

Analyses provided support for the hypothesized relationships. When subordinates perceived higher levels of role clarity the positive relationship between ethical leadership and helping behavior was stronger, and the negative relationship between ethical leadership and deviant behavior was stronger.

As with all research the findings of this study need to be viewed in light of its limitations. First, the use of data from a single set of respondents opens up the possibility of common method bias. Second, given the study used of a sample of public sector employees from one part of China, there would be value in future research examining whether the findings from the present study are generalizable to other industrial and cultural contexts.

This research has a number of practical implications. Given that the authors found a significant positive relationship between ethical leadership and helping behavior, and a significant negative relationship between ethical leadership and deviant behavior, it is crucial for organizations to include ethical training as an essential part of leadership development programs. However, the findings also suggest at the same time as facilitating the development of ethical leadership behaviors amongst supervisory employees, it is important for organizations to also provide employees with clarity over what is expected of them in their jobs, and the means they should employ to facilitate goal achievement.

This study responds to recent calls for more research to identify factors which may strengthen or mitigate the influence of ethical leadership in the workplace.

The aim of this exploratory study is to assess the impact of role clarity and concern for the other party's goals on soldiers' negotiations with members of the local population within a combat zone.

Following the Dual Concerns Model it was hypothesized that soldiers experiencing high concern for the needs of their Iraqi counterparts would engage in: higher levels of problem solving behavior; report greater trust in their counterparts; and reach more mutually satisfying agreements under conditions of role clarity relative to role ambiguity. A total of 42 officers and non‐commissioned officers serving in Iraq participated in the study.

The results supported the prediction that role clarity moderates the relationship between concern for the other party's needs and various outcomes of the negotiation process.

The study involved a small convenience sample, cross‐sectional design, and a single source of data for all measures. Nonetheless, the results are consistent with other studies examining the theoretical assumptions of the Dual Concern Model and suggest that role clarity may serve as a useful operationalization of high self‐concern and high resistance to yielding.

The study advances knowledge about soldiers' ability to negotiate mutually satisfying agreements with members of the local population. It points to the need to combine a policy of collaboration with local civilians with the communication of a clear set of overall mission and specific negotiation goals and objectives.

Studies about the determinants of the clarity of central bank communication are still scarce. To the authors’ knowledge, there are no studies regarding emerging economies. The purpose of this paper is to contribute to the literature in the following aspects: to analyze the determinants of the clarity of the central bank communication in an inflation targeting emerging economy; observe the influence of inflation volatility over the clarity; and observe the effect of the monetary policy signaling over the clarity.

The work uses readability indexes to measure the clarity of central bank communication. The empirical analysis uses ordinary least squares and the Generalized Method of Moments with one- and two-step estimations.

The findings suggest the inflation volatility reduces the clarity of central bank communication. Moreover, the monetary policy signaling also affects the clarity, but the effect depends on the direction of the signal.

This paper observes the determinants of the clarity considering an emerging economy environment. The clarity of central bank communications is an important tool to access transparency. Hence, the analysis of what determines the clarity of central bank communication is a debate about the level of transparency accessed by the central bank.

There are no studies about the determinants of the clarity of central bank communication in emerging economies. Moreover, the novelty are the effects of inflation volatility and monetary policy signaling over the clarity.

Briefing in a project delivery context is one of the most critical factors in the project success. It defines client requirements, translates these needs into design criteria and generates a design concept. A lack of briefing clarity is one of the main causes of design changes and may lead to project cost and time overruns. This research aims to assess the brief clarity and its influence on project cost and duration.

This research created the PDRI-SD technique by utilising a system dynamic (SD) approach and project definition rating index (PDRI) tool to model the complex system of project briefing and associated variables. Stock and flow diagrams of the main subsystems including the briefing, the detailed design and the construction process, were developed to assess the influence of brief clarity on project cost and time. The PDRI was adopted to measure the briefing clarity and apply in the model. PDRI-SD was then tested in Australian building refurbishment projects to assess the model's effectiveness.

The simulation results indicated that a minor reduction of the lack of clarity throughout the initial briefing process could significantly mitigate unpredicted delay and cost overruns during the detailed design and the construction stage.

This research contributed to the existing body of knowledge by developing an effective technique to measure the impact of lack of brief clarity on project cost and time performance. PDRI-SD can also aid project clients to predict the influence of the initial defined brief on the detailed design and construction process using the historical data of similar previous projects. It provides clients with feedback, indicating whether the brief meets project requirements or whether parts of the project brief require more clarification/rectification before the project handover to the builders.

The purpose of this paper is to ascertain if it is procedural fairness, or role clarity, or both procedural fairness and role clarity that mediate the relationship between non-financial measures and managerial performance. Role clarity and procedural fairness may mediate the relationship between performance measures and managerial performance.

A survey questionnaire was used to collect the required data. The sample was drawn from 149 managers from 103 large manufacturing organisations located in the UK. The data were analysed by structural equation modelling.

The results indicate that it is role clarity that significantly mediates the relationship between non-financial measures and managerial performance. Surprisingly, procedural fairness has no significant mediating effect on the relationship.

To date, no prior studies have investigated systematically the effects of non-financial measures as well as the mechanism by which non-financial measures influence role clarity, procedural fairness and managerial performance. This study contributes by incorporating both procedural fairness and role clarity within an integrated model. This assists the research to ascertain precisely which variable (procedural fairness or role clarity) mediates the relationship between non-financial measures and managerial performance as well as the relative strengths of the two mediating variables.

Ambiguity has become a central concept in strategic communication research in recent years. This paper addresses three central deficits in the research to date. First, clarity-focused approaches and ambiguity-focused approaches are in opposition to each other, resulting in an exaggeration of the advantages and opportunities of the respective favored perspective and affording the opposing position little justification at best. Second, research on strategic ambiguity is by and large limited to the organizational perspective and has little interest in societal change. Third, there has been barely any research into concrete practices of strategic ambiguity and these practices have never been systematized.

The research questions will be answered on the basis of the “Theory of Social Systems” (TSS) by Niklas Luhmann, which can be attributed to the “Communication Constitutes Organization” (CCO) perspective. This perspective seems appropriate because the important concepts of communication and decision making play a central role in the TSS.

Strategic communication oscillates between clarity and ambiguity in order to defuse the dilemma and paradox. The re-entry of the distinction is a second-order observation and, thus, reveals the blind spots of clarity- and ambiguity-focused approaches. On this basis, a systematic approach is developed that encompasses various different dimensions of strategic clarity and ambiguity.

The paper focuses on the oscillation between strategic ambiguity and strategic clarity, making clear that the aim is not simply to substitute a new dominance of ambiguity for the clarity that has dominated textbooks thus far. Instead, it is a matter of reflective management of the distinction between strategic ambiguity and strategic clarity. The systematization of the practices of strategic ambiguity and strategic clarity can ultimately be used as a toolbox for the concrete application of strategic ambiguity and strategic clarity.

Overcoming the dualism of clarity-focused and ambiguity-focused approaches makes it possible, first, to explore the situational use of strategic clarity and strategic ambiguity. Second, the societal theoretical perspective shows the way in which organizations respond with strategic ambiguity to the increase in social contradictions without, however, being able to abandon strategic clarity. Third, using the systematic approach to the dimensions presented here, these practices can be described and examined in context.

Role clarity of frontline staff is critical to their perceptions of service quality in call centres. The purpose of this study is to examine the effects of role clarity and its antecedents and consequences on employee‐perceived service quality.

A conceptual model, based on the job characteristics model and cognitive theories, is proposed. Key antecedents of role clarity considered here are feedback, autonomy, participation, supervisory consideration, and team support; while key consequences are organizational commitment, job satisfaction and service quality. An internal marketing approach is adopted and all variables are measured from the frontline employee's perspective. A structural equation model is developed and tested on a sample of 342 call centre representatives of a major commercial bank in the UK.

The research reveals that role clarity plays a critical role in explaining employee perceptions of service quality. Further, the research findings indicate that feedback, participation and team support significantly influence role clarity, which in turn influences job satisfaction and organizational commitment.

The research suggests that boundary personnel in service firms should strive for more clarity in perceived role for delivering better service quality. The limitations are in sample availability from in‐house transaction call centres of a single bank.

The contributions of this study are untangling the confusing research evidence on the effect of role clarity on service quality, using service quality as a performance variable as opposed to productivity estimates, adopting an internal marketing approach to understanding the phenomenon, and introducing teamwork along with job‐design and supervisory factors as antecedent to role clarity.

The purpose of this study is to analyze the relationship between the performance orientation of employees and self‐promotion in the form of overstating one's performance. It is hypothesized that this relationship depends on task clarity and personalized responsibility.

Data were collected by means of a survey among 281 employees of two Dutch organizations, one active in water management, the other in the justice field.

As expected, a positive relationship was found between performance orientation and self‐promotion, but only when task clarity was low. Personalized responsibility appeared to reduce the strength of the relationship between performance orientation and self‐promotion, but only under conditions of low task clarity.

Inducing high levels of task clarity seems to be generally effective in reducing self‐promotion. If it is not possible to increase task clarity, personalized responsibility is a second best option to reduce self‐promotion

The focus on high performance in modern organizations tends to induce employees to promote themselves as excellent performers. Performance‐oriented employees are especially known to react in this way while they can simultaneously be assumed to refrain from any behavior that is likely to be noticed as self‐promoting. Therefore, it can be hypothesized that factors that can enhance the visibility or traceability of self‐promotion will lead to a reduction in self‐promoting impulses. In the current study, two such factors, task clarity and an employee's personalized responsibility, have been investigated.