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1 – 10 of over 1000The purpose of this study is to explore gender gaps, values and practices in a Sub-Saharan African (SSA) country, specifically to identify gender inequality in Kenyan leadership…
Abstract
Purpose
The purpose of this study is to explore gender gaps, values and practices in a Sub-Saharan African (SSA) country, specifically to identify gender inequality in Kenyan leadership and propose suggestions for advancing gender equity.
Design/methodology/approach
This Kenya study replicated the research design of the Global Leadership and Organizational Behaviour Effectiveness Project for gathering country data. It sampled middle and upper management in the commercial sector (finance and agriculture) and added the civic sectors of health care and education, using quantitative research (267 managers in over 100 organizations) and qualitative research design (30 interviewees from 23 organizations).
Findings
Gender had no apparent effect on leadership attributes nor on preferred modes of leadership. Statistical and thematic analysis revealed conflicting values and behaviours regarding gender equality and leadership. A high cultural dimension score on practices reflects a traditional leadership approach for male dominance, referred to as the Bwana Kubwa model. However, a high value score for gender equality reflects a more contemporary perspective, identified as the Inspirational Idealist. The gender gap presents a cultural paradox and a leadership constraint.
Research limitations/implications
The Inspirational Idealist model advances African leadership theory as it identifies a preferred value-based paradigm of effective performance-based leadership. This is contrary to the prevalent patriarchal practices of the Bwana Kubwa (Big Boss) model, which reflects biased gendered preference.
Practical implications
Male and female leaders need to challenge the status quo and align leadership practices with the articulated cultural values expressed as an Inspirational Idealist model. It has considerable relevance to advancing African leadership theory and informing culturally relevant policies and contextualized practices focused on gender equity in leadership.
Originality/value
This research on practices and values pertaining to gender equality of Kenyan managers is the first in-depth managerial leadership study of any SSA country. It is unique in that it broadened the scope of study to include professional sectors, gender, age and ethnicity variables.
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Huayao Zhang, Junjie Wu, Jing Wen and David Douglas
Determining the role of ethical leadership in the multinational companies’ (MNCs) control practices, the purpose of this paper is to extend Eisenbeiss’ (2012) four central ethical…
Abstract
Purpose
Determining the role of ethical leadership in the multinational companies’ (MNCs) control practices, the purpose of this paper is to extend Eisenbeiss’ (2012) four central ethical leadership orientations into multinational companies’ control contexts – the culturally diversified environment.
Design/methodology/approach
Adopting a multiple-case research design, the authors gather qualitative data from four MNC subsidiaries located in China, that connects three potentially diverse cultural contexts: German, Japanese and Chinese.
Findings
The findings of this paper confirm that ethical leadership compliance (or violation) positively (or negatively) contributes to the internalization of organizational practice transfer, moderated by cultural distance between foreign managers and subsidiaries’ employees. The results reveal that informal control and trust act as lubricants in the internalization process.
Originality/value
This paper evidences the connections between ethical leadership, organizational practice transfer and subsequent performance, along with inclusive cultural moderating factors.
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Sadhna Sargam and Ashish Pandey
Understanding societal expectations of a leader's responsibility and context-specific challenges in less-researched emerging economies has become imperative for foreign…
Abstract
Purpose
Understanding societal expectations of a leader's responsibility and context-specific challenges in less-researched emerging economies has become imperative for foreign Multinational enterprises (MNEs) to survive in these contexts while developing globally responsible leaders. Identification of institutionally sanctioned characteristics, competencies and strategies that assist leaders in dealing with such challenges while achieving shared value has wider implications for academics, practitioners and the literature on responsible leadership (RL), which is the purpose of this paper.
Design/methodology/approach
The authors conducted in-depth interviews of 28 senior indigenous leaders in 3 Indian Multinational corporations (MNCs) in construction sector, following a grounded theory approach.
Findings
The authors identified three vital institutionally driven challenges and four individual-level societal-driven factors, subsequently influencing leaders' strategic decisions and choices to deal with such challenges beyond passive conformance. Contrary to the previous findings, this study also briefly discusses that a mere ethical climate is insufficient; organizations must develop a holistic values climate that works as contextual factors to influence RL.
Originality/value
Contrary to the previous findings suggesting Indian leaders' conformance to constraining forces to RL, by adopting a multilevel approach, the authors identify the context-specific strategic behaviors that responsible leaders adopt in dealing with such forces responsibly. Thus, it is the first multilevel inductive approach conducted in a non-Western context, offering a discrete understanding of RL while addressing some of the inconsistencies in the literature and contributing to cross-cultural leadership research. Also, findings highlight the factors of RL that are more emic and etic for generalization.
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This study focuses on owner-managers’ paternalism and its effects on human resource management (HRM) in micro, small and medium enterprises (MSMEs) during COVID-19 pandemic. It…
Abstract
Purpose
This study focuses on owner-managers’ paternalism and its effects on human resource management (HRM) in micro, small and medium enterprises (MSMEs) during COVID-19 pandemic. It aims to describe and discuss how owner-managers paternalism enhanced the sustainability of exemplary MSMEs.
Design/methodology/approach
A qualitative approach employing Heideggerian interpretive phenomenological methodology was used. Data were collected from 30 exemplary MSME restaurants using non-participant observation, document analysis and in-depth interviews with a purposive sample of 75 key informants: 30 owner-managers and 45 of their employees in 10 Thai tourist provinces over three time periods. Verbatim transcripts were coded using template analysis to generate distilled data summaries.
Findings
Four HRM themes were identified: (1) staffing, (2) development, (3) performance management and (4) compensation. A proposed model was suggested to understand how owner-managers’ paternalism affects four HRM practices. Owner-managers use their authority, combined with high levels of benevolence and morality, through supportiveness and kindness for employees to meet both their work and personal needs. Specifically, their employees repay them through performance and loyalty. This reciprocal relationship positively impacts employers, employees and MSMEs.
Research limitations/implications
The generalization of the study's outcomes is limited by the sample size and study methodology. The findings propose alternative HRM practices for Thai restaurants, therefore, generalization to all types of MSMEs and all areas of the world is not possible. In future research, it would be useful to consider a mixed-methods approach using large samples of MSMEs across the country or in other countries. Some small HR issues that were noted in this study, such as using the horoscope, astrology and zodiac as hiring tools, could be studied further. Future studies should explore the main thrust and relationship established between owner-managers and employees to drive MSMEs' performance.
Practical implications
The findings may be used as guidelines for creating a deep bond between employers and employees to strengthen MSMEs and foster sustainability.
Social implications
Important for instilling HRM practices in MSMEs. This paper provides policy implications for governments, relevant public agencies and other developing countries. They need to put forward for consideration of new strategies for migrant policy, in order to solve the shortage of labor in MSMEs. A well-considered policy could increase employee well-being during crises by bringing supportive strategies together.
Originality/value
This study expands knowledge of the effects of paternalism on HRM practices in shaping employer and employee relationships through social exchange theory (SET).
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Adrian Ariatin, Wawan Dhewanto and Oktofa Yudha
The purpose of this study is to find what kind of leadership is suitable for developing a business in an Islamic boarding school.
Abstract
Purpose
The purpose of this study is to find what kind of leadership is suitable for developing a business in an Islamic boarding school.
Design/methodology/approach
This study used a qualitative research method by conducting in-depth interviews with 16 informants.
Findings
This study resulted in three critical factors leadership qualities, entrepreneurial qualities and Muslim qualities. The unique combination of these essential elements must be in the soul of a business leader in a boarding school in carrying out its business activities to meet school operational costs while developing it into a sustainable business.
Research limitations/implications
This research is limited to being conducted in Indonesia’s most densely populated areas, namely, West Java Province, which also has the highest number of Islamic boarding schools. Not all Islamic boarding schools have business units because their operational needs have been met either by tuition fees or outside assistance.
Practical implications
These findings are expected to be a guideline for other Islamic boarding schools to find out how business leadership in Islamic boarding schools should be in carrying out their activities so that their business not only survives but also develops and competes with other companies.
Originality/value
This study presents a combination of theories of entrepreneurship, leadership and Muslim qualities obtained from the literature review and empirical data from the results of in-depth interviews.
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Ethlyn A. Williams, Kate M. McCombs, Rajnandini Pillai and Kevin B. Lowe
This research aims to examine the influence of Chief Executive Officer (CEO) dark triad traits, follower COVID-19 anxiety and self-leadership on follower evaluations of the…
Abstract
Purpose
This research aims to examine the influence of Chief Executive Officer (CEO) dark triad traits, follower COVID-19 anxiety and self-leadership on follower evaluations of the effectiveness of organizations’ response to the COVID-19 pandemic crisis.
Design/methodology/approach
In this paper data were collected over two time periods. At time 1, mid-October 2021, 650 participants responded to questions on their CEO’s leadership traits and self-leadership. At time 2, (3-week lag) 275 matched individual responses provided followers’ evaluations of the effectiveness of the organization’s COVID-19 response and follower self-leadership.
Findings
CEO dark triad traits had direct and indirect negative effects on followers’ evaluations of the organization’s COVID-19 response (through COVID-19 anxiety). Follower self-leadership mitigated the negative effects.
Research limitations/implications
By examining the moderating role of self-leadership, we can offer organizations evidence-based strategies to mitigate some harmful effects of leaders exhibiting dark triad traits.
Practical implications
Given that organizations are still dealing with the ongoing ramifications of COVID-19 and planning for future crises, our findings emphasize the negative effects of dark traits on COVID-19 anxiety, and in turn, on follower’s evaluation of effective organization response to a crisis, highlighting the importance of top-level leader selection.
Social implications
Our results bolster Manz’s (1986) argument that self-leadership might be key to achieving peak performance in organizations and important for follower well-being.
Originality/value
This study of dark traits is especially important in a crisis context to understand how leaders affect followers’ perceptions about organizational outcomes and factors that might mediate or moderate the negative impact. Despite interest in understanding leadership during a crisis, the majority of research is focused on positive traits of leaders (Palmer et al., 2020).
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Sarawut Pathomphatthaphan, Simanchala Das and Lalatendu Kesari Jena
The purpose of the cross-cultural study is three-fold – (1) to examine the effect of agile strategic human resource management (ASHRM) practices for each stage of the employee…
Abstract
Purpose
The purpose of the cross-cultural study is three-fold – (1) to examine the effect of agile strategic human resource management (ASHRM) practices for each stage of the employee life-cycle on employee outcomes, (2) to investigate employee outcomes – organisational outcome linkage and (3) to explore the link between organisational outcomes and shared values to society.
Design/methodology/approach
The research used random sampling to select 674 managers (358 from India and 316 from Thailand) who work in food processing firms. A structured questionnaire was administered to the respondents separately for collecting data. The authors used PLS-SEM to verify the study hypotheses and related research models.
Findings
The multi-group analysis (MGA) results indicated a significant difference in agile SHRM practices, employee outcomes, organisational outcomes and shared values in the Indian and Thai samples. However, the difference in the impact of the organisational outcome on shared values to society was found to be insignificant, suggesting that organisational outcome had a similar impact on shared values in both countries.
Practical implications
The agile strategic HR practices, especially talent acquisition, learning and development, reward and recognition, must be aligned to suit country-specific culture for improving job satisfaction, employee engagement and employee productivity, which would result in improved organisational outcomes such as profitability and customer satisfaction, ultimately enhancing shared values to society. This comparative analysis would also help the Indian and Thai food sectors develop new strategies or alter existing ones in light of the ASHRM model.
Originality/value
The study provides an innovative ASHRM framework from a cross-cultural perspective, which may help organisations to adopt agile talent acquisition, career development and separation strategies to thrive in the turbulent international business environment.
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Ronald H. Humphrey, Chao Miao and Anthony Silard
After summarizing what has been learned so far, the purpose of this review is to suggest several promising avenues for future research on work-to-family enrichment (WFE) and…
Abstract
Purpose
After summarizing what has been learned so far, the purpose of this review is to suggest several promising avenues for future research on work-to-family enrichment (WFE) and family-to-work enrichment (FWE).
Approach
This is a literature review. After reviewing the existing research and searching for gaps in the literature, new areas of research will be proposed to fill these gaps.
Findings
While much has been learned about the antecedents and consequences of work–family enrichment in both directions, WFE and FWE, much remains to be learned.
Research Implications
Three important outcomes – job performance, organizational citizenship behavior, and counterproductive work behavior – need to be studied regarding WFE and FWE. Although supervisor support has been studied, the field needs to incorporate leadership theories and models to understand this phenomenon. Additional predictors of work outcomes – including emotional intelligence, leadership, emotional labor, social support, gender, and cross-cultural variables – need to be examined. Experience sampling methods and advanced research methodologies should also be used.
Practical Implications
Although prior research has demonstrated the important effects of WFE and FWE, the practical effects on organizations in terms of job performance still need to be investigated.
Societal Implications
The literature review conclusively demonstrates that WFE and FWE are both related to job satisfaction and family satisfaction.
Originality
This is the first review to summarize the existing meta-analytical research in this area and to propose the particular avenues of research advocated in this article.
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