Search results
1 – 10 of 797Khurram Shahzad, Farah Naz, Rimsha Iqbal and Richa Chaudhary
Using social exchange and power-dependence theories, this study advances the emergent debate on the dark side of leadership by examining the impact of despotic leadership style on…
Abstract
Purpose
Using social exchange and power-dependence theories, this study advances the emergent debate on the dark side of leadership by examining the impact of despotic leadership style on employees’ supervisor-rated job performance, job satisfaction and turnover intention with individual-level power distance orientation as a moderator.
Design/methodology/approach
We collected multisource and time-lagged survey data in two waves from 65 leaders and 300 subordinates as paired responses working in different banks, telecom and IT companies.
Findings
It was found that employees’ exposure to despotic leadership harms their job performance and job satisfaction and has a positive effect on their turnover intention. In line with our prediction, low power distance orientation employees react more strongly to despotic leadership while high power distance orientation mitigates its effects on employee job outcomes.
Practical implications
Despotic behavioral tendencies must be taken into consideration while selecting and appointing leaders. Organizational leaders should also refrain from opportunistic and exploitative use of their followers' efforts.
Originality/value
This study adds to the emerging literature on the dark side of leadership by examining the relationship of despotic leadership style with employee job outcomes. The unique contribution of this study is the examination of individual-level power distance orientation as the boundary condition of these relationships.
Details
Keywords
Namra Mubarak, Jabran Khan, Sajid Bashir and Samyia Safdar
The success of projects is a major challenge for information technology (IT) project-based businesses (PBOs). Employees' negative emotions (NE) disrupt the employees' usual work…
Abstract
Purpose
The success of projects is a major challenge for information technology (IT) project-based businesses (PBOs). Employees' negative emotions (NE) disrupt the employees' usual work activities by creating obstacles to routine operations. Organizations should take steps to lessen these NE. The current study assessed the mediating role of NE and the moderating influence of employee mindfulness in the association between despotic leadership (DL) and IT project success (PS).
Design/methodology/approach
Time-lagged data were collected from 341 employees working in various IT-based project organizations in Pakistan using purposive sampling.
Findings
Results were consistent with the authors' hypothesized framework, as DL increases employees' NE, which in turn negatively affects IT PS. In addition, mindfulness plays a buffering role in mitigating the damaging impact of DL on NE.
Originality/value
Previous researchers focused on the positive aspects of leadership and its influence on PS and paid limited attention to the dark leadership style. The authors' study's findings help understand how project-based organizations can reduce employees' NE.
Details
Keywords
Maria Malik, Talat Islam and Yasir Ashraf
Workplace incivility has become a global issue; therefore, this study aims to investigate how spiritual leadership can help employees to overcome uncivil behaviors in the…
Abstract
Purpose
Workplace incivility has become a global issue; therefore, this study aims to investigate how spiritual leadership can help employees to overcome uncivil behaviors in the workplace. Specifically, the authors explored the mediating mechanism between spiritual leadership and workplace incivility through workplace spirituality. The authors further examined how negative personalities (i.e. Machiavellianism, psychopathy and narcissism) moderate workplace spirituality and workplace incivility.
Design/methodology/approach
This study collected data from 369 employees working in the banking sector on a convenience basis. The authors applied structural equation modeling for hypotheses testing.
Findings
The authors noted that spiritual leaders help employees to reduce uncivil workplace behaviors and employees’ perception of workplace spirituality intervenes the same. The authors further identified that the negative association between workplace spirituality and workplace incivility is moderated by the dark triad (Machiavellianism, psychopathy and narcissism) such that individuals high in Machiavellianism, psychopathy and narcissism weaken this negative association.
Research limitations/implications
The cross-sectional design may restrict causality. However, our findings not only contribute to social cognitive theory but also suggest management includes civility intervention as an essential part of organizations’ training and development.
Originality/value
This study not only highlighted the role of spiritual leadership and workplace spirituality toward workplace incivility but also shed light on how negative personalities can ignore workplace spirituality to exhibit uncivil behavior.
Details
Keywords
Muhammad Qamar Zia, Muhammad Sufyan Ramish, Iram Mushtaq, Syeda Tayyaba Fasih and Muhammad Naveed
This study aims to theoretically discuss and empirically test the mediating mechanism of psychological distress and the moderating effects of Islamic work ethics (IWE) in the…
Abstract
Purpose
This study aims to theoretically discuss and empirically test the mediating mechanism of psychological distress and the moderating effects of Islamic work ethics (IWE) in the relationship between despotic leadership and adaptive performance.
Design/methodology/approach
A three-wave survey was used to gather the data from middle managers and their supervisors of construction firms in Pakistan. The final sample consisted of 304 respondents and data analysis was performed through SEM analysis.
Findings
Despotic leadership enhances employees’ psychological distress which results in a negative impact on adaptive performance. In addition, IWE played a buffering role in mitigating the harmful impacts of despotic leadership on adaptive performance.
Originality/value
The study is among the pioneers that have investigated how despotic leadership impacts employees’ adaptive performance via the underlying mechanism of psychological distress through the conservation of resources and social exchange theory lens.
Details
Keywords
Cen April Yue, Yufan Sunny Qin and Linjuan Rita Men
This study is designed to bridge a gap in the existing leadership communication literature by delving into lesser-explored facets of the field. It particularly concentrates on…
Abstract
Purpose
This study is designed to bridge a gap in the existing leadership communication literature by delving into lesser-explored facets of the field. It particularly concentrates on investigating how the verbal aggressiveness of supervisors influences various aspects of the workplace, including workplace emotional culture, the quality of employee–organization relationships (EORs) and the prevalence of counterproductive work behaviors (CWB).
Design/methodology/approach
This study employed a quantitative research design to investigate the impact of supervisors' verbal aggressiveness on employee and organizational outcomes. The data were collected from 392 full-time employees across various organizations and industries in the USA using a self-report questionnaire. The researchers used structural equation modeling (SEM) to analyze the data and test hypotheses.
Findings
The findings of this study showed that supervisors' verbal aggressiveness had a significant positive association with negative emotional culture and employee CWB. However, it had no direct impact on employee–organization relationships. The effect of supervisor verbal aggressiveness on employee CWB was found to be mediated by a negative team-level emotional culture.
Originality/value
This study advances the literature on leadership communication by highlighting the detrimental influence of the dark side of leadership communication. More specifically, by identifying negative emotional culture and employee CWB as the direct outcomes of supervisor verbal aggressiveness, the authors add to the existing theoretical knowledge on verbal aggressiveness in the workplace. Additionally, this study provides empirical evidence of the impact of a negative emotional culture on eliciting employees' CWBs and diminishing relationship quality, adding to the body of knowledge on why managing emotional culture is crucial for organizations and workgroups.
Details
Keywords
Talat Islam, Aiman Asif, Saqib Jamil and Hafiz Fawad Ali
This study aims to investigate how abusive supervisor affects knowledge hiding (KH). Specifically, this study investigates employee silence as a mediating mechanism between…
Abstract
Purpose
This study aims to investigate how abusive supervisor affects knowledge hiding (KH). Specifically, this study investigates employee silence as a mediating mechanism between abusive supervision and employees’ KH. Further, psychological ownership is examined as a buffer between abusive supervision and employee silence.
Design/methodology/approach
KH has become a major issue for both manufacturing and service sectors. Therefore, this study collected data from 322 employees working in manufacturing and service sectors through “Google Forms” during COVID-19. The respondents were contacted through LinkedIn platform between January and July 2021.
Findings
This study noted that when employees working in high-power distance cultures perceive their leaders/supervisors as abusive, they avoid confrontation and engage in silent behavior, which positively affects their KH behavior. However, employees with a high level of psychological ownership are less likely to respond to their abusive supervisors through silence because such employees feel a greater sense of belongingness and prefer to benefit their organization.
Research limitations/implications
This study used a cross-sectional design that restricts causality. However, the findings of this study suggest management to focus on leadership style to minimize KH at the workplace.
Originality/value
To the best of the authors’ knowledge, this study is the first to explore the underlying mechanism (employee silence) and boundary condition (psychological ownership) to explain the association between abusive supervision and KH.
Details
Keywords
Erik Eduard Cremers and Petru Lucian Curșeu
This paper aims to explore the integration challenges during the early stages of implementation of value streams as team aggregation structures as a novel organizational construct…
Abstract
Purpose
This paper aims to explore the integration challenges during the early stages of implementation of value streams as team aggregation structures as a novel organizational construct in a modern organization.
Design/methodology/approach
We use an immersive ethnographic approach to follow the transition to value streams as team aggregation structures in a large organization during the first three years of implementation. We integrate systematic observations with interviews to get insights into the dynamics of change and the most important challenges faced by the organization during this transition.
Findings
We integrate systematic observations collected during the organizational change with insights from interviews carried out with managers to provide tentative answers to some key questions related to the implementation of multiteam systems. We reflect on their performance, entitativity, autonomy as well as on the satisfaction of their members.
Practical implications
We discuss some of the most important managerial challenges during the transition to value streams as novel organizational constructs and we derive some actionable insights for team and value stream managers leading such change processes.
Originality/value
Our study provides a rich account of the first stages of implementing an organizational design that brings together different teams in organizational structures that are focused on the value provided to customers.
Details
Keywords
Priyanka Thakral, Koustab Ghosh and Dheeraj Sharma
The purpose of this paper is to integrate academic research on hubristic organizational leaders by proposing a comprehensive conceptual framework and research directions on the…
Abstract
Purpose
The purpose of this paper is to integrate academic research on hubristic organizational leaders by proposing a comprehensive conceptual framework and research directions on the hubristic literature.
Design/methodology/approach
The paper systematically reviewed 25 years of literature on hubristic organizational leaders based on the PRISMA methodology.
Findings
The literature on hubristic leaders is analyzed, and a conceptual framework is presented that highlights the antecedent, consequence, mediators and moderators. Literature has primarily focused on the negative impact of hubris leadership concerning firm performance and destructive behaviors. Few scholars have explored the positive side of hubris leadership, relating it to innovation and product success.
Originality/value
This paper presents the first systematic review of hubristic organizational leaders, to the best of the authors’ knowledge. The review provides an improved grasp of the current status of research, trends and potential future research directions.
Details
Keywords
Drawing on the conservation of resources (COR) theory, this study aims to examine the effects of servant leadership and despotic leadership on employees’ happiness at work (HAW…
Abstract
Purpose
Drawing on the conservation of resources (COR) theory, this study aims to examine the effects of servant leadership and despotic leadership on employees’ happiness at work (HAW) through job crafting.
Design/methodology/approach
To test the hypothesized relationships, the data were collected from 309 Pakistani employees. Structural equation modeling was used to analyze the data.
Findings
The findings showed that servant leadership is an optimal leadership style for creating employees’ HAW. In addition, job crafting was found to mediate the effects of servant leadership on employees’ broad-based positive attitudinal outcome (HAW). Moreover, results showed that despotic leadership negatively influences employees’ HAW through job crafting.
Originality/value
This study is novel as it investigates how newer forms of positive (servant) and negative (despotic) leadership styles influence employees’ multidimensional attitudinal outcome (HAW) via job crafting. By doing so, this research extends the nomological network of servant leadership, despotic leadership, job crafting and HAW.
Details
Keywords
This study aims to appraise and synthesize evidence examining the effects of toxic leadership on the nursing workforce and patient safety outcomes.
Abstract
Purpose
This study aims to appraise and synthesize evidence examining the effects of toxic leadership on the nursing workforce and patient safety outcomes.
Design/methodology/approach
This is a systematic review in accordance with Preferred Reporting Items for Systematic Reviews and Meta-Analyses protocol. Five electronic databases (SCOPUS, PubMed, Web of Science, CINAHL and Psych INFO) were searched to identify relevant articles. Two independent researchers conducted the data extraction and appraisal. A content analysis was used to identify toxic leadership outcomes.
Findings
The initial literature search identified 376 articles, 16 of which were deemed relevant to the final review. Results of the content analysis identified 31 outcomes, which were clustered into five themes: satisfaction with work; relationship with organization; psychological state and well-being; productivity and performance; and patient safety outcomes. Seven mediators between toxic leadership and five outcomes were identified in the included studies.
Practical implications
Organizational strategies to improve outcomes in the nursing workforce should involve measures to build and develop positive leadership and prevent toxic behaviors among nurse managers through theory-driven strategies, human resource management efforts and relevant policy.
Originality/value
The review findings have provided modest evidence suggesting that working under a leader who exhibits toxic behaviors may have adverse consequences in the nursing workforce; however, more research examining if this leadership style influences patient safety and care outcomes is warranted.
Details