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While organizationally relevant outcomes of charismatic leadership have been studied more extensively, we do not know as much about when and why followers attribute charisma to leaders. Drawing on the self-concept based motivational theory of charisma developed by Boas Shamir and colleagues, we propose that congruence between leaders and followers on a core characteristic, namely organizational identification plays an important role. When leaders are high on identification with the organization, they embody and communicate the values of the organization more strongly in their vision and behaviors, which is likely to affect the attribution of charisma to these leaders, but only for followers who themselves strongly identify with the organization. In contrast, those leaders low on organizational identification are more likely to communicate messages that appeal to followers who are similarly low on identification. A multi-source study in the healthcare sector largely supports our model as congruence between organizational identification levels of leaders and followers is positively linked to perceived charisma and, in turn, charisma relates to followers’ organizational citizenship behavior.

With the ageing global population the demand for nursing jobs and the requirements for complex care provision are increasing. In consequence, nursing professionals need to be ready to adapt, obtain variety of skills and engage in career self-management. The purpose of this paper is to investigate individual, micro-level, resources and behaviors that can facilitate matching processes between nursing professionals and their jobs.

A survey-based study was conducted among 314 part-time and full-time nursing professionals in Hungary.

Consistent with the career construction theory, this study offers evidence on career adaptability as a self-regulatory resource that might stimulate nurses’ adaptation outcomes. Specifically, it demonstrates positive relationships between adaptive readiness (proactive personality and conscientiousness), career adaptability, adapting behaviors (career planning and proactive skill development) and adaptation outcomes (employability and in-role performance).

The cross-sectional design limits causal inference. Relatively small sample of full-time professionals for whom supervisory-ratings were obtained yields the need of further replication.

Stimulating development of nurses’ career adaptability, career planning, and proactive skill development can contribute to sustainable career management. It can facilitate the alignment of nurses to performance requirements of their current jobs, preventing individual person-job mismatch.

Zooming into the context of nursing professionals in Hungary, the study elucidates the understudied link between adaptivity and adapting responses and answers the call for more research that employs other-ratings of adaptation outcomes. It demonstrates the value of career adaptability resources for nurses’ employability and in-role performance.

What role can service employees’ direct supervisors play in stimulating service excellence? The aim of the current study was to provide more insight into the relationship between perceived leader behaviour and employees’ willingness to provide excellent service as well as their perceptions of service quality. In a survey study involving more than 3,500 service employees, the impact of the behaviours of first‐line supervisors on service related outcomes was studied. Supervisors’ supportive behaviours, providing useful information, giving feedback, fair evaluations of performance and their direct stimulation of service related behaviours were all found to be positively related to service outcomes. The results as well as the practical implications of these findings are discussed.

To provide an inventory of leader behaviours likely to enhance employees' innovative behaviour, including idea generation and application behaviour.

Based on a combination of literature research and in‐depth interviews, the paper explores leadership behaviours that stimulate employees' idea generation and application behaviour. The study was carried out in knowledge‐intensive service firms (e.g. consultants, researchers, engineers).

It was found that there were 13 relevant leadership behaviours. Although innovative behaviour is crucial in such firms, it has received very little attention from researchers. Leaders influence employees' innovative behaviour both through their deliberate actions aiming to stimulate idea generation and application as well as by their more general, daily behaviour.

Future quantitative research could condense our overview of leader practices, explore which practices are most relevant to employees' idea generation and/or application behaviour, which contingency factors influence the leadership‐innovative behaviour connection and provide information as to whether different practices are relevant in other types of firms.

Neither the innovation nor the leadership field provides a detailed overview of specific behaviours that leaders might use to stimulate innovation by individual employees. This paper fills that void.

The purpose of this paper is to examine the extent to which measures and operationalisations of intra‐organisational trust reflect the essential elements of the existing conceptualisation of trust inside the workplace.

The paper provides an overview of the essential points from the rich variety of competing conceptualisations and definitions in the management and organisational literatures. It draws on this overview to present a framework of issues for researchers to consider when designing research based on trust. This framework is then used to analyse the content of 14 recently published empirical measures of intra‐organisational trust. It is noted for each measure the form that trust takes, the content, the sources of evidence and the identity of the recipient, as well as matters related to the wording of items.

The paper highlights where existing measures match the theory, but also shows a number of “blind‐spots” or contradictions, particularly over the content of the trust belief, the selection of possible sources of evidence for trust, and inconsistencies in the identity of the referent.

It offers researchers some recommendations for future research designed to capture trust among different parties in organisations, and contains an Appendix with 14 measures for intra‐organisational trust.

The value of the paper is twofold: it provides an overview of the conceptualisation literature, and a detailed content‐analysis of several different measures for trust. This should prove useful in helping researchers refine their research designs in the future.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Movers and shakers in the business world will often cite former bosses among the inspirational figures who helped to shape them. Of course, some leading lights will be a bit more circumspect when they talk about their early experiences, perhaps believing that they got where they are in spite of the behavior of their former leaders, rather than because of it.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Although the literature shows that ethical leadership reduces the risk of burnout, research still lacks a comprehensive understanding of the mediating effects between ethical leadership and burnout. As media reports on working conditions in the academic context often tie the problem of unethical leadership practices to illegitimate tasks, this study focuses on illegitimate tasks as a mediator between ethical leadership and burnout.

The research model is tested using structural equation modeling and data from 1,053 doctoral and postdoctoral students in randomly selected German state universities.

The results significantly support all hypothesized effects, showing direct correlations between (1) ethical leadership and illegitimate tasks, (2) ethical leadership and burnout facets and (3) illegitimate tasks and burnout facets. The relationship between ethical leadership and burnout is thus partially mediated by illegitimate tasks.

The authors recommend three major fields of action for practice. These fields comprise (1) the leadership situation, (2) the leader and (3) the follower.

The presented model is the first that connects the relationship between ethical leadership and burnout with illegitimate tasks and looks at ethical leadership from a stress-as-offense-to-self (SOS) perspective.