Search results

Reverse mentoring is gaining attention as a means to engage and retain young employees by facilitating the exchange of knowledge, ideas and perspectives with their senior counterparts (leaders). Despite its widespread recognition, there remains a significant scarcity of empirical evidence regarding its enablers and effectiveness. Building on this research gap, this study aims to investigate the association between leader humility, reverse mentoring and subordinate turnover intentions using the theoretical frameworks of job demand resource theory and social exchange theory. In addition, the study assesses how leader competence moderates the impact of leader humility on promoting reverse mentoring.

The study used time-lagged multi-wave data with a two-week interval between each wave, collected from 386 information technology professionals working in different organisations in India. The hypotheses developed were tested using partial least square structural equation modelling.

The finding from the analysis reveals that leader humility had a significant impact in promoting reverse mentoring, which consequently led to reduced subordinate turnover intentions. In addition, leader competence positively moderates the association between leader humility and reverse mentoring.

To the best of the authors’ knowledge, this study is the first to empirically examine the impact of reverse mentoring on subordinates’ turnover intentions, as well as the indirect effect of leader humility on turnover intention through reverse mentoring. Furthermore, the study sheds light on the previously under-researched boundary conditions of leader humility.

This paper empirically aims to investigate the mediating role of leader knowledge-sharing behaviour (LKSB) in the relationship between humble leadership (HL) and work engagement (WE).

The responses of 321 employees in hospitality organisations in Jordan were collected via an online survey. The study data was then analysed using structural equation modelling.

The study found that leaders showing humble behaviour were able to share knowledge that ultimately improved employees’ work engagement; thus, confirming that leaders sharing knowledge behaviour mediates the relationship between HL and all three dimensions of work engagement.

This study delves into and sheds further light on HL theory by proposing that LKSB serves as a motivational basis for the relationship between HL and employees’ work engagement. By bolstering the mediating mechanism of LKSB, the findings provide new, deeper insights into the influence of HL on all three dimensions of work engagement.

The purpose of this paper is to propose a conceptual framework for practicing inclusive dialogic organization development (OD).

This paper reviews and presents Robert Kegan’s theory and practice of deliberately developmental organization as an exemplary model for dialogic OD.

The paper suggests three conditions to make the constantly emerging organizational reality socially just, equitable and inclusive – whole self, psychological safety and leader vulnerability.

The originality of this paper lies in making explicit issues of power in dialogic OD literature and providing implications for human resource development on how to lead and develop organizations inclusively in times of uncertainty and complexity.

This paper aims to investigate how manufacturers can foster insights and improvements from real-time data among shop-floor workers by developing organisational “learning-to-learn” capabilities based on both the lean- and action learning principle of learning through problem-solving. Second, the purpose is to extrapolate findings on how action learning can enable the complementarity between lean and industry 4.0.

An insider action research approach is adopted to investigate how manufacturers can enable their shop-floor workers to foster insights and improvements from real-time data at VELUX.

The findings report that enabling shop-floor workers to use real-time data consist of developing three consecutive organisational building blocks of learning-to-learn, learning-to-learn using real-time data and learning-to-learn generating real-time data − and helping others to learn (to learn).

First, the study contributes to theory and practice by demonstrating that a learning-to-learn capability is a core construct for manufacturers seeking to enable shop-floor workers to use real-time data-capturing systems to drive improvement. Second, the study outlines how lean and industry 4.0 complementarity can be enabled by action learning. Moreover, the study allows us to deduce six necessary conditions for enabling shop-floor workers to foster insights and improvements from real-time data.

Drawing upon work-home resources model, this study aims to investigate how and when humble leadership influences followers’ work–family enrichment. Specifically, this study focuses on the mediating role of thriving at work and moderating role of promotion focus.

Data were collected from 292 employees of science and technology enterprises in China through a three-wave questionnaire survey. Hierarchical regression analysis and bootstrapping approach were employed to test hypotheses.

This study found that thriving at work significantly mediated the relationship between humble leadership and work–family enrichment. Promotion focus strengthened the positive relationship between humble leadership and thriving at work and the indirect effect of humble leadership on work–family enrichment through thriving at work.

The findings of this study offer guidance for managers to enhance thriving at work and improve employees’ work–family experiences.

First, this study explores the work-to family spillover effects of humble leadership by examining the family outcomes of humble leadership. Second, this study further uncovers the underlying mechanism between humble leadership and work–family enrichment by demonstrating the mediating role of thriving at work. Third, by exploring the moderating role of promotion focus, this study provides insight into the boundary conditions of the impact of humble leadership.

Based on person-job fit and self-determination theory, this paper examined the effects of (in)congruence between autonomy expectation and perceived autonomy on proactive behaviour, and the moderating role of humble leadership in this relationship among Chinese public employees.

Data were collected from a two-wave survey, and the research model was tested using polynomial regression and response surface methodology.

Results suggested that employees' proactive behaviour will be highest when autonomy congruence was achieved, while autonomy incongruence led to different levels of proactive behaviour based on the specific situations. Furthermore, the moderating effect of humble leadership was proved such that it accentuated the positive influence of autonomy congruence on proactive behaviour.

Managers should be fully aware of the benefits and importance of person-job fit and strive to reduce autonomy incongruence. Meanwhile, humble leadership should be considered in the context of granting autonomy to boost proactivity.

This paper re-emphasises the importance of autonomy by utilising a congruence perspective to understand the effects of autonomy on proactive behaviour. Meanwhile, it incorporates an important boundary condition, humble leadership, on the effects of autonomy congruence and thus offers a more nuanced understanding. Further, this paper not only highlights the significance of underexplored concepts among public employees, but also extends autonomy (in)congruence study to a new context and culture.

The response of the receiver to a voiced patient safety concern is frequently cited as a barrier to health professionals speaking up. The authors describe a novel Receiver Mindset Framework (RMF) to help health professionals understand the importance of their response when spoken up to.

The framework draws on the broader receiver-focussed literature and integrates innovative findings from a series of empirical studies. These studies examined different receiver behaviour within vignettes, retrospective descriptions of real interactions and behaviour in a simulated interaction.

The authors' findings indicated that speaking up is an intergroup interaction where social identities, context and speaker stance intersect, directly influencing both perceptions of and responses to the message. The authors' studies demonstrated that when spoken up to, health professionals poorly manage their emotions and ineffectively clarify the speaker's concerns. Currently, targeted training for receivers is overwhelmingly absent from speaking-up programmes. The receiver mindset framework provides an evidence-based, healthcare specific, receiver-focussed framework to inform programmes.

Grounded in communication accommodation theory (CAT), the resulting framework shifts speaking up training from being only speaker skill focussed, to training that recognises speaking up as a mutual negotiation between the healthcare speaker and receiver. This framework provides healthcare professionals with a novel approach to use in response to speaking up that enhances their ability to listen, understand and engage in point-of-care negotiations to ensure the physical and psychological safety of patients and staff.

The present study aimed to examine the relationship between humble leadership (HL) and employee adaptive performance by testing the mediating role of self-determination and the moderating role of employee attributions of HL.

A three-wave, two-source design was used to collect quantitative data from 301 employees and 45 direct supervisors of mainland Chinese enterprises. Testing the hypotheses was conducted through multiple regression analysis and moderated regression analysis.

Results showed that HL was positively related to employee adaptive performance. Additionally, the relationship between HL and employee adaptive performance was mediated by self-determination. Furthermore, this positive effect of HL on self-determination was minimized among employees who attribute HL to impression management motives but is insignificant for employees who attribute HL to performance improvement motives.

It has been widely concerned that the traditional “top-down” leadership styles are associated with employee adaptive performance; however, the role of bottom-up leadership styles on employee adaptive performance has only been sporadically examined. The present study introduced HL, a typical bottom-up leadership style and developed a moderated mediation model to investigate the potential effect of HL on employee adaptive performance. Moreover, by confirming the mediating role of self-determination, the authors further uncover how HL facilitates employees' adaptive performance. Meanwhile, the moderating role of employee attributions of HL found in this study offers new insights into the understanding of the effectiveness of HL.

The purpose of this research is to examine the narratives of victims of abusive supervision. We explore the meaning or “lessons” victims derive from those experiences and how they shape the victims’ views of self, work and organization in relation to navigating their subsequent jobs.

We analyzed how appraisals of supervisory abuse transform victims’ narratives and their consequent work attitudes through sensemaking processes. Semi-structured interviews with the past victims of abusive supervision generated a four-stage model of how sensemaking shapes victims’ future work attitudes. Our interpretations were guided through narrative thematic analysis based on the constructionist approach.

Victims’ lessons learned are predominantly framed by their retrospective post-event appraisal of abuse (based on its severity) once individuals are no longer subject to abusive supervision. With greater distance from the abuse, victims can process the abuse and better understand the motivation of the abuser, enabling the process of causal attributions. These attributions further shape victims’ narratives and future work attitudes through a complex interplay of retrospective and prospective sensemaking mechanisms. The victims broadly reported proactive (with higher self-awareness and endurance) and reactive (self-protection, and emotional scars) lessons. A four-stage model was proposed based on our findings.

Abusive supervision remains a persistent issue experienced by many individuals at some point in their working life. However, little is known about how victims make sense of the event post-abuse and how this sense-making guides their future work behaviors. Understanding this phenomenon provides insight into how employees navigate through adversity and construct a more positive future. The contribution of this narrative inquiry is threefold. First, it explores how individual appraisals of supervisory abuse frame their (1) mechanisms of narrative construction; and (2) future work attitudes. Second, our findings demonstrate how narrative construction is a fluid process often informed by the process of retrospective and prospective sensemaking. Finally, our research suggests two broader categories of lessons that victims internalize and carry forward to their subsequent jobs.

The purpose of this conceptual paper is to provide a critical reflection on the role of hospitality in society. Specifically, this research criticizes contemporary conceptualizations of hospitality in academic research and practice and suggests a reconceptualized approach for capturing the full potential of hospitality to elicit transformative social change.

This paper is based on a critical analysis of hospitality research and practice as reflected in the extant literature. A typological approach to conceptualization is used to develop a framework that views hospitality from three distinct epistemological pathways.

Hospitality has largely been conceptualized as an industry- or a business-level context in which economic activity takes place, a pathway referred to as application. This paper offers the hospitality-oriented society of tomorrow (HOST) framework, which urges researchers and practitioners to explore two additional pathways – infusion and transformation – through which hospitality can contribute to society. The nonrecursive relationships between these three pathways and the five pillars of sustainable development espoused by the United Nations 2030 Agenda are proposed to form the basis of future inquiry into the role of hospitality in society.

The HOST model provides a framework whereby stakeholders within and outside of the traditional contours of the hospitality industry can benefit from a broader conceptualization and implementation of the hospitality phenomenon.

The paper offers a thought-provoking assessment of the fundamental tenets of hospitality as an academic discipline and social phenomenon. It offers a unique framework that should inform the evolution of hospitality research and practice if the discipline is to bolster its social significance.