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Article
Publication date: 15 July 2019

Amitabh Anand, Isabelle Walsh and Sandra Moffett

Despite the strong focus on virtues in firms, humility is little recognized in the management literature and, more particularly in the literature about knowledge sharing…

Abstract

Purpose

Despite the strong focus on virtues in firms, humility is little recognized in the management literature and, more particularly in the literature about knowledge sharing (KS). Despite efforts to foster KS among employees in firms, the effectiveness of this process narrows down to the dyadic relationship between the knowledge seeker and provider within firm. This paper aims to investigate the role of humility in the KS process in dyadic activity.

Design/methodology/approach

The authors undertake an exploratory investigation to fill some of the gaps found in the literature. The paper draws insights from psychology, history, religion, current events and management literature.

Findings

The authors identify several individual propensities that help predict humility towards sharing knowledge from seeker (humble knowledge-inquiry) and provider perspectives (humble response). They propose a new conceptual process model of KS with humility as an important variable to consider. This work highlights several promising directions for future research.

Originality/value

As per the authors’ knowledge, this is the first paper that investigates the role of humility in knowledge sharing from dyadic perspective. The authors also introduce concepts of humble knowledge inquiry and humble response in a dyadic context for effective knowledge sharing process.

Details

Journal of Knowledge Management, vol. 23 no. 6
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 22 January 2019

Khalid Aziz

When we think of a successful leader, we typically recall those powerful personalities we see in the media, and there have been many over the decades. They propel a…

Abstract

Purpose

When we think of a successful leader, we typically recall those powerful personalities we see in the media, and there have been many over the decades. They propel a company to stardom with a winning strategy, publish books, do the speaker circuits and everyone celebrates their achievements. They were undoubtedly successful, but therein lies the issue. They were successful. Things are different now. The current global landscape means problems encountered in business are increasingly complex and require a collaborative approach to solving them. No one person has all the right answers. Trial and error, embracing failure, accepting criticism and learning from past mistakes are really the only ways to succeed. And they require leaders to possess a very different set of personality traits, with humility now being one of the most important.

Design/methodology/approach

There is a paradox here between the need to develop greater humility and aspire to becoming “unsung heroes” when we are in an age where charismatic, often egocentric, leaders have celebrity status. Why is humility as a trait so important today? Is it relevant across the management spectrum, e.g. for junior/middle managers spotted as high potentials and wishing to climb the ladder, or is it simply important right at the very top of an organisation? What do HR practitioners need to know? What can HR practitioners do to develop the required levels of humility in their managers/leaders? Can you learn to become more humble through coaching? What really works in practice?

Findings

As a leadership coach, the author is often asked whether it is possible to coach an individual to develop humility, and the short answer is yes, it is possible to be coached. Most people already have humility inside them, but many leaders have learned to behave in the opposite way and adopt the traditional “hero” persona instead. They will tend to only display it if there’s a genuinely humble culture permeating the organisation from the top. Get that right and any developmental issues will typically take care of themselves. This paper explains how to take these initial steps.

Originality/value

This is useful for all HR professionals responsible for learning and development strategy in their organisations, including those who provide or specify leadership coaching as an intervention.

Details

Strategic HR Review, vol. 18 no. 1
Type: Research Article
ISSN: 1475-4398

Keywords

Content available
Article
Publication date: 25 September 2019

Sanjaya C. Kuruppu, Markus J. Milne and Carol A. Tilt

The purpose of this paper is to examine how legitimacy is gained, maintained or repaired through direct action with salient stakeholders and/or through external reporting…

Abstract

Purpose

The purpose of this paper is to examine how legitimacy is gained, maintained or repaired through direct action with salient stakeholders and/or through external reporting, by using a number of empirical case vignettes within a single case study organisation.

Design/methodology/approach

The study investigates a foreign affiliate of a large multinational organisation involved in an environmentally sensitive industry. Data collection included semi-structured interviews with 26 participants, organisational reports and participation in the organisation’s annual environmental management seminar and a stakeholder engagement meeting.

Findings

Four vignettes featuring environmental issues illustrate the complexity of organisational responses. Issue visibility, stakeholder salience and stakeholder interconnectedness influence a company’s action to manage legitimacy. In the short-term, environmental issues which affected salient stakeholders resulted in swift and direct action to protect pragmatic legitimacy, but external reporting did not feature in legitimacy management efforts. Highly visible issues to the public, regulators and the media, however, resulted in direct action together with external reporting to manage wider stakeholder perceptions. External reporting was used superficially, along with a broad suite of communication strategies, to gain legitimacy in the long-term decision about the company’s future in New Zealand.

Research limitations/implications

This paper outlines how episodic encounters to manage strategic legitimacy with salient stakeholders in the short-term are theoretically distinct, but nonetheless linked to continual efforts to maintain institutional legitimacy. Case vignettes highlight how pragmatic legitimacy via dispositional legitimacy can be managed with direct action in the short-term to influence a limited range of salient stakeholders. The way external reporting features in legitimacy management is limited, although this has predominantly been the focus of prior research. Only where an environmental incident damages legitimacy to a larger number of stakeholders is external reporting also used to buttress community support.

Originality/value

The concept of legitimacy is comprehensively applied, linking the strategic and institutional arms of legitimacy and illustrating how episodic actions are taken to manage legitimacy in the short-term with continual efforts to manage legitimacy in the long-term. Stakeholder salience and networks are brought in as novel theoretical extensions to provide a deeper understanding of the interrelationships between these key concepts with a unique case study.

Details

Accounting, Auditing & Accountability Journal, vol. 32 no. 7
Type: Research Article
ISSN: 0951-3574

Keywords

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Article
Publication date: 6 February 2017

Aisha Wood Boulanouar, Robert Aitken, Zakaria Boulanouar and Sarah Jane Todd

The purpose of this paper is to improve the quality and efficacy of data collected from Muslim respondents, particularly women, through an examination of Islamic teachings…

Abstract

Purpose

The purpose of this paper is to improve the quality and efficacy of data collected from Muslim respondents, particularly women, through an examination of Islamic teachings and illustrated using a “conservative” paradigm of practice. The paper is designed to be helpful to researchers in designing both their projects and their data collection methods.

Design/methodology/approach

The paper is conceptual, in that it provides an overview of some important, often overlooked or misunderstood areas on which studies have been based and gives frameworks and also ethical pointers to researchers.

Findings

Framed to explain approaches to “conservative” Muslim women in societies across the globe, what is presented herein allows insight into all varieties of Muslim practice. This is achieved by explaining the possible objections to different methodologies and techniques of research for Muslim women at the “conservative” end of the practicing spectrum – this allowing a highlighting of ideas and ideals applicable across the spectrum.

Practical implications

Useful for academic researchers and also commercial researchers, potentially saving both time and money by pointing out possible errors in research design while also ensuring good ethical practice. The paper is offered to assist researchers in eliciting full and frank responses from Muslim respondents based on informed and thoughtful research design and data collection and providing possibly contextualisation(s) of what is said to enhance data analysis and interpretation.

Originality/value

Believed to be the first paper of its kind in English, this conceptual paper provides insight for researchers aiming to get the most useful and ethically sound outcomes for those interviewed, as well as those interviewing.

Details

Marketing Intelligence & Planning, vol. 35 no. 1
Type: Research Article
ISSN: 0263-4503

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Article
Publication date: 7 September 2015

Andy Hodder

The purpose of this paper is to bring together two separate strands of the literature (politics and industrial relations) on civil service management and reform to enable…

Abstract

Purpose

The purpose of this paper is to bring together two separate strands of the literature (politics and industrial relations) on civil service management and reform to enable consideration of the industrial relations implications of these changes.

Design/methodology/approach

This paper is conceptual and has no empirical base. The paper is a general review of existing literature on the subject.

Findings

The paper identifies the importance of historical legacy in both management and union behaviour in the civil service. By revisiting earlier civil service reforms, the reader is able to gain an understanding of the rationale for much of the current restructuring of the civil service. Additionally, any discussion of trade union behaviour should be located in the context of union tradition and evolution.

Research limitations/implications

In being a general review, the paper does not report empirical evidence but instead provides the background for future research into civil service industrial relations and management.

Originality/value

This paper is the first to provide a systematic review of management restructuring in the civil service whilst at the same time considering union responses. As such, the paper is of interest to academics and practitioners in the areas of both management and politics.

Details

Personnel Review, vol. 44 no. 6
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 1 October 2006

Michael Jackson

The argument is that good and bad teaching are asymmetrical. Eradicating what is readily thought of as bad teaching does not leave behind the purse gold of good teaching…

Abstract

Purpose

The argument is that good and bad teaching are asymmetrical. Eradicating what is readily thought of as bad teaching does not leave behind the purse gold of good teaching. Good teaching is that which promotes student learning. The purpose of this paper is to explore the relationship between bad teaching and good teaching in graduate memories

Design/methodology/approach

The study is based in part on a survey of graduates from an earlier generation filtered through current theories of student approaches to learning.

Findings

Graduates reflecting on their education describe good teaching and bad teaching in significantly different registers. There is almost no overlap in the vocabulary with which they describe the two.

Originality/value

Graduates are a source of insight into the nature and value of quality education. The study offers some information about how articulate graduates think about their education 25 years later. Despite the years of public debate in Australia about higher education, this is one of the very few instances in which graduates have been invited to reflect on and speak about their experience as students.

Details

Quality Assurance in Education, vol. 14 no. 4
Type: Research Article
ISSN: 0968-4883

Keywords

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Article
Publication date: 4 May 2021

Amit Shankar, Aviral Kumar Tiwari and Manish Gupta

This study aims at identifying critical success factors of a sustainable mobile banking application using text mining approach.

Abstract

Purpose

This study aims at identifying critical success factors of a sustainable mobile banking application using text mining approach.

Design/methodology/approach

A total of 6,073 consumer reviews relating to a mobile banking application were collected and analyzed to meet the study objective. Latent Semantic Analysis (LSA) was done to identify the critical success factors of a sustainable mobile banking application.

Findings

The results indicated that privacy and security, navigation, customer support, convenience and efficiency are the key factors.

Research limitations/implications

The study findings enrich the mobile banking and sustainable service delivery channel literature.

Practical implications

The results are expected to benefit the bankers in delivering effective banking services through a mobile banking application.

Originality/value

Studies in the sustainability are few yet promising particularly the ones that use rigorous statistics suitable on thousands of data points to accomplish the study objectives.

Details

Journal of Enterprise Information Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0398

Keywords

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Article
Publication date: 15 March 2021

Lifan Chen, Shengming Liu, Yue Wang and Xiaoli Hu

This study argues that leader humility is an important facilitator of team creativity. Based on social learning theory, the study explores a new mechanism that links humble

Abstract

Purpose

This study argues that leader humility is an important facilitator of team creativity. Based on social learning theory, the study explores a new mechanism that links humble leader behavior to team creativity through a path of team learning.

Design/methodology/approach

Data were collected in two private-owned technology companies located in South China. The two-time survey included 77 team leaders and 310 employees. An analysis of time-lagged, multisource data was conducted.

Findings

Evidence shows that humble leader behavior promotes team learning behavior through a social learning process, with a subsequent increase in team creativity. This influence is also strengthened when leader effectiveness is high.

Practical implications

Team creativity is an important determinant of organizational success. This research shows that humble leaders can motivate team creativity by acting as a role model. In addition, this research also reminds us that humble leader behavior loses its effect if the leader is incapable.

Originality/value

This research contributes to existing literature on humble leader behavior and team creativity, especially on the mechanisms and contingency effects between these factors.

Details

Journal of Managerial Psychology, vol. 36 no. 3
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 16 May 2018

Yanfei Wang, Jieqiong Liu and Yu Zhu

The purpose of this paper is to develop a moderated mediation model to examine the roles that psychological capital (PsyCap) and growth need strength may play in the…

Abstract

Purpose

The purpose of this paper is to develop a moderated mediation model to examine the roles that psychological capital (PsyCap) and growth need strength may play in the relationship between humble leader behaviors and follower creativity.

Design/methodology/approach

Data were collected from a three-wave survey study with a sample of 165 matched leader-follower questionnaires in China. Multiple regression analyses, moderated regression analysis and bootstrapping analysis were used to test the hypotheses.

Findings

The results show that humble leader behaviors positively influence follower creativity, PsyCap mediates this influence and growth need strength not only moderates the relationship between humble leader behaviors and PsyCap, but also amplifies the indirect relationship between humble leader behaviors and follower creativity via PsyCap.

Research limitations/implications

Common method bias may still exit, although the measures of research variables were gathered from different sources and with time separation. Additionally, this study is conducted in a single cultural context, which may raise the question about the generalizability of our findings to other cultural contexts.

Originality/value

The primary contribution is building and examining a conceptual model that focuses on the potential effect of humble leader behaviors on follower creativity. Additionally, by confirming the mediating role of PsyCap, the research further uncovers why followers under humble leader behaviors are more likely to engage in creativity, and the moderating role of growth need strength found in this study also offers additional insight into that followers may differ in the degree to which they are receptive to leader effect.

Details

Leadership & Organization Development Journal, vol. 39 no. 4
Type: Research Article
ISSN: 0143-7739

Keywords

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Article
Publication date: 19 April 2018

Yanhong Chen, Baowei Liu, Li Zhang and Shanshan Qian

The purpose of this paper is to investigate the effect of humble leadership on employee proactive behavior. The authors propose that such effect is mediated by…

Abstract

Purpose

The purpose of this paper is to investigate the effect of humble leadership on employee proactive behavior. The authors propose that such effect is mediated by psychological empowerment, and identification with leader moderates the intervening role of psychological empowerment in the humble leadership-employee proactive behavior relationship.

Design/methodology/approach

Data were collected from 286 subordinate-supervisor dyads from 4 industries in Northern China. Hierarchical linear modeling analyses were applied to test the research model.

Findings

Humble leadership has a significantly positive effect on employee proactive behavior, and this effect is mediated by psychological empowerment. Furthermore, the identification with leader moderates the mediated relationships between humble leadership and employee proactive behavior via psychological empowerment.

Research limitations/implications

One limitation is that the data were collected cross-sectionally. Further research could conduct longitudinal research to retest the hypotheses. The present research has a number of implications. First, the authors extend humble leadership research. Second, the authors also contribute to humble leadership literature by addressing the lack of attention paid to the explanatory mechanism linking humble leader behavior to follower outcomes. Third, the authors provide a new insight into the boundary condition of humble leadership.

Practical implications

Managers should demonstrate more humble behaviors in their leading process to influence employees’ psychological empowerment and proactive behavior. In addition, managers should provide employees with sincere care in relation to work and life issues to produce employees’ identification with leader.

Social implications

Humility is a modifiable trait that individuals can increase dramatically by practice. Humble behavior is more accessible and easier to cultivate, contrary to the stable trait of humility. Besides, our results confirmed the individuals with the virtue of humility are most likely to succeed. Thus, humble behaviors should be highly advocated and encouraged in our society.

Originality/value

This research extends humble leadership research by constructing and verifying the theoretical model of humble leader behavior and employee proactive behavior and by demonstrating the value of humble leader behavior in a non-Western context, and identifies the different roles of psychological empowerment and identification with leader on employee proactive behavior.

Details

Leadership & Organization Development Journal, vol. 39 no. 3
Type: Research Article
ISSN: 0143-7739

Keywords

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