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The purpose of this paper is to investigate the relationship between two sub-dimensions of a leader’s empathy (perspective-taking and empathic-concern) and successful authorization of idiosyncratic deals (developmental, location flexibility and schedule flexibility i-deals).

Structural equation modeling was conducted on the cross-sectional data collected from 307 managers working in software development and support companies located in major cities in India.

While empathic-concern is positively related to successful authorization of both developmental and flexibility i-deals, perspective-taking related positively to authorization of developmental i-deals and showed no significant relationship with flexibility i-deals.

The study reiterates the importance of empathy in modern workplaces and encourages managers to be conscious of their intelligence, as well as emotions, while participating in negotiations at the workplace.

The paper relates i-deals to sub-dimensions of empathy which is a previously unexplored antecedent to i-deals.

Reflecting a behavioral orientation specific to leaders in Confucian-based cultures, paternalistic leadership appears relevant to the Vietnamese business context. Taking healthcare organizations in Vietnam as a source of data collection, the purpose of this paper is to seek an insight into the relationship between paternalistic leadership and idiosyncratic deals (i-deals) among clinical members.

The data were harvested from 1,182 clinical employees and 168 direct supervisors from 19 hospitals in Ho Chi Minh City, Vietnam.

The data analysis revealed that authoritarian leadership behaviors displayed a weak negative link with employees’ i-deals, while the benevolence and morality dimensions of paternalistic leadership exhibited positive relationships with i-deals. The research results also provide evidence for the roles of organizational identification and role breadth self-efficacy (RBSE) in mediating the relationships between paternalistic leadership dimensions and i-deals. The current study also verified the utility of employees’ flexible role identity as an enhancer of both the relationship between organizational identification and i-deals, as well as of the relationship between RBSE and i-deals.

This study extends the leadership literature by unveiling the role of paternalistic leadership in fostering i-deals among clinicians through organizational identification and RBSE as dual mediation paths as well as flexible role identity as a moderator of the relationship between both organizational identification and RBSE and i-deals.

The purpose of this paper is to disentangle the relationship between the request of idiosyncratic deals (i-deals) and the receipt of such deals, and investigate the moderating roles of human capital (gender and industry experience) and social capital (leader-member exchange (LMX)) in this relationship. Attitudinal outcomes of i-deals receipt are also examined.

Data were collected from 244 alumni of a Midwestern public university.

The positive relationship between i-deals request and receipt was stronger at higher than at lower levels of LMX. Receiving i-deals was related positively to job satisfaction and affective commitment, and negatively to turnover intention.

The authors provide a nuanced perspective of i-deals by separating employees’ request from their receipt of i-deals, and identifying contingent factors that determine whether i-deal requests are successful.

For employees, cultivating a strong relationship with one’s supervisor can yield benefits that extend to i-deals negotiation. Providing i-deals to deserving workers can boost employees’ work attitudes.

Previous studies have operationalized the i-deals construct as requesting and receiving the deal, thereby excluding the possibility that employees may have requested but did not receive the i-deal. This is one of the first studies to disentangle these two concepts, thereby providing a more balanced and representative view of i-deal-making in organizations.

This paper aims to determine the effect of intrinsically motivating idiosyncratic deals (I-deals) on innovative work behaviour (IWB) among tied life insurance agents in Kenya.

Standard multiple regression analysis was used to test the hypotheses from data collected from a field study from 498 employees and 48 managers.

The study findings showed a positive relationship between both flexibility I-deals and IWB (ß = 0.461, p < 0.00) and between task and responsibilities I-deals and IWB (ß = 0.171, p < 0.01).

The cross-sectional collection of data weakens the author’s claim of causality between the variables in focus. The study extends literature on the effects of flexibility as well as tasks and responsibilities I-deals on IWB.

Organizations must grant their employees with intrinsically motivating I-deals in order for display of IWB.

These I-deals provided intrinsic motivation of the employees in displaying IWB in the organizations. The exchange relationship with the employers got enhanced through their granting motivating employees to look for new ways of doing their work.

This is the first study to investigate a linear relationship between intrinsically motivating I-deals and IWB.

This study intends to investigate how an employee's proactive personality and a supervisor's idiosyncratic deals (i-deals) relate to their subordinates' affective commitment (AC) and occupational well-being (OWB), in light of the mediating role of subordinates' i-deals, using proactive motivation theory and the job demand–resource (JD-R) model as theoretical foundations.

The study consisted of 342 employees working in the hospitality industry. To examine the proposed model, the researchers used the structural equation modelling approach and bootstrapping method in AMOS.

The results affirmed the influence of subordinates' proactiveness on AC and OWB, but no direct influence of supervisors' prior i-deals on subordinates' AC and OWB was established. When investigating the mediational role of subordinates' i-deals, a partial mediation effect was found between subordinates' proactive personality with AC and OWB, whereas full mediation was established between supervisors' i-deals and subordinates' AC and OWB.

These findings shed light on how i-deals improve AC and OWB for both groups of supervisors and subordinates. In an era of increasing competition amongst organizations operating within the hospitality industry, i-deals serve as a human resource strategy to recruit, develop and retain talented individuals.

The novelty of this research lies in its specific investigation of the combined influence of proactive personality as an individual factor and supervisors' i-deals as an organizational factor on subordinates' i-deals within the context of the hospitality industry. Furthermore, it aims to analyse the potential impact of these factors on AC and OWB.

The purpose of this paper is to conceptualize ex ante idiosyncratic deals (or i-deals) as a way to foster individual perceptions of a positive employer image by offering customized additional instrumental benefits.

A survey is led among 182 engineers in demand on a local labor market to test whether ex ante i-deals combine to a more global and external perception of a good employer, measured by perceived external prestige (PEP), to explain turnover intentions.

The results validate all research hypotheses, and show that the moderating effect of ex ante i-deals in the PEP-turnover intention relationship is significant during the first years spent in the company.

This research contributes to the literature on employees’ attraction and retention by building bridges between the literatures on employer image and i-deals.

The purpose of this paper is to explore the antecedents of development idiosyncratic deals (i-deals) from an organizational politics and a situationist perspective. The paper tests a moderated mediation model in which networking skills is indirectly related to development i-deal in a context of high hierarchical plateau.

The authors test the research model with a sample of 252 engineers, 88 percent male, who work in an economically wealthy region of France and who are thus well positioned to negotiate development i-deals.

The authors lead analyses with the Preacher et al.’s macros on SPSS. Results support the hypotheses. The authors find that support-seeking behaviors partially mediate the relationship between networking skills and development i-deals, and that this relationship is significant only in a context of high plateauing.

Overall, this study contributes to a deeper understanding of i-deal antecedents by bridging the literatures on i-deals and careers. It also shows that socially skilled employees are able to seek support and in turn, to proactively negotiate development i-deals. This process is a way to cope with perceptions of hierarchical plateau.

The purpose of this paper is to examine the relationships of i-deals with the employability of older workers, and introduce two distinct theoretical processes through which these effects occur. On the one hand, a self-enhancement perspective postulates that i-deals enhance self-efficacy through which older workers become more employable. On the other hand, a lifespan perspective postulates that i-deals enhance older workers’ future time perspective through which they become more employable.

Data were gathered among 244 employees via an online questionnaire that had been sent to employees of 45 years or older at eight companies in the Netherlands.

Results showed that task and work responsibilities i-deals are strongly related to older workers’ employability, and that this relationship is mediated by future time perspective and self-efficacy. Location flexibility i-deals were positively related to employability. Financial i-deals and schedule flexibility i-deals were unrelated to employability.

This study introduces two novel ways through which i-deals for older workers can be studied: a self-enhancement and a future time perspective. Both can explain how older workers may enhance their employability by negotiating i-deals.

As the percentage of older workers will increase, there is a great need for organizations to focus on the employability of older workers. The present study shows that organizations are able to increase the employability of older workers by individual arrangements.

Individualization of work arrangements has been theorized to facilitate older workers’ employability, but the present study is the first to investigate how i-deals may contribute to greater employability.

Cultural intelligence is the capacity to decode and harmonize with another culture for cultural synergy effects. This paper aims to examine whether cultural intelligence can activate idiosyncratic deals (i-deals) through trust as a mediator and HR localization as a moderator.

Cross-sectional data from respondents from joint ventures or 100 per cent foreign-invested firms in Vietnam business setting, which were tested through the structural equation modeling, provide the evidence for the research model.

Research results confirmed the positive effect of cultural intelligence on identity-based trust and knowledge-based trust, which in turn influence i-deals. HR localization was also found to play a moderating role on the relationship between identity-based trust or knowledge-based trust and i-deals.

Cultural intelligence literature, from this study, is further deepened through its role as a trigger for the path from cultural intelligence to i-deals.

As demographic changes impact the workplace, governments, organizations, and workers are looking for ways to sustain optimal working lives at higher ages. Workplace flexibility has been introduced as a potential way workers can have more satisfying working lives until their retirement ages. This chapter presents a critical review of the literature on workplace flexibility across the lifespan. It discusses how flexibility has been conceptualized across different disciplines, and postulates a definition that captures the joint roles of employer and employee in negotiating workplace flexibility that contributes to both employee and organization benefits. Moreover, it reviews how flexibility has been theorized and investigated in relation to older workers. The chapter ends with a future research agenda for advancing understanding of how workplace flexibility may enhance working experiences of older workers, and in particular focuses on the critical investigation of uses of flexibility in relation to older workers.