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1 – 10 of over 79000Panawannage Bhagya Dewmini Fernando and Ananda K.L. Jayawardana
This study aims to investigate how the individual-focused transformational leadership effect of transformational leadership impacts the team member’s individual work performance…
Abstract
Purpose
This study aims to investigate how the individual-focused transformational leadership effect of transformational leadership impacts the team member’s individual work performance through the intermediary mechanisms of work engagement and regulatory focus.
Design/methodology/approach
A moderated mediation model was analyzed through PLS-SEM by using a sample of 462 team members across diverse work teams in Sri Lankan organizations.
Findings
Results revealed that individual-focused transformational leadership positively impacts the team member’s individual work performance through the mediation of the team member’s work engagement. The direct relationship between individual-focused transformational leadership and the team member’s work engagement was found to be positively moderated by the team member’s promotion regulatory focus.
Practical implications
This paper demonstrates implications for team designing and leadership development and highlights the importance of team leaders utilizing individual-focused transformational leadership to gain improved work performance from each team member.
Originality/value
This study provides empirical evidence for the mediating role of work engagement and the moderating role of promotion regulatory focus in deriving the team member’s work performance, which contributes to constructing a more refined profile of individual-focused transformational leadership.
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The purpose of this study is to find ways to mitigate the negative consequences of relationship conflict under the situation that while the negative role of team relationship…
Abstract
Purpose
The purpose of this study is to find ways to mitigate the negative consequences of relationship conflict under the situation that while the negative role of team relationship conflict has been underscored in prior literature, few studies try to alleviate it. With the development of positive psychology, a stream focusing on the role of emotion in conflict management emerges. First, the authors want to explore the mediating role of members’ work engagement in the association between relationship conflict and members’ job performance. Moreover, they want to explore contingent roles of perceived team leader’s emotional intelligence and members’ emotion regulation strategies (i.e. cognitive reappraisal and expressive suppression) in moderating the effect of relationship conflict on members’ work engagement.
Design/methodology/approach
Using a data set of 363 individuals working in 73 teams in service sectors, the authors empirically examined the cross-level model with hierarchical linear model.
Findings
Relationship conflict was negatively related to members’ job performance while members’ work engagement mediated this relationship. Moreover, perceived team leader’s emotional intelligence mitigated the negative effect of relationship conflict on members’ work engagement, while members’ expressive suppression strategy intensified the negative effect.
Originality/value
The authors address the void of the cross-level mediating process by examining the role of individual work engagement that mediates relationship conflict and individual job performance. The individual work engagement is highlighted in this study for the hope of serving as the basis of finding effective moderators to alleviate the negative relationship conflict–performance relationship by mitigating the decrease of work engagement. Moreover, the claim that the role of emotion from different status subjects varies in regulating the effect of relationship conflict contributes to the development of positive psychology by combining emotion with conflict management.
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Patrícia Lopes Costa, Ana Margarida Passos and Arnold B. Bakker
– The purpose of this paper is to test whether work engagement can be predicted by two core dimensions, energy and involvement, both at the individual and team levels.
Abstract
Purpose
The purpose of this paper is to test whether work engagement can be predicted by two core dimensions, energy and involvement, both at the individual and team levels.
Design/methodology/approach
Based on the circumplex model of affective well-being (Russell, 1980), the authors propose the work engagement grid and collect data on individual and team work engagement (TWE) from two different samples (n=1,192 individuals).
Findings
Results show a significant positive relationship between the individual engagement grid and individual work engagement. However, only the energy dimension significantly predicted TWE. The authors also provide evidences for the relationship between the engagement grid and related variables (e.g. adaptive performance, team cohesion, satisfaction), and show that the combination of energy and involvement present smaller correlations with those variables than the complete engagement scales.
Research limitations/implications
Data were collected from simulation samples, therefore generalization of the findings must be done with caution. The findings allow for developing a brief measure of work engagement, particularly useful for longitudinal or diary study designs.
Practical implications
When teams are the work unit, the displays of energetic behaviors ought to be fostered in order to boost collective engagement.
Originality/value
The authors add to the existing literature on work engagement, concluding that individual and team-level work engagement have structural differences between them, with the collective construct being dependent on external manifestations of energy, and that individual work engagement needs a cognitive component of absorption in order to foster performance.
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This study proposes a multilevel framework to test the mechanisms and boundary conditions of the relationships between positive group affective tone (PGAT) and individual/team…
Abstract
Purpose
This study proposes a multilevel framework to test the mechanisms and boundary conditions of the relationships between positive group affective tone (PGAT) and individual/team creativity.
Design/Methodology/Approach
Data are collected from 122 research and development (R&D) teams (including 305 members and 122 team leaders). Hierarchical linear modeling analyses and hierarchical regression analyses are performed to test hypotheses.
Findings
The results show that PGAT facilitates individual creativity via enhanced work engagement, and increases team creativity via team information exchange. Supporting the substituting perspective, we found that the positive indirect effects of PGAT on individual/team creativity were attenuated when supervisory support is high.
Research Limitations/Implications
Although all variables were collected at the same time and the individual-level variables were collected from the same source, our findings highlight the mechanisms explaining the beneficial effects of PGAT on individual/team creativity, and how supervisory support can substitute for such effects.
Practical Implications
In order to make the individuals and teams more creative, the organizations need to promote PGAT via the selection of appropriated leader and members or team social events. Moreover, supervisors support is particularly salient in enhancing team creativity when PGAT is low.
Originality/Value
This study is the one of the first study to test the motivational/social mechanisms linking the relationship between PGAT and individual/team creativity, and the competing theoretical perspectives regarding how supervisory support can moderate the PGAT–creativity linkage.
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Denisa Luta, Deborah M. Powell and Jeffrey R. Spence
Our study examined whether work engagement follows a predictable pattern over the course of the work week and the role of personality traits in shaping this pattern.
Abstract
Purpose
Our study examined whether work engagement follows a predictable pattern over the course of the work week and the role of personality traits in shaping this pattern.
Design/Methodology/Approach
We examined these questions with 131 employees from Canada and the United States who provided daily ratings of work engagement over the course of 10 work days.
Findings
Multilevel modeling revealed that employee engagement followed an inverted U-shaped curvilinear pattern from Monday to Friday, peaking midweek. Neuroticism moderated the change pattern of engagement across the work week, such that individuals with higher levels of neuroticism experienced lower and less stable levels of work engagement throughout the work week compared with individuals with lower levels of neuroticism. However, extroversion and conscientiousness did not moderate the change pattern of employee engagement.
Research Limitations/Implications
These results provide insight into the entrainment of work to the work week and how this entrainment is further affected by the personality trait neuroticism.
Practical Implications
Understanding the weekly pattern of work engagement will help leaders’ time work assignments, interventions, and training sessions to keep the levels of employee engagement high.
Originality/Value
Our study revealed novel predictors of within-person engagement: weekly entrainment and neuroticism.
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Elizabeth P. Karam, William L. Gardner, Daniel P. Gullifor, Lori L. Tribble and Mingwei Li
Academic and practitioner attention to the constructs of authentic leadership and work engagement and their implications for organizations has grown dramatically over the past…
Abstract
Academic and practitioner attention to the constructs of authentic leadership and work engagement and their implications for organizations has grown dramatically over the past decade. Consideration of the implications of these constructs for high-performance human resource practices (HPHRP) is limited, however. In this monograph, we present a conceptual model that integrates authentic leadership/followership theory with theory and research on HPHRP. Then, we apply this model to systematically consider the implications of skill-enhancing, motivation-enhancing, and opportunity-enhancing HR practices in combination with authentic leadership for authentic followership, follower work engagement, and follower performance. We contend that authentic leadership, through various influences processes, promotes HPHRP, and vice versa, to help foster enhanced work engagement. By cultivating greater work engagement, individuals are motivated to bring their best, most authentic selves to the workplace and are more likely to achieve higher levels of both well-being and performance.
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Parisa Ghorbannejad and Ahmad Esakhani
The purpose of this paper is to study the role of individual differences in employees’ work engagement. More specifically, the paper explains how self-efficacy, proactive…
Abstract
Purpose
The purpose of this paper is to study the role of individual differences in employees’ work engagement. More specifically, the paper explains how self-efficacy, proactive personality and conscientious traits determine work engagement.
Design/methodology/approach
A quantitative approach was used. Data for this study were collected from a manufacturing company via questionnaires. Participants were selected by classified sampling method and 305 questionnaires distributed among participants. In total, 263 respondents completed the questionnaires.
Findings
The findings show that all individual traits influence employees’ work engagement. But, the extent of their influence is not equal. Results of this study showed that various individual differences have different capacities for engaging employees. People who have more general self-efficacy are more likely to experience and report work engagement. Employees with conscientiousness trait have capacity to be engaged as well but to a lesser extent.
Research limitations/implications
This study is a quantitative study. Data are collected from the automotive manufacturing industry. All respondents were technical experts with at least BA or BS degrees. This sample creates limitations in generalizing of the findings to broader and more representative populations. A more extensive study covering other industries and other traits is necessary to explore the relationships studied here.
Practical implications
This study identifies various management strategies that could be used to increase employee work engagement. These strategies could be useful for managers in other organizational settings as well.
Originality/value
There is an extensive body of literature in work engagement. Most of the research has been done in a framework of job demands-resources model. But this study was the first to study the effect of individual differences on work engagement in Iran.
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Bilal Afsar, Basheer M. Al-Ghazali, Sadia Cheema and Farheen Javed
Because of the rapidly changing environment and fleeting market opportunities, employee's innovative work behavior is increasingly assuming a pivotal role in enhancing…
Abstract
Purpose
Because of the rapidly changing environment and fleeting market opportunities, employee's innovative work behavior is increasingly assuming a pivotal role in enhancing organizational effectiveness and competitive advantage. The success of organizations is largely depended on their employees' ability to innovate. The role of cultural intelligence to enhance innovative work behavior is yet to be explored in the innovation research. The purpose of this study is to examine how cultural intelligence enhances employees' innovative work behavior through work engagement and interpersonal trust.
Design/methodology/approach
The study is a cross-sectional design which utilizes data from 381 participants from multinational corporations in Saudi Arabia.
Findings
The results indicate that cultural intelligence can significantly affect employee's innovative work behavior. It further reveals that both work engagement and interpersonal trust partially mediate the effect of cultural intelligence on innovative work behavior.
Originality/value
This study adds to the literature on intelligence by examining an underexplored type of intelligence (i.e. cultural intelligence) in relation to employee's innovative work behavior. It reveals work engagement and interpersonal trust as the psychological mechanisms that can link cultural intelligence to innovative work behaviors.
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Tapas Bantha, Umakanta Nayak and Subhendu Kumar Mishra
This study aims to examine the association between workplace spirituality (WPS) and individual’s work engagement (WE) and also the mediating effect of individual’s psychological…
Abstract
Purpose
This study aims to examine the association between workplace spirituality (WPS) and individual’s work engagement (WE) and also the mediating effect of individual’s psychological conditions [psychological meaningfulness (PSYM), psychological safety (PSYS) and psychological availability (PSYA)] on this relationship.
Design/methodology/approach
Grounded on Kahn’s personal engagement theory, a model has been developed with WPS as an independent variable, individual’s psychological conditions (PSYM, PSYS and PSYA) as the mediators and individual’s WE as the dependent variable. Based on the online responses from 510 millennial employees working in Fortune 500 manufacturing and service industries operating in India, analysis has been undertaken using confirmatory factor analysis, Pearson correlation and PROCESS macro of Hayes (2017).
Findings
WPS has been noted to influence individual’s WE positively and there is a partial mediation of PSYM, PSYS and PSYA on this relationship.
Research limitations/implications
The present study is able to extend the scope of Kahn’s personal engagement theory.
Practical implications
Leaders and HR administrators can use the framework to ensure positive engagement levels for the millennial workforce. It will also help to reduce job dissatisfaction and burnouts at the workplace.
Originality/value
The present study contributes to understanding WE through the lens of WPS. It adds to the existing knowledge by explaining the mediation of the psychological conditions between spirituality and WE among millennials working in India. To the best of the authors’ knowledge, this study can be considered one of the first studies that has attempted to understand the role of WPS and psychological conditions on WE levels of millennials.
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Anis Eliyana, Nurul Iman Abdul Jalil, Desynta Rahmawati Gunawan and Andika Setia Pratama
This research seeks to reveal the mediating role of work engagement and affective commitment as individual aspects that have the potential to bridge the effect of empowering…
Abstract
Purpose
This research seeks to reveal the mediating role of work engagement and affective commitment as individual aspects that have the potential to bridge the effect of empowering leadership on the task performance of Correctional Service counselors in Indonesia, especially due to the limited literature on these two aspects in the context of public organizations.
Design/methodology/approach
Quantitative research was conducted on 350 counselors throughout Indonesia. The data was collected by distributing questionnaires online. The collected data were then analyzed using Structural Equation Modeling to test the seven research hypotheses.
Findings
Empowering leadership significantly strengthens task performance, work engagement and affective commitment. For indirect effects, this study found that affective commitment partially mediates the effect of empowering leadership on task performance. Meanwhile, work engagement failed to act as a mediator because it did not significantly impact strengthening task performance.
Originality/value
Notably, the unexpected result of work engagement's inability to significantly boost task performance deviates from the prevailing trends observed in previous empirical research, thereby adding a novel dimension to the findings of this study.
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