Search results

1 – 7 of 7
Article
Publication date: 24 May 2022

Junbang Lan, Yuanyuan Gong and Bocong Yuan

Public health practitioners face citizenship pressure when requested to engage in more extra-roles behaviors during the pandemic. The purpose of the study is to reveal the…

Abstract

Purpose

Public health practitioners face citizenship pressure when requested to engage in more extra-roles behaviors during the pandemic. The purpose of the study is to reveal the potential influence mechanism of citizenship pressure on the health and work outcomes of practitioners.

Design/methodology/approach

The authors completed a three-wave survey from a public healthcare organization during the coronavirus disease 2019 (COVID-19) delta-variant epidemic.

Findings

Results of polynomial regression and response surface showed that increased (versus decreased) and consistently high (versus low) level of citizenship pressure induced citizenship fatigue, which in turn increases negative affect/turnover intention. These negative effects of citizenship pressure are weaker among practitioners with a higher level of future focus.

Practical implications

Providing counseling service to health care practitioners in adopting a future time perspective of citizenship behaviors is important for public health organizations.

Originality/value

This study is among the earliest attempts to reveal the potential dark side of excessive request of conducting organization citizenship behavior which is more commonly seen within public health organizations in the context of pandemic.

Details

Journal of Health Organization and Management, vol. 36 no. 6
Type: Research Article
ISSN: 1477-7266

Keywords

Article
Publication date: 30 March 2022

Junbang Lan, Chi-Sum Wong and IpKin Anthony Wong

Hospitality managers face constant challenges in promoting hotel service principles such as innovation and flexibility to their new employees, as such knowledge is usually tacit…

Abstract

Purpose

Hospitality managers face constant challenges in promoting hotel service principles such as innovation and flexibility to their new employees, as such knowledge is usually tacit in nature and hard to formalize. This study aims to suggest that this problem can be addressed by using a knowledge sharing group intervention. Specifically, the authors propose that knowledge sharing groups can enhance a newcomer’s job clarity and positive work attitude by encouraging a stronger sense of perceived importance of and affection toward the hotel service principles.

Design/methodology/approach

The authors designed a three-month knowledge sharing program in a five-star hotel chain in Hong Kong. Newcomers were randomly assigned into an experimental group (knowledge sharing group) (N = 235) and a control group (N = 233). The authors tested all the hypotheses via path analyses using Mplus 8.0.

Findings

The results revealed that employees of the experimental group showed a stronger sense of importance of and affection toward the service principles, which in turn resulted in higher levels of job clarity, satisfaction and commitment and lower levels of turnover intention.

Practical implications

This research provides hotel managers with practical knowledge regarding sharing programs as key socialization intervention mechanisms. By triggering the employees’ deeper understanding of hotel policy, this program can help hotels fortify high-quality service and develop realistic and useful materials for their future training activities.

Originality/value

Although hospitality scholars have consistently acknowledged the positive influence of knowledge sharing, field experimental research on the outcomes of knowledge management for the newcomer socialization process has been scanty. This study seeks to fill this gap by designing and testing a practical knowledge sharing intervention program in the hotel industry.

Details

International Journal of Contemporary Hospitality Management, vol. 34 no. 6
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 6 January 2023

Junbang Lan, Yuanyuan Huo, IpKin Anthony Wong and Bocong Yuan

Drawing on the person–supervisor fit theory, this study aims to adopts a dyadic and relational approach to investigate the congruence between the leader’s and the follower’s…

Abstract

Purpose

Drawing on the person–supervisor fit theory, this study aims to adopts a dyadic and relational approach to investigate the congruence between the leader’s and the follower’s learning goal orientation (LGO) on their leader–member exchange (LMX) quality and the follower’s innovation.

Design/methodology/approach

The participants were 213 frontline employees and their 69 immediate supervisors from a large five-star hotel in China. The authors analyze the multiple-wave data using the cross-level polynomial regression approach.

Findings

The results show that when the levels of LGO between the leader and the follower are congruent, follower innovation and LMX are higher; when the levels of LGO between the leader and the follower are incongruent, it hinders LMX but benefits follower’s innovation.

Research limitations/implications

This study implies that personality congruence and incongruence can be equally important in creating positive work outcomes, enriching the theoretical understanding and practical implications for promoting LMX and follower innovation in hospitality industry.

Originality/value

Prior research has identified the importance of employees’ LGO in promoting innovation. However, the fit between employees’ and their leaders’ LGO has not been investigated.

Details

International Journal of Contemporary Hospitality Management, vol. 35 no. 7
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 11 April 2024

Fang Liu, Junbang Lan, Weichun Zhu, Yuanyuan Gong and Xue Peng

Drawing upon social comparison theory, this paper explores the (in)congruence effect of leader and follower overqualification on leader's downward envy, which in turn leads to…

Abstract

Purpose

Drawing upon social comparison theory, this paper explores the (in)congruence effect of leader and follower overqualification on leader's downward envy, which in turn leads to leader undermining behavior.

Design/methodology/approach

Using two-wave, multi-sourced data gathered in China, a polynomial regression was conducted on 301 leader-follower dyads.

Findings

Results show asymmetrical incongruence effects, indicating greater leader's downward envy when leader overqualification was lower than follower overqualification. In addition, by increasing downward envy, leader-follower (in)congruence in overqualification has an indirect positive effect on leader undermining behavior.

Practical implications

This study highlights the importance of being conscious of both parties’ overqualification levels to avoid unfavorable outcomes. Meanwhile, training for both parties is crucial, offering a holistic understanding of leader-follower overqualification differences and downward envy, as well as skills to manage “triggers” of leader undermining.

Originality/value

Our study is among the first to examine the effects of overqualification from a leader-follower dyadic congruence perspective. It suggests that leader's downward envy and undermining behaviors toward followers are influenced by both follower and leader overqualification.

Details

Leadership & Organization Development Journal, vol. 45 no. 5
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 9 August 2022

Chi-Sum Wong, Junbang Lan, Kelly Z. Peng and Joyce Iun

Proponents of paternalistic leadership argue that a paternalistic leader is authoritative and at the same time, a benevolent and moral individual, and this style is effective in…

Abstract

Purpose

Proponents of paternalistic leadership argue that a paternalistic leader is authoritative and at the same time, a benevolent and moral individual, and this style is effective in non-Western societies. However, past empirical studies consistently found that authoritarianism related negatively to benevolence, morality and job outcomes. The authors posit that the original proposed style probably did not exist, or at least not being a dominant style, in modern Chinese business organizations.

Design/methodology/approach

The authors collected supervisor–subordinate dyadic data from three independent Chinese sample in Taiwan (N = 305), Hubei (N = 350) and Jiangsu (N = 270) and utilized the latent profile analysis method to test the hypotheses.

Findings

First, authoritarianism ratings are much lower than ratings of benevolence and morality. Second, none of the identified profiles is high on authoritarianism, benevolence and morality at the same time. Third, leadership style with low authoritarianism, but high on benevolence and morality leads to the best employee outcomes.

Originality/value

Conceptually, the authors clarify the typical leadership styles that compose of the independent dimensions proposed by paternalistic leadership researchers. Methodologically, the authors showed that using person-centered latent profile analysis method can examine combinations of various leadership dimensions or constructs to examine a leader as a whole person. Practically, understanding a leadership style that composes of different levels of various leadership constructs may better inform managers and leaders how they could effectively influence subordinates.

Details

Leadership & Organization Development Journal, vol. 43 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 8 June 2022

Junbang Lan, Yuanyuan Gong, Tao Liu, Man-Nok Wong and Bocong Yuan

Drawing on the conservation of resource theory and emotional contagion perspective, this study aims to propose that customer mistreatment has an indirect effect on subsequent…

Abstract

Purpose

Drawing on the conservation of resource theory and emotional contagion perspective, this study aims to propose that customer mistreatment has an indirect effect on subsequent customer mistreatment by triggering high levels of surface acting. In other words, there is a vicious circle formed as a result of customer mistreatment and surface acting. This paper further argues that emotional regulation and conscientiousness are effective in breaking this vicious circle.

Design/methodology/approach

An experience sampling study was conducted on 97 frontline service employees in a hotel chain’s restaurants in China, with two daily surveys for ten consecutive days. Multilevel path analyses were used to test the hypotheses.

Findings

The results indicate that employees experiencing customer mistreatment in the morning would adopt the surface acting strategy more frequently in the afternoon, which in turn induces more customer mistreatment in the afternoon. Further, this indirect effect can be mitigated by high (versus low) levels of emotional regulation and conscientiousness.

Originality/value

Recently, there has been growing recognition of the vital links between customer mistreatment and negative employee outcomes. However, these studies have failed to consider the carryover effect of customer mistreatment. To the best of the authors’ knowledge, this is the first pioneer study on whether and how customer mistreatment can affect subsequent instances of customer mistreatment, thereby offering a more comprehensive understanding of the consequences of customer mistreatment.

Details

International Journal of Contemporary Hospitality Management, vol. 34 no. 11
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 3 April 2017

Junbang Lan, Chi-Sum Wong, Chunyan Jiang and Yina Mao

Some indirect evidence indicates that leadership may affect work-related flow, a core concept in positive psychology. However, the exact process of how this relationship takes…

1834

Abstract

Purpose

Some indirect evidence indicates that leadership may affect work-related flow, a core concept in positive psychology. However, the exact process of how this relationship takes place is still unknown. Based on the nature of leader-member exchange (LMX), the purpose of this paper is to hypothesize a moderated mediation model of the LMX-flow relationship in which psychological empowerment is the mediator while emotional intelligence (EI) is the moderator.

Design/methodology/approach

Two samples are utilized in the study. One sample (n=219) is from the service industry representing a high emotional labor job, and the other sample (n=208) is from the manufacturing industry representing a low emotional labor job.

Findings

In both the samples, psychological empowerment mediates the positive relationship between LMX and work-related flow. However, the moderated mediation effect of EI is supported only in the service sample but not in the manufacturing sample.

Practical implications

Leader plays an important role in facilitating subordinates’ flow experience by enhancing psychological empowerment. For the high emotional labor job, employees with high EI are better able to transfer leader’s support into flow experience.

Originality/value

The paper, as the first study to connect LMX with flow concept, advances the study of positive psychology in workplace context, especially the leadership field. By proposing a mediating mechanism and outlining EI as a moderator, the study explains how LMX relates to flow experience at work.

Details

Leadership & Organization Development Journal, vol. 38 no. 2
Type: Research Article
ISSN: 0143-7739

Keywords

1 – 7 of 7