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Article
Publication date: 20 April 2020

Kleanthis K. Katsaros, Athanasios N. Tsirikas and Georgia C. Kosta

The aim of the research is to investigate the influence of leadership on firm financial performance and to explore the mediating role of employees' readiness to change.

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Abstract

Purpose

The aim of the research is to investigate the influence of leadership on firm financial performance and to explore the mediating role of employees' readiness to change.

Design/methodology/approach

The paper hypothesizes that employees' readiness to change mediates the relationship between leadership and firm financial performance. A total of 213 employees of Greek shipping firms completed questionnaires examining their firms' leadership style and concurrently, their supervisors appraised their readiness to change. The research model was tested with the use of Structural Equation Modelling.

Findings

The research findings note the importance of leadership in fostering firm financial performance; they describe how each leadership style influences employees' readiness to change; as well as, they confirm that employee readiness mediates the relationship between leadership and firm financial performance. Theoretical and practical implications of these findings are analysed.

Research limitations/implications

Given that the research was conducted during the severe Greek economic crisis, a time when employees' behaviour is highly influenced by distinctive and complex internal and external relationships, there is scope for further work to verify that the relationships identified in this study remain valid during periods when market conditions are more favourable.

Practical implications

The findings provide further support on the significance of employees' readiness to change and the paper suggests policies for its development.

Originality/value

The originality of this study lies in the finding that employees' readiness to change mediates the relationship between leadership and firm financial performance. Further, the study was carried out in Greek shipping industry that plays a vital role in the international shipping industry which is responsible for the carriage of around 90% of world trade.

Details

Leadership & Organization Development Journal, vol. 41 no. 3
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 12 June 2023

Kleanthis K. Katsaros and Athanasios Tsirikas

Both uncertainty reduction theory and uncertainty management theory suggest that uncertainty reduction during organizational change is imperative as it may influence positively…

Abstract

Purpose

Both uncertainty reduction theory and uncertainty management theory suggest that uncertainty reduction during organizational change is imperative as it may influence positively employees’ attitudes and behaviors. By drawing on the theory of planned behavior that links individual’s beliefs and behavior, the study seeks to examine how employees’ self- and other-interest in change may reduce perceptions of change uncertainty and consequently, foster their behavioral change support (i.e. compliance, cooperation and championing).

Design/methodology/approach

The study hypothesizes that employees’ self- and other-interest in change mediate the relationship between perceptions of change uncertainty and behavioral change support. The research was conducted in two large IT companies co-located in a big science park in an EU country in South-eastern Europe. Data were collected from 105 employees and their supervisors in three sequential phases.

Findings

The research findings suggest that both self- and other-interest in change partially mediate the negative relationship between perceptions of change uncertainty and behavioral change support.

Practical implications

The findings indicate that change management practitioners will benefit considerably if they try to decrease employees’ perceived change uncertainty by increasing their self- and other-interest in change to provoke supportive behaviors. Relevant suggestions are made.

Originality/value

The findings provide new insights into how perceptions of change uncertainty and self- and other-interest in change can affect employees’ change participation. Further, the research findings add to the uncertainty reduction theory and uncertainty management theory as well as, other related notions.

Details

Leadership & Organization Development Journal, vol. 44 no. 4
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 10 February 2022

Kleanthis Konstantinos Katsaros and Athanasios N. Tsirikas

Drawing from uncertainty reduction theory and uncertainty management theory, the aim of the research is to investigate the influence of positive change orientation (i.e. change…

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Abstract

Purpose

Drawing from uncertainty reduction theory and uncertainty management theory, the aim of the research is to investigate the influence of positive change orientation (i.e. change self-efficacy, positive attitudes toward change, perceived control) on the perceived change uncertainty and behavioral change support (i.e. compliance, cooperation and championing) relationship.

Design/methodology/approach

The paper hypothesizes that employees' positive change orientation partially mediates the relationship between perceived change uncertainty and behavioral change support. The research data were collected from employees and their supervisors in three sequential phases. The research model was tested with the use of Structural Equation Modeling.

Findings

The research findings suggest that employees' change self-efficacy and attitudes toward change partially mediates the negative relationship between perceived change uncertainty and behavioral change support.

Practical implications

The results support that change management practitioners will benefit significantly if they manage to influence their employees' positive change orientation as well as to decrease the perceived uncertainty to provoke change supportive behaviors. Relevant suggestions are made.

Originality/value

The originality of this study lies in the finding that employees' change self-efficacy as well as their attitudes toward change partially mediates the relationship between perceived change uncertainty and behavioral change support. Further, the research findings add to the uncertainty reduction theory and uncertainty management theory as well as other related notions.

Details

Journal of Organizational Change Management, vol. 35 no. 3
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 14 March 2022

Kleanthis K. Katsaros

By drawing on the need to belong theory, the paper aims to propose a moderated mediation model to examine the role of workplace belongingness and meaning-making in the positive…

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Abstract

Purpose

By drawing on the need to belong theory, the paper aims to propose a moderated mediation model to examine the role of workplace belongingness and meaning-making in the positive relationship between inclusive leadership and employee change participation.

Design/methodology/approach

Participants were 155 employees from 31 teams from a branch of a multinational pharmaceutical company located in an EU country. The company faces constant legal, regulatory and technology-related changes after the coronavirus disease 2019 (COVID-19) pandemic outbreak. Data were collected in three waves, approximately three weeks apart between March 2020 and May 2020. To test the mediating effect of workplace belongingness were performed first – a series of regression analyses – and second, bootstrapping to assess the statistical significance of the indirect effect (Preacher and Hayes, 2008).

Findings

Workplace belongingness mediates the relationship between inclusive leadership and employees change participation. Further, the research findings provide support that meaning-making moderates the relationship between workplace belongingness and change participation as well as the indirect relationship between inclusive leadership and change participation through workplace belongingness such that the positive relationships are stronger when meaning-making is higher.

Practical implications

The results indicate that should leaders and change management practitioners manage to influence positively employees' workplace belongingness by employing inclusive practices and procedures; leaders and change management practitioners will increase the level of participation during change and further the results note from an applied perspective the importance of mean-making as a facilitating factor during change in organizational settings. Relevant suggestions are made.

Originality/value

The findings provide new insights into how inclusive leadership and workplace belongingness can affect employees' change participation. Further, the research findings note the significant moderating role of meaning-making regarding both the relationship between workplace belongingness and change participation as well as the indirect relationship between inclusive leadership and change participation through workplace belongingness.

Details

Baltic Journal of Management, vol. 17 no. 2
Type: Research Article
ISSN: 1746-5265

Keywords

Article
Publication date: 15 February 2024

Kleanthis K. Katsaros

By drawing on the perceived organizational support (POS) theory and the extended job demands-resources model (JD-R model), the aim of this study is to investigate the influence of…

Abstract

Purpose

By drawing on the perceived organizational support (POS) theory and the extended job demands-resources model (JD-R model), the aim of this study is to investigate the influence of different levels of organizational support during change (i.e. organizational level, supervisory level, coworker level) on firm financial performance and to explore the role of employee work engagement.

Design/methodology/approach

Data were collected during the second outbreak of the COVID-19 pandemic in two waves, approximately 2 weeks apart. A total of 291 employees in the Greek telecommunication industry completed questionnaires examining the POS during change and consequently, their supervisors evaluated their work engagement. The research model was tested with the use of structural equation modeling.

Findings

The research findings note the importance of different levels of organizational support during change; they describe how each level influences employees' work engagement as well as they confirm that employee work engagement mediates the relationship between POS during change and firm financial performance. Theoretical and practical implications of these findings are discussed.

Practical implications

The results indicate that should firms manage to influence positively employees' work engagement by providing support at all levels during change, they may boost their financial performance.

Originality/value

The research findings provide new insights into how POS and work engagement may influence firm financial performance. The originality of this study lies in the finding that employees' work engagement mediates the relationship between POS during change and firm financial performance. Further, the study was carried out in the Greek telecommunication industry during the second outbreak of the COVID-19 pandemic.

Details

Employee Relations: The International Journal, vol. 46 no. 3
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 25 June 2024

Kleanthis Konstantinos Katsaros

By drawing on the reciprocity norm and the employee engagement theory, the aim of this study is to investigate the influence of workplace characteristics (e.g. individual, job…

Abstract

Purpose

By drawing on the reciprocity norm and the employee engagement theory, the aim of this study is to investigate the influence of workplace characteristics (e.g. individual, job, group and organizational levels) on remote employee work performance (i.e. task, adaptive and proactive) and to examine the potential role of work engagement.

Design/methodology/approach

Data were collected through a phased investigation in a branch of a multinational telecommunication company located in Greece. The research was carried out from September 2022 to December 2022. Firstly, 364 exclusively remote employees completed questionnaires examining work-related characteristics (i.e. change self-efficacy, work autonomy and perceived organizational support (POS)) as well as their work engagement. Consequently, their supervisors evaluated their work performance. The research model was tested with the use of structural equation modeling (SEM).

Findings

The research findings suggest that change self-efficacy, work autonomy, support from supervisors and organizational support positively influence employee work engagement as well as that work engagement mediates the relationship among change self-efficacy, support from supervisors, organizational support and employee work performance (i.e. task and adaptive). Theoretical and practical implications of these findings are discussed.

Practical implications

The results indicate that if organizations manage to influence positively their employees’ work engagement by providing them with the necessary conditions and support (i.e. individual, group and organizational levels), they may increase their work performance in changing and complex times.

Originality/value

The research findings provide new insights into how workplace characteristics and work engagement may influence employee performance during turbulent times. The originality of this study lies in the finding that employees’ work engagement mediates the relationship among change self-efficacy, support from supervisors, organizational support and employee work performance (i.e. task and adaptive). Further, the study refers to exclusively remote employees, and it was conducted in the meta coronavirus 2019 (COVID-19) era.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 13 May 2014

Kleanthis K. Katsaros, Athanasios N. Tsirikas and Christos S. Nicolaidis

The aim of the research is to investigate how managers' personal traits, emotions and attitudes shape their tolerance of ambiguity (TOA); and consequently, the influence of…

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Abstract

Purpose

The aim of the research is to investigate how managers' personal traits, emotions and attitudes shape their tolerance of ambiguity (TOA); and consequently, the influence of managers' ambiguity tolerance in organizations' financial performance.

Design/methodology/approach

Survey data were collected from 54 Greek banks. A total of 412 senor-level managers completed questionnaires examining TOA, personal traits, emotions and attitudes in the workplace. Principal components analysis and ordinary least-squares regressions were used to explore the hypotheses of the paper.

Findings

Three factors characterize managers' emotions in the workplace, namely pleasure, arousal and dominance; and, respectively, two factors their involvement, namely importance and interest. Further, locus of control, importance, job satisfaction, pleasure and organizational commitment critically affect managers' TOA, which, in turn, seems to influence positively organizations' profitability.

Research limitations/implications

Further research is required in Greek banking industry regarding the influence of managers' emotional and cognitive attributes in organizations' financial performance. Likewise, this research should be expanded to other industries.

Practical implications

The findings provide further support on the significance of emotional and cognitive attitudes in the workplace; the paper suggests policies to enhance managers' TOA, and thus, organizations' profitability.

Originality/value

The originality of this study lies in the finding that emotional and cognitive characteristics affect managers' TOA, which, in turn, influences significantly organizations' profitability. Another significant contributing factor is that the study is carried out in Greece, where few studies have been conducted in this area.

Details

Management Research Review, vol. 37 no. 5
Type: Research Article
ISSN: 2040-8269

Keywords

Article
Publication date: 22 June 2012

Athanasios N. Tsirikas, Kleanthis K. Katsaros and Christos S. Nicolaidis

The aim of this research is to investigate the influence of hybrid knowledge management in workers' productivity and tolerance of ambiguity.

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Abstract

Purpose

The aim of this research is to investigate the influence of hybrid knowledge management in workers' productivity and tolerance of ambiguity.

Design/methodology/approach

The research was conducted before and after the implementation of the Communication and Knowledge Motivator (CKM) model in Hellenic Railways Organization (2004 and 2008). Survey data were collected from 352 workers. In the first phase (2004), workers' productivity, ambiguity tolerance and demographical characteristics were examined. In the second phase (2008), the same measurements were performed. Ordinary regressions (enter and stepwise) were used to explore the research hypotheses.

Findings

The paper finds that workers' productivity and tolerance of ambiguity is positively affected by the CKM model. Further, it confirms the significant influence of workers' ambiguity tolerance in their productivity, before and after the implementation of the CKM model.

Research limitations/implications

Workers' productivity might be influenced by the Hawthorne effect or by other emotional/cognitive attitudes. There is no such earlier measurement in Greece to compare and appraise the research findings and overall, the CKM model. Further research needs to be conducted in the Greek public sector.

Practical implications

The research findings suggest that the CKM model affects positively workers' productivity and ambiguity tolerance. Additionally, they note that workers' tolerance of ambiguity affects significantly their productivity.

Originality/value

The originality of this study lies in the CKM model that may influence positively workers' productivity and ambiguity tolerance. The study was carried out in Greece where few relevant studies have been conducted.

Details

Employee Relations, vol. 34 no. 4
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 22 February 2011

Christos Nicolaidis and Kleanthis Katsaros

The aim of the research is to investigate the influence of emotional attitudes towards change on managers' tolerance of ambiguity.

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Abstract

Purpose

The aim of the research is to investigate the influence of emotional attitudes towards change on managers' tolerance of ambiguity.

Design/methodology/approach

A total of 70 CEOs of Greek IT firms completed questionnaires examining tolerance of ambiguity, emotional attitudes towards change ambiguity and job satisfaction. Principal components analysis and ordinary regression analyses were used to explore the hypotheses.

Findings

The paper finds that three factors characterize managers' emotional attitudes towards change, namely dominance, arousal, and pleasure. Furthermore, it indicates that job satisfaction can be taken as a critical intervention variable that “energizes” managers' arousal (i.e. stimulation, excitement and frenzy) which, in turn, influences their tolerance of ambiguity.

Research limitations/implications

Deeper and broader level of research is necessary in Greek IT industry regarding the influence of emotional attitudes on tolerance of ambiguity. Likewise, this research should be expanded to other industries.

Practical implications

The findings provide further support on the significance of emotional attitudes during change and the paper suggests policies to enhance managers' tolerance of ambiguity.

Originality/value

The originality of this study lies in the finding that job satisfaction energizes the arousal factor, which, in turn, influences significantly managers' tolerance of ambiguity. Another important contributing factor is that the study is carried out in Greece, where few studies have been conducted in this area.

Details

Journal of Strategy and Management, vol. 4 no. 1
Type: Research Article
ISSN: 1755-425X

Keywords

Article
Publication date: 15 June 2023

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

European researchers have investigated the influence of positive change orientation on perceived change uncertainty and behavioral change support at two large IT companies. The results of the study of employees and supervisors indicate that self-change efficacy and attitudes towards change partially mediate the negative relationship between perceived change uncertainty and behavioral change support.

Originality/value

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Details

Human Resource Management International Digest , vol. 31 no. 5
Type: Research Article
ISSN: 0967-0734

Keywords

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