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Article
Publication date: 11 January 2024

Andreea Gheorghe, Petru Lucian Curșeu and Oana C. Fodor

This study aims to explore the role of team personality and leader’s humor style on the use of humor in group communication and the extent to which group humor mediates the…

Abstract

Purpose

This study aims to explore the role of team personality and leader’s humor style on the use of humor in group communication and the extent to which group humor mediates the association between team personality on the one hand, psychological safety, collective emotional intelligence and group satisfaction on the other hand.

Design/methodology/approach

The authors used a survey to collect data from 304 employees nested in 83 groups working in organizations from various sectors in Romania.

Findings

The study results show that extraversion is positively associated with group affiliative humor, while neuroticism has a positive association with group aggressive humor. The leader’s affiliative humor style had a significant positive effect on group affiliative humor, while the effect of leader’s aggressive humor style on the use of aggressive humor in groups was not significant. Furthermore, the authors examined the mediation role of group humor in the relationship between team personality and team emergent states and satisfaction. The authors found that group aggressive humor mediates the association between neuroticism and group emotional intelligence, psychological safety and satisfaction, while affiliative humor mediates the association between extraversion and emotional intelligence and team satisfaction.

Originality/value

The study reports one of the first attempts to explore the multilevel interplay of team personality and humor in groups as they relate to emergent states.

Details

Team Performance Management: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1352-7592

Keywords

Article
Publication date: 1 January 2024

Mijeong Kim and Jinuk Oh

Given that the relationship between proactive personality and turnover intention is not straightforward in the literature, the authors address two research questions focusing on…

Abstract

Purpose

Given that the relationship between proactive personality and turnover intention is not straightforward in the literature, the authors address two research questions focusing on the nursing profession: does proactive personality negatively influence nurses' turnover intention by alleviating their lack of professional recognition? And does a supervisor’s proactive personality act as a boundary condition for the mediating effects of the lack of professional recognition in the link between proactive personality and turnover intentions?

Design/methodology/approach

A moderated mediation model linking proactive personality and turnover intentions was developed and tested on a sample of 579 nurses in 88 work units in general hospitals in South Korea.

Findings

The results of multilevel path analysis reveal that proactive personality has a negative indirect relationship with turnover intention via lack of professional recognition. Additionally, the indirect relationship is strengthened when the supervisor’s proactive personality is low.

Originality/value

These findings provide valuable empirical evidence on the inconclusive relationship between proactive personality and turnover intention by highlighting the role of proactive personality in attenuating the influence of negative occupational factors. Moreover, proactive personality as a boundary condition for the aforementioned relationship was empirically examined.

Details

Career Development International, vol. 29 no. 1
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 8 March 2024

Fei Kang, Yifei Shi, Jiyu Li and Han Zhang

Despite the growing body of empirical research on leader anger expressions, the issue of how and when leader anger expressions shape newcomers’ proactive career behavior and work…

Abstract

Purpose

Despite the growing body of empirical research on leader anger expressions, the issue of how and when leader anger expressions shape newcomers’ proactive career behavior and work alienation in the construction industry has been largely overlooked. Building upon social information processing theory, this research identifies newcomers’ organization-based self-esteem as a mediator, and suggests that newcomers’ performance goal orientation could moderate the relationship.

Design/methodology/approach

A questionnaire study was conducted on the construction industry in China, and the PROCESS program developed by Hayes was used to test the hypothetical model with 215 valid cases.

Findings

The results suggest that leader anger expressions are negatively associated with newcomers’ organization-based self-esteem, and organization-based self-esteem mediated the link between leader anger expressions and newcomers’ proactive career behavior and work alienation. Furthermore, the newcomers’ performance goal orientation moderates the negative impact of leader anger expressions on newcomers’ organization-based self-esteem.

Research limitations/implications

Due to the cross-sectional nature of this study, causal implications are difficult to draw. Moreover, all data we received was based on participant self-reports, which may raise concerns about common method variance.

Originality/value

In this paper, we contribute to a deeper understanding of the mediating mechanisms and boundary conditions by which leader anger expressions influence newcomers’ proactive career behavior and work alienation from social information processing perspective, in addition to providing valuable insights for management of newcomers in the construction industry.

Details

Engineering, Construction and Architectural Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-9988

Keywords

Case study
Publication date: 4 January 2024

Marina Apaydin, Martin Johannes Løkse Sand, Rebecca A Hoogendoorn and Maha Eshak

The expected learning outcomes are to understand key frameworks and tools for global leaders through the application of widely used theoretical frameworks on a written business…

Abstract

Learning outcomes

The expected learning outcomes are to understand key frameworks and tools for global leaders through the application of widely used theoretical frameworks on a written business case, understand the role of the leader in a team, apply theories of change to situations to anticipate courses of events and evaluate and apply relevant theory to assess a leader’s character and personality.

Case overview/synopsis

Hassan Allam Holding (HAH) was a family-owned Egyptian engineering, construction and infrastructure company managed by co-Chief Executive Officers and brothers Amr and Hassan Allam. HAH experienced significant growth and success, but eventually, it reached a point where its family governance structure could no longer sustain further growth. Amr and Hassan realized this and started planning to transition toward a corporate governance structure. In 2016, they managed to get the International Finance Corporation on board as an equity partner, and this helped propel the governance transition, but they still needed to find a way to convince the family to step back. This case study can help students understand the issues that may occur during a change within an established organization of any size. The case study considers the implications the change may have on the leader, his personality and his character and how it shapes the leader in question as an outcome. This case study has been designed to be used in one or two sessions and can be offered in management or leadership courses at an undergraduate or graduate level.

Complexity academic level

This case study is intended for graduate and undergraduate students studying a leadership or management course. It can help students comprehend the challenges of a family-owned business and how change is associated with such businesses. The case also considers how leaders are shaped by effectively managing conflict. This case can be considered as Level 1 on a 1–3 scale, as the full description of the situation is given in the case and the task of the students is to analyze the leader and his decisions using various academic concepts and theories (Erskin et al., 2003).

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Article
Publication date: 23 January 2024

Maohong Guo, Osama Khassawneh, Tamara Mohammad and Xintian Pei

Grounded on the conservation of resources (COR) theory, this study examines the relationship between tyrannical leadership and knowledge hiding. Additionally, this study aims to…

Abstract

Purpose

Grounded on the conservation of resources (COR) theory, this study examines the relationship between tyrannical leadership and knowledge hiding. Additionally, this study aims to investigate the mediating role of psychological distress and the moderating role of psychological safety.

Design/methodology/approach

Data was gathered from 435 employees in the corporate sector in China. The study used the partial least squares structural equation modelling approach to assess the proposed connections and analysed the data collected with the help of SmartPLS 4 software.

Findings

In the study, it was found that there is a positive relationship between tyrannical leadership and knowledge hiding, and this association is mediated by psychological distress. Additionally, the results asserted that the positive effect of tyrannical leadership on knowledge hiding through psychological distress is less pronounced when there is a greater degree of psychological safety.

Practical implications

Leaders should avoid being tyrannical and adopt a supportive leadership style. They should be aware of the effects of their behaviour on employee well-being, provide resources to help employees cope with distress and foster a culture of psychological safety. This approach promotes knowledge sharing, innovation and employee well-being within the organisation.

Originality/value

This study contributes to the existing literature by investigating a new factor that influences knowledge hiding: tyrannical leadership. Furthermore, it explains that employees who experience tyrannical leadership are more prone to psychological distress, such as anxiety and fear, and are likelier to engage in knowledge-hiding behaviours. Finally, the study identifies psychological safety as a factor that can mitigate the negative effects of tyrannical leadership on knowledge hiding.

Details

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

Keywords

Article
Publication date: 22 February 2024

Ethlyn A. Williams, Kate M. McCombs, Rajnandini Pillai and Kevin B. Lowe

This research aims to examine the influence of Chief Executive Officer (CEO) dark triad traits, follower COVID-19 anxiety and self-leadership on follower evaluations of the…

Abstract

Purpose

This research aims to examine the influence of Chief Executive Officer (CEO) dark triad traits, follower COVID-19 anxiety and self-leadership on follower evaluations of the effectiveness of organizations’ response to the COVID-19 pandemic crisis.

Design/methodology/approach

In this paper data were collected over two time periods. At time 1, mid-October 2021, 650 participants responded to questions on their CEO’s leadership traits and self-leadership. At time 2, (3-week lag) 275 matched individual responses provided followers’ evaluations of the effectiveness of the organization’s COVID-19 response and follower self-leadership.

Findings

CEO dark triad traits had direct and indirect negative effects on followers’ evaluations of the organization’s COVID-19 response (through COVID-19 anxiety). Follower self-leadership mitigated the negative effects.

Research limitations/implications

By examining the moderating role of self-leadership, we can offer organizations evidence-based strategies to mitigate some harmful effects of leaders exhibiting dark triad traits.

Practical implications

Given that organizations are still dealing with the ongoing ramifications of COVID-19 and planning for future crises, our findings emphasize the negative effects of dark traits on COVID-19 anxiety, and in turn, on follower’s evaluation of effective organization response to a crisis, highlighting the importance of top-level leader selection.

Social implications

Our results bolster Manz’s (1986) argument that self-leadership might be key to achieving peak performance in organizations and important for follower well-being.

Originality/value

This study of dark traits is especially important in a crisis context to understand how leaders affect followers’ perceptions about organizational outcomes and factors that might mediate or moderate the negative impact. Despite interest in understanding leadership during a crisis, the majority of research is focused on positive traits of leaders (Palmer et al., 2020).

Details

Journal of Managerial Psychology, vol. 39 no. 2
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 29 March 2024

Jing Jiang, Huijuan Dong, Yanan Dong, Yuan Yuan and Xingyong Tu

Although employee overqualification is a common occurrence in the workplace, most research has focused on overqualification at the individual level rather than at the team level…

Abstract

Purpose

Although employee overqualification is a common occurrence in the workplace, most research has focused on overqualification at the individual level rather than at the team level. Drawing on social cognitive theory, this study aimed to uncover how leaders' perception of team overqualification influenced their cognition and follow-up behavior.

Design/methodology/approach

We performed two studies to test our model. In Study 1, we conducted an experiment to examine the causal relationship between leaders' perception of team overqualification and leadership self-efficacy. In Study 2, a two-wave field study was conducted to test the overall model based on a sample obtained from a steel company in China.

Findings

We found that leaders' perception of team overqualification reduced leadership self-efficacy, which in turn hindered leaders' empowering behavior. In addition, leaders' social face consciousness strengthened the negative relationship between leaders' perception of team overqualification and leadership self-efficacy, such that the relationship was more negative when leaders' social face consciousness was high rather than low.

Originality/value

Our study contributes to the literature on employee overqualification and its effects on leaders through investigation at the team level to show how leaders respond to overqualified teams.

Details

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

Keywords

Article
Publication date: 13 December 2023

Shubham Sharma and Usha Lenka

Empirical attempts to recommend enabling mechanisms for organizational unlearning are sparse and have almost neglected the vital role of leadership in transforming organizations…

Abstract

Purpose

Empirical attempts to recommend enabling mechanisms for organizational unlearning are sparse and have almost neglected the vital role of leadership in transforming organizations through unlearning. Based on the tenets of persistence theories like path-dependence and imprinting theory, this study examines the relationship between transformational leadership and unlearning with the mediating role of knowledge sharing, transparent internal communication and intrapreneurship.

Design/methodology/approach

To analyze the hypothesized relationship between these constructs, data were collected from 452 faculty members working in Centrally Funded Technical Institutions (CFTIs) in India. The data were analyzed using Process macro (Hayes, 2022).

Findings

The results show a significant effect of transformational leadership on organizational unlearning. This effect is mediated by transparent internal communication and intrapreneurship. However, knowledge sharing did not mediate the relationship between transformational leadership and organizational unlearning.

Practical implications

The Fourth Industrial Revolution, Covid-19, the rise of generative artificial intelligence tools like ChatGPT and policy reforms have pushed higher educational institutions to transform by unlearning old practices and experimenting with new ones. This paper informs how educational institutions can initiate and sustain the unlearning process.

Originality/value

Persistence theories like path-dependence and imprinting theory suggest that organizations often stick with proven success formulas and find it challenging to adopt new practices. Moreover, path dependence theorists advocate the role of an external intervening mechanism to break away from rigid and inefficient routines (or paths). This paper argues that in addition to external events (e.g. crisis, etc.), transformational leaders combined with organizational processes also help in unlearning obsolete knowledge and routines.

Details

Journal of Organizational Change Management, vol. 37 no. 1
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 6 February 2024

Mehreen Malik, Muhammad Mustafa Raziq, Naukhez Sarwar and Madiha Gohar

We explore the skills required for digital leadership for reshaping existing business models toward digital models. Digital leadership is pivotal in gaining a competitive…

Abstract

Purpose

We explore the skills required for digital leadership for reshaping existing business models toward digital models. Digital leadership is pivotal in gaining a competitive advantage and achieving successful digital transformation. However, little is known with regard to the underlying mechanisms related to digital leadership and transformation.

Design/methodology/approach

Data are collected through semi-structured interviews involving 20 participants from five Pakistani textile companies. Thematic analysis was employed as a data analysis tool.

Findings

Findings show that certain skills such as technological know-how, innovativeness, adaptability, ability to lead and steer, honesty, integrity, transformative vision, communication and collaboration are conducive to successful digital transformation in textile manufacturing firms. Similarly, digital leaders can significantly enhance business model innovation, create value for the firm, help develop new products (value proposition) and create Ecosystem partnerships (value network).

Originality/value

This article bridges gaps between existing literature on digital transformation and leadership. Digital leadership skills for digital transformation and the role of digital leaders in business model innovation have not been explored before. The conceptual framework is put forth, propositions are proposed and the findings offer some future research directions.

Details

Benchmarking: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1463-5771

Keywords

Book part
Publication date: 29 January 2024

Paulina Wojciechowska-Dzięcielak and Neal M. Ashkanasy

The question of how work motivation affects team members' tacit and explicit knowledge sharing has long puzzled organizational scholars. In this chapter, the quality of…

Abstract

Purpose

The question of how work motivation affects team members' tacit and explicit knowledge sharing has long puzzled organizational scholars. In this chapter, the quality of team–member exchange (TMX) is presented as one potential mechanism.

Approach

Key variables in the model are intrinsic and extrinsic work motivation, interactional and distributive organizational justice, tacit and explicit knowledge sharing, relationship-oriented and task-oriented TMX, organizational rules, organizational climate for trust. Separate models are developed for intrinsic versus tacit knowledge sharing.

Findings

While explicit knowledge sharing depends upon extrinsic factors such as extrinsic work motivation, task oriented TMX, distributive justice perceptions, and organizational rules, tacit knowledge sharing is dependent upon intrinsic factors such as intrinsic work motivation, relationship-oriented TMX, interactive justice perceptions, and perceptions of an organizational climate for trust.

Originality/Value

This is the first model to provide a useful framework that should enable scholars to research the factors underlying the relationships between individual employee motivation and both explicit and tacit organizational knowledge sharing.

1 – 10 of 211