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1 – 10 of over 5000Abstract
Purpose
Despite the increasing importance of boundary-spanning behaviors in construction projects, the research on how leader anger expressions impact employees’ boundary-spanning behaviors remains unclear. This study aims to investigate the impact of leader anger expressions on employees’ boundary-spanning behaviors in construction projects while exploring the mediating effect of work hope and the moderating effect of power distance orientation through the lens of social information processing theory.
Design/methodology/approach
The empirical data were collected from a questionnaire survey of 235 employees in construction projects, and the hypotheses were tested using the PROCESS program developed by Hayes.
Findings
This study demonstrated that leader anger expressions negatively affect employees’ work hope, and work hope mediates the relationship between leader anger expressions and employees’ boundary-spanning behaviors. Besides, the stronger the employees’ power distance orientation, the stronger the negative relationship between leader anger expressions and employees’ work hope, and the above mediating effect was also stronger.
Research limitations/implications
The use of cross-sectional data was unable to entirely infer a causal relationship between leader anger expressions and employees’ boundary-spanning behaviors. Additionally, the reliance on self-reported data inevitably introduced some common method bias.
Originality/value
Applying social information processing theory, this paper enriches the discourse on factors influencing employees’ boundary-spanning behaviors in construction projects. It also offers valuable insights for leaders in construction projects to manage their teams effectively.
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This study aims to investigate the impact of leader’s religiosity on teachers’ organizational commitment and leaders’ virtuous behaviors. Second, it is intended to examine the…
Abstract
Purpose
This study aims to investigate the impact of leader’s religiosity on teachers’ organizational commitment and leaders’ virtuous behaviors. Second, it is intended to examine the significant influence of Al-Ghazali’s fundamental virtues – wisdom, justice, temperance and courage – on the level of commitment displayed by teachers in K12 schools.
Design/methodology/approach
To analyze this connection, a total of 335 surveys were collected from K12 private schools situated in the Kurdistan Region of Iraq. The data were then evaluated using confirmatory factor analysis and structural equation modeling.
Findings
It has been found that leaders’ virtuous behaviors have significant positive effects on teachers’ commitment. Furthermore, while religiosity did not directly influence teachers’ commitment, the virtuous behaviors of leaders played a significant mediating role in this relationship.
Originality/value
This research fills a gap in the literature by exploring the impact of Islamic ethical principles on employee commitment, specifically within the context of K12 education in the Kurdistan Region of Iraq. It emphasizes the critical role of leaders’ virtuous behaviors in improving employee commitment.
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Nissa Syifa Puspani, Desirée H. Van Dun and Celeste P. M. Wilderom
This longitudinal study focuses on the specific behaviours of both top and other leaders in family firms that are implementing lean and green practices in order to contribute to…
Abstract
Purpose
This longitudinal study focuses on the specific behaviours of both top and other leaders in family firms that are implementing lean and green practices in order to contribute to the sustainability transition.
Design/methodology/approach
Over the course of two years and two months, longitudinal comparative case research was carried out within two Indonesian family firms in the logistics and transportation business. Data were collected via of 86 interviews, 37 observed meetings within the firms and 12 work floor visits. The thematic analysis approach was based on the “fuller full-range theory of leadership”.
Findings
Over time, the leaders at various hierarchical levels learned to diversify their behavioural repertoire; solely exhibiting the transactional or transformational leadership style was not effective for employees’ adoption of lean and green practices. Instead, the leaders had to integrate the behaviours from the transactional, transformational and instrumental leadership styles.
Originality/value
This study explores the extension of leaders’ behaviours over time. Our findings result in two propositions that theoretically explain the evolved behaviours that steered the organisational transformation towards a lean and green firm. Given its context (i.e. Indonesian family-owned logistics firms), this study offers insights that might generalise to similar family firms in other Asian countries.
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Cailing Feng, Lisan Fan and Xiaoyu Huang
This study aims to break through the limitations of previous studies that have focused too much on the individual-level effects of humble leadership. Based on the affective events…
Abstract
Purpose
This study aims to break through the limitations of previous studies that have focused too much on the individual-level effects of humble leadership. Based on the affective events theory (AET), this study provides to construct an individual-team multilevel model of humble leadership focusing on the followers’ affective reaction and attribution of intentionality.
Design/methodology/approach
On the basis of subordinates’ attribution of humble leadership, it is believed that there are actually two motivations for humble leadership: true intention (serve the organizational collective interest) and pseudo intention (serve the leader’s self-interest), to which subordinates have different affective reactions, causing different leadership effectiveness. Thus, this study conducted an extensive review based on the qualitative method and proposed an integrated multilevel model of leader humility on individual and team outputs.
Findings
Followers’ attribution of intentionality moderates the relationship between humble leadership and followers’ affective reaction, which also determines followers’ performance (task performance, interpersonal deviant behavior and leader–member exchange); the interaction between team leaders’ humble leadership and collective attribution of intentionality influences team outputs (team outputs, organizational deviant behavior and team–member exchange) through team affective reaction; team humble leadership affects individual outputs through affective reaction and team affective climate plays a moderating role between affective reaction and individual outputs.
Originality/value
This study explores the individual-team multilevel outputs of humble leadership based on the AET theory, which is relatively rare in the current field. This study attempts to incorporate leaders’ motivation (such as attributions of intentionality) into the humble leadership research, by confirming that humble leadership affects affective reaction, which further influences individual-team multilevel outputs.
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Zhining Wang, Xuan Zhou and Shaohan Cai
Based on self-regulation theory, this study aims to investigate the relationship between authentic leadership and help-seeking behavior, as well as the mediating effect of…
Abstract
Purpose
Based on self-regulation theory, this study aims to investigate the relationship between authentic leadership and help-seeking behavior, as well as the mediating effect of proactive goal regulation and the moderating effect of leader identification.
Design/methodology/approach
We conducted a questionnaire survey on 489 employees from 94 teams and tested our research model through multi-level pathway analysis.
Findings
The analysis results suggest that (1) authentic leadership positively relates to employees’ proactive goal regulation; (2) employees’ proactive goal regulation positively relates to their autonomous (dependent) help-seeking behavior; (3) employees’ proactive goal regulation plays an intermediary role between authentic leadership and help-seeking behavior; (4) leader identification positively moderates the influence of authentic leadership on employees’ proactive goal regulation and (5) leader identification positively moderates the indirect relationship between authentic leadership and employees’ help-seeking behavior through employees’ proactive goal regulation.
Practical implications
Based on the findings of this study, organizations should foster authentic leadership in workplace to promote employees’ help-seeking behavior. In addition, managers should also attach importance to proactive goal regulation in promoting help-seeking behavior and leader identification in enhancing the positive influence of authentic leadership on employees’ proactive goal regulation.
Originality/value
This study finds that proactive goal regulation plays a key mediating role between authentic leadership and help-seeking behavior, and reveals the role of leader identification in reinforcing the positive impact of authentic leadership on help-seeking behavior.
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Xingxin Li, Yanfei Wang, Yu Zhu and Lixun Zheng
Drawing on affective events theory (AET), this study aims to investigate how and when leader voice solicitation affects employees’ innovative behavior. Specifically, this study…
Abstract
Purpose
Drawing on affective events theory (AET), this study aims to investigate how and when leader voice solicitation affects employees’ innovative behavior. Specifically, this study proposes that leader voice solicitation evokes employees’ feelings of pride, which subsequently motivate employees’ innovative behavior. Moreover, collectivism orientation plays a moderating role in this process.
Design/methodology/approach
This study collected 251 supervisor–subordinate dyadic data in two phases and employed structural equational modeling (SEM) to test the hypotheses.
Findings
The results revealed that employees’ feelings of pride mediate the positive relationship between leader voice solicitation and employees’ innovative behavior. Collectivism orientation intensifies the mediated relationship.
Originality/value
This study extends the potential outcome variables of leader voice solicitation. Moreover, it introduces a novel theoretical perspective to explore the impact of leader voice solicitation on employees. Importantly, this study examines the mediating effect of pride and the moderating effect of collectivism orientation, deepening the understanding of how and when leader voice solicitation affects innovative behavior.
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Zhixing Xu and Dong Ju
This study investigates the benefits of ethical leadership behaviors for leaders themselves and the underlying mechanisms and boundary conditions of this effect.
Abstract
Purpose
This study investigates the benefits of ethical leadership behaviors for leaders themselves and the underlying mechanisms and boundary conditions of this effect.
Design/methodology/approach
Using a multi-time and multi-source survey design, data was collected from both leaders and subordinates across three waves.
Findings
Ethical leadership behavior was found to be positively associated with the leader’s moral pride, resulting in the leader’s higher in-role performance and perceived manager effectiveness. The effect of ethical leadership behavior was moderated by core self-evaluation (CSE), such that low-CSE leaders benefit more from these behaviors.
Practical implications
Organizations should encourage ethical leadership behaviors and educate leaders to develop moral pride from conducting these behaviors. Leaders with low CSEs can enhance their in-role performance and overall effectiveness by taking pride in their ethical leadership behaviors.
Originality/value
The field of study on ethical leadership has predominantly focused on the positive outcomes for recipients, yet it is imperative to examine the self-benefits for leaders as well. This study drew upon affective events theory to posit that ethical leadership behaviors generate moral pride in leaders, leading to improved work-related attitudes and performance outcomes.
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Previous research has mainly focused on the outcomes of empowering leadership, and empirical evidence on how to encourage leaders to display empowering behaviors has been…
Abstract
Purpose
Previous research has mainly focused on the outcomes of empowering leadership, and empirical evidence on how to encourage leaders to display empowering behaviors has been overlooked, particularly from an interpersonal perspective.
Design/methodology/approach
Based on the integrative model of organizational trust, we investigate the relationship between employees' taking charge behaviors and empowering leadership considering the mediating role of leader trust in employees and the moderating role of risk propensity.
Findings
The results indicate that taking charge is positively associated with leader trust in employees, which influences the development of empowering leadership. Additionally, leaders' risk propensity moderates these relationships, that is, a higher level of risk propensity can enhance the promoting effect of leader trust on empowering behaviors.
Originality/value
This study explores the antecedents and mechanisms influencing empowering leadership and proposes the moderating effect of risk propensity. The findings not only clarify how and why employees' taking charge behaviors can stimulate empowering leadership but also offer a more comprehensive understanding of the antecedents of empowering leadership.
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Yunshuo Liu, Shuzhen Liu, Ruijian Liu and Yuanyuan Liu
The purpose of this study is to examine the effects of leader mindfulness on employee safety behaviors by focusing on the mediating role of employee resilience and the moderating…
Abstract
Purpose
The purpose of this study is to examine the effects of leader mindfulness on employee safety behaviors by focusing on the mediating role of employee resilience and the moderating role of perceived environmental uncertainty.
Design/methodology/approach
The authors surveyed 248 employees in the high speed railway company of China in three waves with a two-week interval. Hierarchical regression analysis was used to test the hypotheses. The mediating effects and the moderated mediation effects are further tested with bias-corrected bootstrapping method.
Findings
Leader mindfulness positively affects employee safety compliance and safety participation, and these relationships were mediated by employee resilience. Perceived environmental uncertainty moderated the effects of leader mindfulness on employee resilience and the indirect effects of leader mindfulness on safety behaviors via employee resilience.
Originality/value
The findings elucidate the significance of leader mindfulness in promoting employee safety behaviors in the workplace.
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This paper aims to examine empirical support for 18 hypotheses specifying relationship between leader spiritual behaviours towards subordinates and subordinate work attitudes of…
Abstract
Purpose
This paper aims to examine empirical support for 18 hypotheses specifying relationship between leader spiritual behaviours towards subordinates and subordinate work attitudes of job satisfaction, job involvement and affective commitment. It also does concept specification, scale development and a preliminary scale validation for leader spiritual behaviours towards subordinates.
Design/methodology/approach
Using a survey design, this study assesses support for 18 hypothesized relationships between leader spiritual behaviours towards subordinates and three forms of subordinate work attitudes and also provides preliminary evidence on the construct validity of the new leader spiritual behaviours towards subordinates scale.
Findings
The results are mostly supportive of the hypotheses and also demonstrate the validity of leader spiritual behaviours towards subordinates scale in terms of an interpretable factor structure, high reliability level and convergent and discriminant validity.
Research limitations/implications
The study provides a scale for leader spiritual behaviours towards subordinates. It also outlines meaningful directions for future research.
Practical implications
The positive relationship of leader spiritual behaviours towards subordinates with three work attitudes in this study and already established relationship between these work attitudes and employee performance suggest that managers’ practice of leader spiritual behaviours towards subordinates can potentially enhance employee performance.
Social implications
The study results suggest that leader spiritual behaviours can enhance positive employee work attitudes and potentially employee performance, and thus can make organizations both spiritual and productive.
Originality/value
This is, to the best of the author’s knowledge, the first study to formally specify the concept and components of leader spiritual behaviours towards subordinates and to demonstrate its positive relationship with three forms of subordinate work attitudes.
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