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Article
Publication date: 5 September 2023

Sultan Alzyoud and Ruba Abuzaid

Inevitably, there is no free-mistakes organization. The hotel industry can be considered a dynamic and labor-intensive sector where mistakes can occur frequently. Therefore…

Abstract

Purpose

Inevitably, there is no free-mistakes organization. The hotel industry can be considered a dynamic and labor-intensive sector where mistakes can occur frequently. Therefore, learning from failure or mistakes is considered a crucial component of learning in the workplace. This study aims to explore leaders' behaviors that can encourage employees to engage in learning from failure endeavors.

Design/methodology/approach

This is a qualitative study where five semi-structured interviews were undertaken with heads of departments in four-and five-star hotels in Manchester, the UK. Thematic analysis was performed to analyze the collected data.

Findings

The results revealed that three leader behaviors were suggested to encourage employee learning from failure in hotels, namely: being open and accessible to employees, encouraging them to speak up and share their experiences, particularly their mistakes, and giving them constructive feedback instead of criticisms. These behaviors were found to be related to a construct in past studies called leader inclusiveness.

Originality/value

This is an exploratory study that tries to enhance the understanding of what encourages learning from failure at work, particularly in the hotel industry where this has received little attention.

Details

Development and Learning in Organizations: An International Journal, vol. 38 no. 2
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 3 August 2023

Indu Nath Jha, Durba Pal and Subhadip Sarkar

The purpose of this study is to investigate the impact of Inclusive Leadership (IL) and Organizational Justice (OJ) on employees’ Happiness at Work (HAW). Utilizing a mediation…

Abstract

Purpose

The purpose of this study is to investigate the impact of Inclusive Leadership (IL) and Organizational Justice (OJ) on employees’ Happiness at Work (HAW). Utilizing a mediation mechanism, the study additionally uncovers the mediating impact of Workplace Inclusion (WI).

Design/methodology/approach

The research involved a cross-sectional study with a quantitative methodology, collecting data from 311 employees working in IT sector firms in India by administering standardized questionnaires. Statistical analyses, including Partial Least Square Structural Equation Modelling using SmartPLS4.0, were conducted to examine the relationship between constructs.

Findings

The hypothesized mediation model was supported. WI mediated the relationship partially between OJ and HAW, whereas there is a full mediating effect of WI on the IL–HAW relationship. Overall, the study shows that by providing fair treatment, inclusive leaders promote inclusivity among employees, further enhancing HAW.

Research limitations/implications

The study’s implications suggest that leaders, with their inclusive behaviour and fair practices, can have a significant positive impact on employees’ workplace happiness when accompanied by a sense of inclusivity among employees.

Practical implications

Organizations and leaders can utilize this study’s findings to promote inclusiveness and HAW, which can be a key to organizational growth and development in a post-pandemic era.

Originality/value

This study contributes to the research literature by addressing the unexplored relationship between IL, OJ and HAW. The exclusive as well as inclusive focus on the mediating role of WI adds new insights and enriches the understanding of the intricate conceptualization of the variables under study.

Details

Journal of Management Development, vol. 43 no. 2
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 21 December 2023

Waheed Ali Umrani, Alexandre Anatolievich Bachkirov, Asif Nawaz, Umair Ahmed and Munwar Hussain Pahi

This study examines the impact of inclusive leadership on two important work outcomes, i.e., employee performance and well-being. In order to better understand the above…

Abstract

Purpose

This study examines the impact of inclusive leadership on two important work outcomes, i.e., employee performance and well-being. In order to better understand the above relationships, this study theorizes that employee psychological capital is a mediating mechanism and family motivation is a moderating mechanism.

Design/methodology/approach

The authors collected 370 responses in three different time waves with an interval of one week. All the constructs of the study were rated by employees except for the supervisor’s family motivation, which was rated by their supervisors. Given the predictive nature of the study, partial least squares structural equation modeling (PLS-SEM) was used for data analysis.

Findings

The authors' findings confirm the mediating role of employee psychological capital in the relationship between inclusive leadership and employee performance and in the relationship between inclusive leadership and employee well-being. The moderating effects of supervisor family motivation in the relationship between inclusive leadership and employee performance were also significant; however, the authors did not find empirical support for the moderating effects of family motivation in the relationship between inclusive leadership and employee well-being.

Originality/value

Drawing on the conservation of resources (COR) theory, the present study extends the authors' understanding of the unique ways in which inclusive leadership improves employee performance and benefits their well-being.

Details

Leadership & Organization Development Journal, vol. 45 no. 2
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 22 March 2024

Jingbo Xia, Hongxiang Xu and Luling Xie

This study examined how inclusive leadership in the workplace promotes proactive behavior in employees based on self-determination theories and a model of motivation for proactive…

Abstract

Purpose

This study examined how inclusive leadership in the workplace promotes proactive behavior in employees based on self-determination theories and a model of motivation for proactive behavior.

Design/methodology/approach

Using a sample of 270 employees from various provinces in China, we investigated the relationship between inclusive leadership (measured at Time 1), workplace gratitude (measured at Time 1) and proactive behaviors (measured at Time 2). To test our hypotheses, SEM analysis was conducted to measure the path coefficients, followed by bootstrapping analysis to assess the indirect impacts of gratitude at work.

Findings

The results suggest that inclusive leadership could enhance subordinates’ propensity to be grateful, which in turn will increase the frequency of their proactive behaviors.

Originality/value

First, the evidence presented further validates the proposed association between inclusive leadership and proactive behavior, and it also enriches related theories. Second, our study introduced workplace gratitude as a mediator, deepening the understanding of the mechanisms linking inclusive leadership and proactive behavior.

Details

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

Keywords

Article
Publication date: 31 January 2024

Fawad Ahmed, Wei Hu, Ahmad Arslan and Haoyu Huang

Human resource management (HRM) practices must take an ambidextrous approach because of changing work environments and challenges. Ambidextrous practices in HRM fall in the domain…

Abstract

Purpose

Human resource management (HRM) practices must take an ambidextrous approach because of changing work environments and challenges. Ambidextrous practices in HRM fall in the domain of developing expertise for complex environments and reducing ambiguities in present turbulent times. Dual-oriented ambidextrous human resource practices (AHRP) can promote employee innovation performance. Drawing on social exchange theory to explore the impact of AHRP on employee innovation performance, this paper examines the mediating role of inclusive leadership style.

Design/methodology/approach

Data were collected through a questionnaire from employees of three Fortune 500 Chinese companies from the telecom, electronics and automotive sectors with temporal separation in two waves. The final sample constituted 276 useable responses.

Findings

Results indicate that ambidextrous HR practices have a significant impact on innovation performance, and an inclusive leadership style mediates this relationship, together explaining a 27.8% variance.

Originality/value

This paper examines the effect of dual-oriented AHRPs in the emerging markets context as a guide to best practices for managers to employ ambidexterity in HRM to enhance employees' innovation performance by enhancing both commitment as well as cooperation simultaneously.

Details

Journal of Organizational Change Management, vol. 37 no. 2
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 7 March 2024

Liang Hong and Siti Rohaida Mohamed Zainal

Researcher agreed that job performance has a positive effect on productivity as well as an organisation’s efficiency. Thus, this study aims to investigate the impact of…

Abstract

Purpose

Researcher agreed that job performance has a positive effect on productivity as well as an organisation’s efficiency. Thus, this study aims to investigate the impact of mindfulness skill, inclusive leadership (IL), employee work engagement and self-compassion on the overall job performance of secondary school teachers in Hong Kong. It then evaluates the mediating effect of employee work engagement between the relationships of mindfulness skill, IL and job performance, as well as the moderate effect of self-compassion between the relationships of mindfulness skill, IL and employee work engagement.

Design/methodology/approach

The sample comprised 263 teachers working from three secondary schools in Sha Tin, Hong Kong. The data was then analysed using Smart PLS version 4.0.9.

Findings

The results showed significant positive relationships between mindfulness skill and IL towards employee work engagement and between employee work engagement and job performance; meanwhile, there emerged a significant effect on the relationship between mindfulness skill and IL towards job performance. Furthermore, this research has confirmed that self-compassion did not moderate the relationship between mindfulness skill, IL and employee work engagement, but employee work engagement plays a mediating effect on the relationship between mindfulness skill, IL and job performance.

Originality/value

This research has helped to fill the literature gap by examining the mediating roles of employee work engagement and mediator role of self-compassion in the integrated relationship of multi-factor and job performance. Examining the mediating role of employee work engagement has helped to enhance the understanding of the underlying principle of the indirect influence of mindfulness skill, IL and job performance. The result of this research shows that self-compassion plays a vital role in influencing the employees’ work engagement. Hence, it is important that companies design human resource management policy that enables self-compassion to be used as a consideration psychological-related strategy when structing organisation or teams. It is also crucial for top management and policymakers to define and communicate the organisation’s operating principle, value and goals.

Details

Journal of Asia Business Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1558-7894

Keywords

Article
Publication date: 23 March 2023

Loi Anh Nguyen, Rebecca Evan, Sanghamitra Chaudhuri, Marcia Hagen and Denise Williams

Organizations increasingly use inclusion initiatives to reflect a meaningful involvement of their entire workforce as part of their larger diversity, equity and inclusion (DEI…

2391

Abstract

Purpose

Organizations increasingly use inclusion initiatives to reflect a meaningful involvement of their entire workforce as part of their larger diversity, equity and inclusion (DEI) strategies. However, the conceptualization of inclusion and its impact on larger DEI efforts and the organization remains unclear, coupled with the organizations’ struggles to find ways to embrace and advance inclusion. Hence, the purpose of this study is to synthesize ways of inclusion conceptualizations and review empirical evidence related to inclusion.

Design/methodology/approach

The authors conducted a literature review using the method of scoping review coupled with topical cluster mapping techniques.

Findings

The authors captured three ways of inclusion conceptualizations and provided an overview of topic clusters related to inclusion and its measurement tools. The authors also proposed a path model of inclusion based on emerging empirical evidence related to inclusion in the workplace.

Originality/value

To the best of the authors’ knowledge, this is one of the pioneering efforts to provide a much-needed review of inclusion in the workplace, which provides guidance for further research and practice to fulfill the goal of inclusion for all in the current workplace.

Details

European Journal of Training and Development, vol. 48 no. 3/4
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 2 January 2024

Joather Alwali

Drawing upon social exchange theory and self-determination theory (SDT), this study investigates the influence of psychological empowerment (PE) on innovative work behavior (IWB…

Abstract

Purpose

Drawing upon social exchange theory and self-determination theory (SDT), this study investigates the influence of psychological empowerment (PE) on innovative work behavior (IWB) among faculty members in Iraqi institutions of higher education. Additionally, this study aims to explore the role of inclusive leadership (IL) as a mediator between PE and IWB. Academic institutions are vital contributors to economic expansion through their research and the development of highly qualified graduate employees.

Design/methodology/approach

To test the developed hypotheses, a quantitative approach was used with structural equation modeling via partial least squares (PLS-SEM) and bootstrapping estimation. The analysis was conducted using 497 responses.

Findings

The results of this study demonstrate that PE has a positive impact on IWB among faculty members. Furthermore, IL mediates the relationship between PE and IWB.

Originality/value

This study contributes to the existing literature by highlighting the significance of IL in encouraging employee participation in organizational change. The findings also suggest that IL plays a crucial mediating role in the relationship between PE and IWB among faculty members in Iraqi institutions of higher education.

Details

Journal of Organizational Change Management, vol. 37 no. 2
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 19 July 2022

Muhammad Asim, Zhiying Liu, Usman Ghani, Muhammad Athar Nadeem, Umme Farva Hashmi and Yi Xu

This study, based on social exchange theory, aims to explore the association between appreciative leadership and employees' helping behaviors by investigating the mediation role…

Abstract

Purpose

This study, based on social exchange theory, aims to explore the association between appreciative leadership and employees' helping behaviors by investigating the mediation role of emotional reactions (pride, anxiety), and choosing organizational trust as a boundary condition between appreciative leadership and helping behaviors.

Design/methodology/approach

A total sample of 285 reliable questionnaires were collected in three time lags from employees working in the Pakistani education and banking sectors. PROCESS macro using SPSS and AMOS are employed for data analyses of the proposed model.

Findings

The findings reveal that appreciative leadership has positive impacts on employees' helping behaviors and emotional reactions (pride, anxiety) mediate the relationship of appreciative leadership and employees' helping behaviors. In addition, the results show that high organizational trust strengthens the positive relationship between appreciative leadership and employees' helping behaviors.

Practical implications

This research has provided empirical proof between the relationship of appreciative leadership and helping behaviors and the findings are of great significance for managers, employees, and organizations. The study proposes that leaders should have appreciative behavior while treating their subordinates. Moreover, it is revealed that the role of organizational trust should be given more attention and importance because it is a factor moderating the employees' helping behaviors.

Originality/value

The present study, among the first empirical efforts investigating the relationship between appreciative leadership and helping behaviors, organizational trust as a moderator, enriches the existing academic literature of and provides worthy insight into the research on appreciative leadership and helping behaviors.

Details

International Journal of Emerging Markets, vol. 19 no. 3
Type: Research Article
ISSN: 1746-8809

Keywords

Article
Publication date: 22 March 2024

Emma Clarke, Katharina Näswall, Jennifer Wong, Fleur Pawsey and Sanna Malinen

The anticipation of organizational change and the transition process often creates uncertainty for employees and can lead to stress and anxiety. It is therefore essential for all…

Abstract

Purpose

The anticipation of organizational change and the transition process often creates uncertainty for employees and can lead to stress and anxiety. It is therefore essential for all organizations, especially those that operate in high-demand working environments, to support the well-being of staff throughout the change process.

Design/methodology/approach

Research on how employees respond to the organizational change of relocating to a new work space is limited. To fill this gap in the research, we present a case study examining the well-being of clinical and health care employees before and after a disruptive change: relocation in workplace facilities. In addition, factors that enabled successful change in this high-stress, high-demand working environment were investigated. Interviews were conducted with 20 participants before the relocation and 11 participants after relocation. Following an inductive approach, data were analyzed using thematic analysis to identify key themes.

Findings

Our findings suggest that a supportive team, inclusive leadership and a psychologically safe environment, may buffer negative employee well-being outcomes during disruptive organizational change.

Originality/value

This research contributes to the literature on successful organizational change in health care by highlighting the resources which support well-being throughout the change process and enabling the successful transition to a new facility.

Details

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

Keywords

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