Search results

Leadership research is of interest to academics and practitioners in the construction industry. Based on the ego-depletion theory and authentic leadership theory, the current study aims to investigate the impact of women authentic leadership on leaders' emotional exhaustion and job engagement in the construction industry.

The data were gathered in two waves using a time lag approach. The responses of 276 women leaders-follower dyads from construction firms in China's eastern provinces were analyzed using a moderated mediation model.

Most of the proposed hypotheses were supported by the findings of this study, which showed that authentic leadership can reduce emotional exhaustion in women leaders and increase work engagement through ego depletion. Furthermore, the leader's sense of belonging, according to this study, moderates the mediating effect of ego depletion.

This study can help managers, policymakers and human resource professionals think about authentic leadership and its impact on women leaders. Furthermore, ego depletion has an impact on the psychological well-being of authentic women leaders. The sense of belongingness of a leader is critical in buffering the negative effects of ego depletion for women in authentic leadership. Thus, women leaders in construction sector should be encouraged to express a sense of belonging to their followers, since this will improve their work engagement and lessen their emotional exhaustion.

This study is unique in that it examines the authentic behavior of women leaders in the Chinese construction sector, which is a challenging profession for women to work in as site managers. This study contributes to the literature on women in leadership by demonstrating how authentic leadership behavior influences the wellbeing and engagement of leaders. In addition, the study indicated that the effect of the mediator (ego depletion) and moderator (leader sense of belongingness) on the relationship between women's authentic leadership and the leader's own psychological wellbeing and job engagement was significant.

This chapter offers a comprehensive review the literature on authentic leadership (AL). The authors employ a bibliometric approach to identify, classify, visualise and synthesise relevant scholarly publications and the work of a core group of interdisciplinary scholars who are key contributors to the research on AL. They review 264 journal articles, adopting a clustering technique to assess the central themes of AL scholarship. They identify five distinct thematic clusters: authenticity in the context of leadership; structure of AL; social perspectives on AL; dynamism of AL; and value perceptions of AL. Velt and Sinkovics assert that these clusters will help scholars of AL to understand the dominant streams in the literature and provide a foundation for future research.

The purpose of this study is to assess the pathway through which authentic leadership influences organizational citizenship behavior (OCB). The authors examine how the perception of overall fairness and a sense of belongingness mediate the relationship between authentic leadership and OCB.

The authors distributed survey questionnaires to full-time employees working for an insurance company. Data were collected in two phases. To test the hypotheses, the authors conducted hierarchical multiple regression analysis using the PROCESS macro by Hayes (2012).

PROCESS analysis reveals that overall fairness mediates the relationship between authentic leadership and subordinates' sense of belongingness, which is then positively related to OCB. Taken together, these findings are largely in line with the authors’ theoretical model.

Empirical research has yet to explore how authentic leaders create the perception of fairness, which influences subordinates' OCB. Thus, this study extends the authors’ knowledge on the extant literature of organizational behavior by integrating two important domains—authentic leadership and organizational fairness—to propose that authentic leadership is a fair leadership that aids in promoting OCB. Also, studies on authentic leadership processes have examined basic models and neglected the possibility of sequential mediation. To better understand the complex relationship of authentic leadership and OCB, the authors examine overall fairness and belongingness as sequential mediators.

The purpose of this paper is to examine the main and indirect effects of belongingness and interactional fairness on interpersonal citizenship behavior.

Field data were obtained from 141 subordinate-supervisor dyads from diverse occupations and organizations within Canada. The study was cross-sectional in nature.

Consistent with expectations the findings demonstrates that interactional fairness positively predicts employee sense of belongingness, and employees show more helping behavior (supervisor rated) when they have a stronger sense of belongingness at work. Belongingness partially mediates the relationship between interactional fairness and interpersonal behavior.

Future research could involve investigating a broader range of mediating mechanisms that might promote interpersonal citizenship behavior; for example, trust. As previously indicated, belongingness partially mediates the relationship between interactional fairness and interpersonal citizenship behavior, implying other possible mechanisms through which interactional fairness influences follower behaviors. Moreover, this research can be extended to include to other forms of prosocial behaviors (e.g. innovative behavior).

Satisfying employees’ need for belonging is an important aspect of organizational life and useful in promoting helping behaviors among coworkers, it is essential for organizations to, therefore, create a work culture of inclusiveness. It is prudent for organizations to also expend greater effort to maximize interactional fairness by introducing programs intended for training organizational leaders how to be fair.

Interpersonal citizenship behavior is important for group and organizational functioning; however, current psychological models are insufficient for understanding these behaviors. To advance the understanding, this study attempts to directly test individuals’ sense of belongingness as the psychological mechanism through which interactional justice can influence interpersonal citizenship behavior.

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.

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).

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.

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.

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.

Inclusion is of critical importance to creating healthier workplaces, if the ongoing dynamic of workforce diversity is taken for granted. The purpose of this paper is to designate the role of spiritual leadership in fostering more humane and inclusive workplaces.

The authors review the extant literature on two distinct research streams, inclusion and inclusive leadership, and spiritual leadership, elaborate a mediation model, identify antecedents and outcomes, and articulate a set of propositions reflecting key findings.

The authors advance a conceptual model according to which inclusive practices founded on spiritual values will mediate the positive relationship between spiritual leadership and a climate for inclusion. They argue that calling and membership as components of spiritual wellbeing will reinforce employees’ experience of both uniqueness and belongingness, thus affecting their perceptions of inclusion and inducing multi-level beneficial outcomes.

Spiritual leadership assumes a preeminent role in embracing and valuing diversity: it embodies a potential for positioning inclusive ideals more strategically, in view of enabling employees unfold their genuine selves and experience integration in work settings.

Spiritual leadership helps inclusive goals to be situated in their societal context; inclusion is thus viewed as both an organizational and societal good, embedded in social contexts, and pertinent to corporate vision, mission and philosophy.

The paper examines spiritual leadership as a predictor of climates for inclusion. Drawing on spiritual values, spiritual leaders display a strong potential for inclusion, facilitating diverse employees to experience feelings of both belongingness and uniqueness in work settings that assume high societal relevance.

One of the biggest challenges facing global organizations is the ability of leadership and International Human Resource Management (IHRM) professionals to capture the positive outcomes of a diverse workforce while fostering inclusion amongst its workers. New theory based upon optimal distinctiveness theory has challenged researchers to approach inclusion in a holistic manner, transcending political boundaries and cultural meanings of diversity to instead promote the uniqueness of individuals within-group belongingness. This chapter proposes a theoretical model that suggests leader capabilities such as global mindset can foster inclusiveness while reaping the benefits of unique backgrounds and diverse ideas. Two important individual-level outcomes of inclusiveness are presented: creativity and psychological safety. Also discussed are implications for strategic IHRM through recruitment, selection, talent management, and performance management activities.

The purpose of this paper is to provide an integrative framework of servant leadership and employees’ perception of inclusion. The authors argue that servant leadership embodies an inclusive leadership philosophy that is in a position to facilitate feelings of belongingness and uniqueness among diverse employees.

A theoretical model capturing the effect of servant leadership in shaping climates for inclusion, is developed. The authors elaborate on research streams focussing on climates for inclusion, and examine servant leadership as a potential predictor of inclusion. In this respect, the authors posit that inclusive practices mediate the servant leadership and inclusion relationship, while leaders’ inclusiveness beliefs moderate the servant leadership and inclusive practices relationship.

The model introduces mediating mechanisms that intervene in the indirect relationship between servant leadership and climates for inclusion. In so doing, the authors seek to identify how organizational practices supported through servant leadership behaviors address employee needs for belongingness and uniqueness. The model predicts multi-level beneficial outcomes for social identity groups.

The paper identifies a bundle of organizational practices facilitating employees’ perceptions of inclusion, by placing an emphasis on how servant leaders can enact and implement practices in view of attaining inclusiveness pursuits.

Servant leadership is inclusive by empowering diverse employees and fostering equitable and more humane workplaces, as well as by being more sensitive to various societal expectations.

The paper is intended to explore precisely how servant leadership can help inclusive ideals to thrive in diverse work environments.

The purpose of this paper is to examine some of the antecedents and outcomes associated with a sense of place (SOP) on the part of Myanmar migrant workers working in Thailand toward their place of work. The transformational leadership of top management and diversity climate were selected as the antecedent variables, whereas turnover intention was selected as the outcome variable. Belongingness theory and social identity theory were used as the theoretical foundation to support the roles of these variables.

Survey data were collected from Myanmar migrant workers working at two factories in Thailand (n=736). Partial least squares regression was used for the data analysis.

The results support a negative linkage between SOP and turnover intention. The positive contribution of transformational leadership of top management and diversity climate to SOP was also supported. Moreover, diversity climate was found to partially mediate the positive contribution of transformational leadership of top management to SOP. Finally, the analysis found that the linkage between diversity climate and SOP was positively moderated by the length of stay of the Myanmar migrant workers in the organization.

This study provides new evidence showing that SOP also matters for foreign migrant workers in terms of developing emotional attachment to the workplace outside their home country and that these workers were less likely to leave the workplace although they were a culturally minority group in the organization. This research also provides new evidence concerning the role of the transformational leadership of top management and workplace climate, which were antecedents of an SOP toward the organization.

Empowering leadership has a wide range of positive individual employee-related outcomes. However, a limited number of research studies are available emphasizing the overall organization-related outcomes. The major aim of this study is to delve into the function of organizational identification and intellectual capital (structural, relational and human) in mediating the relationship between empowering leadership and organizational innovativeness. Depending upon the resource-based view theory, this study comprehensively investigates the sequential effects of empowered leadership on the mediating roles of organizational identification and intellectual capital in organizational innovativeness.

Data were gathered through a self-administered questionnaire, which got 337 responses from telecom employees. To evaluate the hypotheses, the data were analyzed in SEM-M-Plus using exploratory and confirmatory factor analyses.

The findings demonstrate that empowering leadership impacts organizational innovativeness with the sequential mediation of organizational identification and intellectual capital (structural, human and social).

Organizations can identify and encourage leaders who exhibit empowering behaviors such as delegating responsibilities, providing autonomy and fostering a sense of ownership among employees. Also, organizations can foster intellectual capital by providing opportunities for learning, training and development. Additionally, knowledge sharing and collaboration can help to enhance the intellectual capital of employees.

While much research has been conducted on empowering leadership, the continued development of knowledge and the emergence of new perspectives related to identification and intellectual capital highlights the importance of exploring alternative paths that have been overlooked. Therefore, there is a pressing need to conduct research that takes into account these additional factors.