Search results

This study aimed to explore two questions. The first is why employees become emotionally exhausted when faced with after-hours electronic communication. The second is how can emotional exhaustion caused by after-hours electronic communication be alleviated?

Our research was based on conservation of resources theory, social exchange theory, and relative deprivation theory. We surveyed 241 employees using three waves of data collection to examine the impact of after-hours electronic communication expectations on their emotional exhaustion. We also explored the mediating effects of relative deprivation and obsessive passion from a cognitive-affective perspective and the moderating effect of leader-member exchange.

The results indicate that after-hours electronic communication expectations lead to employee emotional exhaustion, which is mediated by obsessive passion and relative deprivation. The leader-member exchange negatively moderated after-hours electronic communication expectations and relative deprivation but positively moderated after-hours electronic communication expectations and obsessive passion, thereby alleviating employee emotional exhaustion.

In exploring the influence mechanism of after-hours electronic communication expectations on emotional exhaustion from a cognitive-affective perspective, our study went beyond the limitations of analysis from a single perspective. A comparison of the two pathways indicated that cognition (relative deprivation) is more likely to lead to emotional exhaustion, which validates the view that individuals can ultimately analyse their behaviours rationally. By exploring the moderating effect of leader-member exchange, we provide a theoretical basis for organisations to take measures to alleviate the negative emotions caused by after-hours electronic communication.

Drawing upon person–supervisor fit theory, a model is developed to illustrate how leader–member trait mindfulness (in)congruence may impact leader–member exchange (LMX) and how such trait mindfulness (in)congruence can indirectly influence taking charge.

Polynomial regression and response surface methodology are used to analyze 237 valid matched leader–member dyads.

LMX increases as leaders' and members' trait mindfulness become more aligned; LMX is higher when leader–member dyads are congruent at high levels (vs low levels). In the case of incongruence, LMX is higher when the member's trait mindfulness exceeds that of the leader. Furthermore, the relationship between leader–member trait mindfulness (in)congruence and taking charge is mediated by LMX.

The joint and interactive role of high trait mindfulness in leader–member dyads can help them to generate high-quality interpersonal exchange, as well as to cope with challenges posed by present and future changes.

The linear, nonlinear, simultaneous and interactive effects of dyadic trait mindfulness expand previous research, clarifying that the evaluation of leader–member congruence and incongruence at various degrees, and for various patterns of trait mindfulness, is more informative than examining the direct effect alone.

This study aims to investigate the factors influencing team innovation from the perspective of strategic leaders. The study draws from the leader–member exchange (LMX) theory to propose that the quality of exchange the leaders perceive with the team members may provide a useful cue to identify the key elements and processes that may help drive team innovation.

A qualitative study using a hybrid approach was used, and a thematic analysis was performed. The data were based on 25 interviews collected from strategic leaders using the long interview technique.

The findings revealed themes and factors influencing innovation orientation among leaders and team members. Five themes were identified, namely modeling leadership behavior, autonomy and psychological safety for teams, organizational structure and technology, innovation and the decision-making process and innovation during times of uncertainty.

Because of the purposefully chosen sample of only leaders who were involved in the innovation process, the research results may lack generalizability. Therefore, researchers are encouraged to corroborate the finding using a sample of teams involved in the innovation process.

A conceptual model is proposed with guidance for implementing innovation decisions and strategies in practice.

While the strategic leadership and team innovation literature emphasizes the interaction between leaders and team members, research on how these interactions unfold is still nascent. This paper fulfills these needs from a strategic leader’s perspective.

The purpose of this study is twofold: first, to examine the direct relationship of organizational justice (OJ), psychological empowerment (PE), Leader Member Exchange (LMX), organizational citizenship behavior (OCB), LMX on PE and OCB and PE on OCB; and second, to investigate the mediating role of PE between OJ and OCB and between LMX and OCB in the service industry in a non-Western context.

A quantitative questionnaire was used to test the proposed hypotheses of the study. From employees working in service providing organizations in the UAE, 364 usable responses had been collected and data was analyzed using structural equation modeling (SEM).

OJ significantly influences PE and LMX, while its influence on OCB is insignificant. Also, LMX significantly affects PE and OCB, PE significantly impacts OCB, whereas PE and LMX significantly mediate the relationship between OJ and OCB.

Organizations should promote fairness, psychological empowerment and OCB among employees. Additionally, leaders should develop positive and productive relationships with their employees.

To the best of the authors’ knowledge, this study is one of a limited number of studies designed to analyze the hypothesized relationships within a non-Western context, specifically in the UAE.

Organizational justice plays a crucial role in shaping employee work attitudes. This study examines how and when procedural, distributive, interpersonal, and informational justice affects employees’ affective commitment and work engagement. The research is grounded in an extended job demands-resources model, incorporating the social identity theory. The integrated model hypothesizes that all four dimensions of organizational justice positively influence employees’ commitment and engagement by fostering organizational identification. Furthermore, it is posited that this cognitive-affective process is particularly significant when employees face high job demands, as opposed to low job demands.

A three-wave prospective study was conducted with a sample of 400 employees in the social and personal services industry in Hong Kong, China. Data were collected at baseline, three months, and one year.

The findings support the hypothesized conditional indirect associations between organizational justice (procedural, distributive, and informational justice) and both measures of work attitudes.

This study highlights the importance of fair, ethical, and just procedures, resource distribution, and communication in organizations, particularly in stressful industries. Employers and supervisors are encouraged to adopt employee-oriented management practices, foster positive leader-member exchange relationships, and acknowledge and reward valuable contributions.

This study contributes to the existing literature on organizational justice by elucidating its underlying cognitive-affective mechanism and identifying the boundary conditions under which it operates.

Our purpose is to offer the service research field a framework for cultivating wiser service systems via wise communication–which we define as “interactional activity that reflects and reifies the integrative, practical, and relational nature of organizations.”

We draw on the Communicative Constitution of Organizations (CCO) theory to integrate insights and findings from three primary research fields – service, communication, and organizational science – to develop a framework for cultivating wiser service systems through wise communication.

Our framework identifies three major components of wise communication: integrative, practical, and relational. These components require that wise communication be “holistic,” “dynamic,” and “constitutive” (the integrative component); “active,” “contextual,” and “pragmatic” (the practical component); and “compassionate,” “open-minded,” and “humble” (the relational component). We use illustrative examples from healthcare to show how these nine characteristics enable wise communication practices that facilitate wiser service systems.

Our framework provides helpful ways to organize and inspire insights into cultivating wiser systems. This framework identifies the theoretical components of wise communication and specific communicative actions that system members can implement to shape wiser service systems.

Wiser service systems are necessary to tackle humanity's complex social, economic, and environmental challenges.

We propose a novel framework for cultivating wiser systems centered on wise communication. This framework contributes new insights into theory and practice. The application of CCO theory to service systems is unique. Our article is also an early example of adding normative context to the CCO literature. While wisdom literature primarily focuses on aspects of individual wisdom, we broaden the wisdom literature to service systems.

This paper evaluates the value and necessity of greater equity, diversity and inclusion (EDI) in Canadian fire departments. Rather than focussing on changing hiring practices, the paper seeks to highlight how leadership can implement a culture of EDI that will encourage all people to participate.

From a leadership perspective, this paper aims to show how EDI can improve firefighter teamwork and job performance whilst satisfying moral obligations to better represent Canadian communities. Strategies and their limitations for communication and culture change are discussed.

Leaders of Canadian fire departments can utilise organisational change models focussing on improved communication techniques and models to implement cultural changes needed to allow for more EDI. Specific recommendations based on business research into culture change, communication and EDI are outlined.

Recommendations to fire department leadership for cultural changes and communication are provided. Further, strategies and reasoning for why inclusive departments are more effective are given.

Creating a more inclusive culture in fire departments will lead to an increase in applications from people who have not typically applied in the past.

There has been little research or recommendations on increasing EDI in Canadian fire departments through cultural changes. Most existing literature is vague and tends to focus on hiring practices over an analysis of internal culture. This article provides analysis of best business practices and applies those to the cultural context of fire departments to promote culture change.

In a complex, ever-changing, and turbulent business world, encouraging employees to express their improvement-oriented novel ideas through voice behavior is crucial for organizations to survive and thrive. Understanding how to foster employee promotive voice at work is a significant issue for both researchers and managers. This study explores how to foster employee promotive voice through specific HRM practices and positive employee attitudes. It also examines the effect of employee promotive voice on perceived organizational performance.

This study employed a time-lagged multisource survey design. Data were collected from 215 executives, 790 supervisors, and 1,004 employees in 113 firms, and analyzed utilizing a multilevel moderated serial mediation model.

The findings of this study revealed that promotive voice was significantly related to perceived organizational performance. Innovation-enhancing HRM was positively associated with employee promotive voice. The HRM-voice relationship was partially mediated by employee job satisfaction. Power distance orientation was found to significantly moderate the relationship between innovation-enhancing HRM and employee job satisfaction at the firm level. Our findings showed that innovation-enhancing HRM policies may fail to foster promotive voice if they do not enhance employee job satisfaction.

This study challenges some taken-for-granted assumptions in the literature such as any high performance HRM bundles (e.g. HPWS) can foster employee promotive voice, and the effects of HRM are direct and even unconditional on organizational outcomes. It emphasizes the need to avoid potential unintended effects of HRM on employee voice and the importance of contextualizing voice research.

This study aims to understand the factors that shape intern engagement in remote settings by investigating the relationship between faculty support, institutional communication, intern cynicism, professional efficacy and work engagement during remote internships.

Data were collected for a period of two years from 309 interns representing four prestigious business schools in India. The statistical analysis involved employing covariance-based modelling using AMOS 22 and the NCA package for R.

The study reveals that institutional communication plays a vital role in reducing intern cynicism and enhancing professional efficacy, ultimately leading to higher levels of engagement. However, faculty support was found to primarily address cynicism, without significantly bolstering intern’s professional efficacy. Further, faculty support plays a more important role in facilitating work engagement compared to institutional communication.

The findings contribute to the Job Demands-Resources theory and efficacy literature by highlighting the distinct role of institutional factors in determining intern engagement. This study provides valuable insights into the mechanisms that shape intern engagement in remote settings.

The findings suggest that institutions should prioritize task-oriented communication practices, as this contributes to enhancing intern’s professional efficacy. Additionally, faculty members should focus on addressing intern cynicism through relationship-oriented communication strategies.

This study's originality lies in its examination of the underexplored domain of remote internships, providing actionable insights that can inform the development of interventions aimed at deepening engagement in remote internships.

This study aims to develop and validate the scales on the dark side of internal communication (IC) that capture a more nuanced perception of ineffectiveness, manipulation and miscommunication from the employee perspective. This study also examines this scale's effects on employee outcomes (such as employee loyalty and quiet quitting).

The authors developed the dark side of the IC scale through qualitative interviews and a review of relevant literature. Statistical techniques such as exploratory and confirmatory factor analysis, convergent validity and nomological validity were performed on the newly produced scales. The authors also examined the predictive validity effects of these scales on employee loyalty and quiet quitting using participants from Hungary.

The scale development resulted in a 15-item measuring three dimensions of the dark side of IC. After several statistical examinations, the scale exhibited robust psychometric properties and is reliable and valid.

This study empirically supported the new phenomenon of studying the dark side of IC, and the scale can be used to measure employee outcomes, the effectiveness of organizational communication, etc.