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1 – 10 of 522Linlin Zhang, Haoran Jiang, Tongwen Hu and Zhenduo Zhang
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…
Abstract
Purpose
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.
Design/methodology/approach
Polynomial regression and response surface methodology are used to analyze 237 valid matched leader–member dyads.
Findings
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.
Practical implications
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.
Originality/value
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.
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Anjali Singh and Sumi Jha
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Research limitations/implications
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.
Practical implications
A conceptual model is proposed with guidance for implementing innovation decisions and strategies in practice.
Originality/value
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.
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Asma AlHammadi and Hossam M. Abu Elanain
The purpose of this study is twofold: first, to examine the direct relationship of organizational justice (OJ), psychological empowerment (PE), Leader Member Exchange (LMX)…
Abstract
Purpose
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.
Design/methodology/approach
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).
Findings
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.
Practical implications
Organizations should promote fairness, psychological empowerment and OCB among employees. Additionally, leaders should develop positive and productive relationships with their employees.
Originality/value
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.
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Mingqiong Mike Zhang, Jiuhua Cherrie Zhu, Helen De Cieri, Nicola McNeil and Kaixin Zhang
In a complex, ever-changing, and turbulent business world, encouraging employees to express their improvement-oriented novel ideas through voice behavior is crucial for…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Originality/value
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.
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Abraham Ansong, Ethel Esi Ennin and Moses Ahomka Yeboah
The study investigated the effects of relational leadership on hotel employees' creativity, using knowledge-sharing behaviour and leader–follower dyadic tenure as intervening…
Abstract
Purpose
The study investigated the effects of relational leadership on hotel employees' creativity, using knowledge-sharing behaviour and leader–follower dyadic tenure as intervening variables.
Design/methodology/approach
A self-administered questionnaire was used to collect data from 355 employees of authorized hotels from the conurbation of Cape Coast and Elmina in Ghana. To evaluate the study's research hypotheses, the authors used WarpPLS and PLS-SEM.
Findings
The findings demonstrated that while knowledge-sharing behaviour did not directly affect employee creativity, it did have a significant mediating effect on the link between relational leadership and the creativity of employees. The study also revealed that the ability of relational leaders to drive knowledge-sharing behaviour was not contingent on leader–follower dyadic tenure.
Practical implications
The results of this study have practical relevance for human resource practitioners in the hospitality industry. Given that relational leadership has a positive relationship with employee creativity, the authors recommend that hotel supervisors relate well with employees by sharing valuable information and respecting their opinions in decision-making.
Originality/value
Studies on the role of relational leadership and employee creativity are scanty. This study develops a model to explain how relational leadership could influence employee creativity by incorporating knowledge-sharing behaviour and leader–follower dyadic tenure.
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Mohamed Mousa and Walid Chaouali
Through focusing on gig workers registered in three crowdsourcing platforms, the authors investigate how individual and collaborative job crafting may be positively related to the…
Abstract
Purpose
Through focusing on gig workers registered in three crowdsourcing platforms, the authors investigate how individual and collaborative job crafting may be positively related to the meaningful work and affective commitment those gig workers develop towards the crowdsourcing platforms they register in.
Design/methodology/approach
The authors employed a quantitative research method in which they focused on date from surveys completed by 327 gig workers. They tested the hypotheses using SmartPLS 3, which is more suitable when dealing with complex models, non-normal data, small samples and higher-order constructs.
Findings
The results showed that the proactive behaviour embedded within both individual and collaborative job crafting may lead to a sense of meaningfulness for gig workers and subsequently, their affective commitment towards the crowdsourcing platforms they register in. Specifically, the more gig workers undertake individual (H1) and collaborative (H2) job crafting behaviour, the greater the sense of meaningfulness they develop. Moreover, meaningfulness for gig workers positively affects their affective commitment towards the crowdsourcing platforms they register with (H3).
Originality/value
To the best of the authors' knowledge, this study is the first of its kind in the context of France and the European Union to focus on job crafting and its effect on both meaningful work and the affective commitment of non-traditional workers. This paper contributes by filling a gap in human resource (HR) management, in which empirical studies that address gig work have been limited so far.
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Toan Khanh Tran Pham and To Quyen Hoang Thuy Nguyen Le
This study aims to explore how ethical leadership and innovative climate impact project success through employees innovative behavior. In addition, based on the conservation of…
Abstract
Purpose
This study aims to explore how ethical leadership and innovative climate impact project success through employees innovative behavior. In addition, based on the conservation of resources theory, this study also examines whether time pressure moderates the innovative work behavior and project success nexus.
Design/methodology/approach
Data were collected from 403 employees working in Vietnam's information technology (IT) companies. The partial least squares structural equation modeling was used to investigate the impact of ethical leadership and innovative climate on project success, the mediating effect of innovative behavior and the moderating role of time pressure.
Findings
Empirical findings indicate that ethical leadership and innovative climate positively impact on project success. Moreover, employees' innovative behavior has a complementary effect on these relationships. In addition, time pressure moderates the nexus between innovative work behavior and project success.
Practical implications
The findings suggest that IT companies can promote innovative work behavior among employees by building ethical leadership and enhancing an innovative climate. Moreover, when designing and implementing a project, project managers should take care to allow enough time for innovative behavior within the team.
Originality/value
This inquiry is probably the first attempt to explore the mechanism linking ethical leadership and innovative climate to project success, with the mediating role of employees' innovative behavior. Additionally, time pressure is an increasingly relevant factor in contemporary business, but so far little explored in research. This study extends the current knowledge by considering the moderating role of time pressure in the innovative behavior and project success nexus.
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Linda Johanna Jansson and Hilpi Kangas
This study aims to widen the understanding of how remote work shapes the feedback environment by examining the perceptions of leaders and subordinates of daily, dyadic feedback…
Abstract
Purpose
This study aims to widen the understanding of how remote work shapes the feedback environment by examining the perceptions of leaders and subordinates of daily, dyadic feedback interactions. The emphasis is on understanding how reciprocity within leader-member exchange (LMX) relationships manifests and how it influences the feedback dynamics.
Design/methodology/approach
Template analysis of a qualitative data set consisting of 81 semi-structured interviews with leaders (n = 29) and remote working subordinates (n = 52) was performed.
Findings
Drawing on the theoretical frameworks of the feedback environment and the leader-member exchange, the findings demonstrate the imbalance between the efforts of leaders and subordinates in building and maintaining a favourable feedback environment in the remote work context. The results of this study highlight the importance of the dyadic nature of feedback interactions, calling for a more proactive role from subordinates.
Practical implications
Given the estimation that the COVID-19 pandemic has permanently changed the way organizations work, leaders, subordinates and HR practitioners will benefit from advancing their understanding of the characteristics of dyadic, daily feedback interaction in remote work.
Originality/value
Qualitative research on feedback and leader-member exchange interactions in remote work that combines the perceptions of leaders and subordinates is sparse.
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Olivia Kyriakidou, Joana Vassilopoulou and Dimitria Groutsis
The unanticipated disruption caused by the ongoing coronavirus pandemic led to the extensive use of flexible working arrangements. In such a boundaryless work environment, however…
Abstract
The unanticipated disruption caused by the ongoing coronavirus pandemic led to the extensive use of flexible working arrangements. In such a boundaryless work environment, however there are significant concerns, especially around inclusivity and discrimination. Given the increasing concerns surrounding hybrid and remote work settings, the authors investigated whether the extent of working in substantially flexible working arrangements relates to employees’ perceived ostracism and inequality, distinguishing between working from home, in a hybrid mode or from the office. In addition, the authors theorised that in flexible working arrangements, high-quality leader relationships, such as leader–member exchange (LMX) and servant leadership are likely to reduce perceptions of ostracism and inequality. Based on a survey of 161 professionals, who worked to varying degrees in flexible working arrangements, the authors found that employees who worked extensively in a hybrid mode were less likely to report experiences of ostracism and inequality in comparison to employees who worked mainly from home or in an office. Furthermore, a moderation analysis showed that the effects of LMX and servant leadership on perceptions of ostracism and inequality were much stronger for individuals who work in hybrid working arrangements than those who work at the office or from home. This research makes an important contribution to our understanding of how different degrees of flexible working arrangements affect employees by demonstrating the role of high-quality leader relationships in reducing perceptions of ostracism and inequality at different degrees of work flexibility.
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Hafiz Muhammad Arshad, Muhammad Waheed Akhtar, Muhammad Imran, Irem Batool, Muhammad Asrar-ul-Haq and Minhas Akbar
China–Pakistan Economic Corridor (CPEC) is a framework of regional connectivity in which employees have to work in a cross-cultural environment. This study has extended the…
Abstract
Purpose
China–Pakistan Economic Corridor (CPEC) is a framework of regional connectivity in which employees have to work in a cross-cultural environment. This study has extended the leader-member exchange theory by investigating the mediating role of employee commitment (EC) between the relationship of leader-member exchange (LMX) and employee's work-related behaviors.
Design/methodology/approach
PLS-SEM technique was used to test the model by utilizing a multi-wave/two-source data collected from employees and their supervisors (n = 500) working in different energy projects of CPEC.
Findings
According to the results/findings, LMX has a significant positive impact on employee commitment, employee performance (EP) and open-minded discussions, but insignificant impact on innovative work behaviour (IWB). Mediating role of employee commitment was significant between the relationship of LMX with EP and open-minded discussions, but insignificant with the IWB.
Originality/value
The study contributes empirical evidence to understanding the leader-member exchange relationship among Chinese managers and Pakistani workers. It also contributes to the LMX theory literature by investigating the effect of LMX on followers' outcomes (employee performance, IWB, open-minded discussions) through employee commitment.
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