Search results

1 – 10 of over 40000
To view the access options for this content please click here
Article
Publication date: 4 March 2020

Ala'aldin Alrowwad, Shadi Habis Abualoush and Ra'ed Masa'deh

The purpose of this paper is to examine the mediating effect of intellectual capital and innovation on the relationship between transformational and transactional…

Abstract

Purpose

The purpose of this paper is to examine the mediating effect of intellectual capital and innovation on the relationship between transformational and transactional leadership and organizational performance in Jordanian banks located in Irbid city.

Design/methodology/approach

A questionnaire that targeted 350 respondents resulted in 298 usable ones with a response rate of 85.14 percent. To test the research hypotheses, a structural equation model was conducted, in addition to descriptive statistics that provided background on the respondents.

Findings

The findings indicate that transformational and transactional leadership relate positively to organizational performance. The results also support the argument that intellectual capital and innovation played mediating roles in transformational and transactional leadership and organizational performance.

Practical implications

The present study provides managers with empirical proof that possessing strong intellectual capital in its three dimensions seems to help the banking sector in Jordan to reinforce their ability to generate both radical and incremental innovation. Also, applying an effective leadership style will motivate and lead to superior performance.

Originality/value

Although papers have shown that leadership style is an important factor influencing employees' performance and outcomes, this is one of the few studies that investigates the interrelationships between leadership styles, intellectual capital, and innovation on organization performance. Furthermore, it is the first to test the model on the banking sector in Jordan.

Details

Journal of Management Development, vol. 39 no. 2
Type: Research Article
ISSN: 0262-1711

Keywords

To view the access options for this content please click here
Article
Publication date: 7 January 2020

Masood Nawaz Kalyar, Aydin Usta and Imran Shafique

Despite the immense amount of literature on ethical leadership and leader‒member exchange (LMX), little is known about how and when ethical leadership and LMX are…

Abstract

Purpose

Despite the immense amount of literature on ethical leadership and leader‒member exchange (LMX), little is known about how and when ethical leadership and LMX are more/less effective in prompting employee creativity. It is proposed that ethical leadership affects creativity through LMX. Furthermore, the authors draw upon an interactionist perspective and suggest that employee psychological capital is a dispositional boundary condition that influences the effectiveness of LMX in promoting employee creativity. The paper aims to discuss these issues.

Design/methodology/approach

Using a survey questionnaire, data were collected from 557 nurses and their supervisors working in public sector hospitals. The data were collected in two phases (time lagged) to avoid common method bias. Moderated mediation analysis was performed, using model 14 of PROCESS, to probe hypothesized relationships.

Findings

The results of the moderated mediation suggest that ethical leadership and LMX predict creativity. Ethical leadership indirectly affects creativity through LMX. Employee psychological capital moderates the direct effect of LMX and the indirect effect of ethical leadership on employee creativity.

Research limitations/implications

The study contributes to the extant literature, as the findings suggest that, being a dispositional boundary condition, psychological capital plays a contingent role in explaining LMX and the ethical role of leaders in fostering creativity. Moreover, the results also confirm previous findings, which suggested that ethical leaders promote creativity.

Practical implications

The findings imply that ethical leadership and exchange relationships are important for promoting creativity. Given that creativity is a complex product of an individual’s behavior, high psychological capital employees obtain benefits of quality exchange relationships and utilize them to elicit creativity. Managers are recommended to proactively develop and promote exchange relationships as well as positive psychological resources among employees to achieve creativity.

Originality/value

The study is unique in its scope and contribution, as it tries to develop an understanding of how and when ethical leadership and LMX foster employee creativity. Using an interactionist perspective to theorize psychological capital as a second-stage moderator is, thus, a unique contribution of this study.

Details

Baltic Journal of Management, vol. 15 no. 1
Type: Research Article
ISSN: 1746-5265

Keywords

To view the access options for this content please click here
Article
Publication date: 6 March 2009

Shelly McCallum and David O'Connell

As organizations face volatile and virtual environments there is a growing need to equip emerging leaders with skills to generate, utilize and maintain social capital

Abstract

Purpose

As organizations face volatile and virtual environments there is a growing need to equip emerging leaders with skills to generate, utilize and maintain social capital. This paper aims to examine five recent, large leadership studies to clarify the role that human capital or social capital capabilities play in present day and future leadership.

Design/methodology/approach

Researchers review five recent large leadership studies, assessing the human capital and/or social capital orientation of identified leadership capabilities.

Findings

The analysis indicates that, although there is a primary focus on human capital capabilities, social capital skills have begun to receive more attention as components of a leader's skill set.

Research limitations/implications

The review focused on five published studies and does not reflect the comprehensiveness of a meta‐analysis. Hence conclusions may not apply to all situations. Further exploration and longitudinal study of the efficacy of various developmental approaches and the differential impacts of human and social capital approaches on leaders' effectiveness is suggested.

Practical implications

The growing value placed on leadership social capital capabilities is further addressed here through the presentation of specific social capital skill development initiatives that may be implemented within an organization.

Originality/value

The paper suggests that social capital skills have received more attention recently, yet remain undervalued compared with human capital as important leadership components and offers suggestions for enhancing leadership development initiatives through specific foci on social capital skill development including adopting an open‐systems organic mindset, leveraging relational aspects of leadership development, and building networking and story‐telling skills.

Details

Leadership & Organization Development Journal, vol. 30 no. 2
Type: Research Article
ISSN: 0143-7739

Keywords

Content available
Article
Publication date: 25 March 2019

Fahri Özsungur

Ethical leadership is at the forefront of what matters in today’s business life and current issues, with a view to making strong moral decisions through bilateral…

Abstract

Purpose

Ethical leadership is at the forefront of what matters in today’s business life and current issues, with a view to making strong moral decisions through bilateral communication. Service innovation behavior is important in terms of individual and institutional actions in the process of producing and implementing new ideas. Investigating the mediating role of psychological capital which consists of self-efficacy, optimism, hope and psychological endurance dimensions, between ethical leadership and service innovation behavior, is a matter to be investigated. This study aims to assess the impact of ethical leadership on service innovation behavior by means of a comprehensive literature review. In this framework, psychological capital forms the scope of researching the mediating role.

Design/methodology/approach

This study was conducted with 376 blue-collar workers randomly selected from 140 company which were selected from 1,294 joint stock companies among 76,882 companies operating in the province of Adana in Turkey and registered in the Adana Chamber of Commerce, by applying a questionnaire of 40 items.

Findings

As a result of the factor analysis, 6 items which could not provide reliability were extracted from the scale and the remaining 34 items were distributed in three factors and the validity of the construct validity was measured by the convergence and divergence methods. Construct reliability (CR) values were found to be statistically significant (SRMR: 0.50, RMSEA = 0.058, IFI: 0.955, CFI = 0.97, GFI = 0.96, AGFI = 0.86, TLI = 0.97, χ2/s.d. = 2.264) when it was above 0.7, and the structural equation model determined that the research data and the initially determined model are compatible. Ethical leadership has a significant effect on psychological capital (ß = 0.224, p < 0.001), ethical leadership has a significant effect on innovation (ß = 0.113, p < 0.001), psychological capital was found to have a significant influence on service innovation (ß = 0.965, p < 0.001), and ethical leadership was mediated by psychological capital on service innovation behavior (SIE = 0.235).

Research limitations/implications

Further research is needed to assess conducting research in enterprises with different cultural characteristics. This paper provides the effectiveness of ethical leadership and psychological capital factors, which are effective in improving employee service innovation behavior and enabling managers to develop human resources strategies in this respect.

Practical implications

The results provide the impact of ethical leadership on the productivity of employees in the workplace and provide practical benefits in terms of developing innovation-oriented service development behaviors.

Social implications

The innovative behaviors of the employees enable the development of innovative ideas in social life by contributing to consumer satisfaction and economy. Ethical leadership ensures positive behaviors in the society by ensuring that employees in the workplace develop justice sentiments.

Originality/value

The mediating role of psychological capital between ethical leadership and service innovation behavior has not been investigated before. In this study, the effects of self-efficacy, optimism, hope and resilience factors were investigated in providing ethical leaders and employees, creating value in the enterprise, and in providing innovation-focused services for employees.

Details

Asia Pacific Journal of Innovation and Entrepreneurship, vol. 13 no. 1
Type: Research Article
ISSN: 2398-7812

Keywords

To view the access options for this content please click here
Article
Publication date: 30 April 2021

Irfan Ullah, Bilal Mirza and Amber Jamil

Recent research studies have increasingly suggested leadership as a major antecedent to encourage innovative work behavior among business employees. Empirical studies…

Abstract

Purpose

Recent research studies have increasingly suggested leadership as a major antecedent to encourage innovative work behavior among business employees. Empirical studies which investigated the influence of various leadership aspects such as style and ethics on employees' innovative performance and unraveled the mechanism through which leadership exerts its impact on employees' innovative work behavior were restricted. Thus, the purpose of this research was to investigate the relationship between ethical leadership and employees' innovative performance by focusing on the mediating role of two forms of the intellectual capital (IC), i.e. human capital and social capital.

Design/methodology/approach

Data for present research were collected through in person administered questionnaire-based survey from the managerial level employees of the targeted sample of the manufacturing firms. Furthermore, due consideration was given while selecting the individuals from R&D departments of these organizations, who were typically involved in knowledge-intensive jobs and where application of intellectual assets was needed.

Findings

Ethical leadership was observed as to positively influencing employees' innovative performance. Two forms of IC, i.e. human capital and social capital were observed as playing mediating role in the ethical leadership – employees' innovative performance relationship.

Originality/value

The contemporary research study adds value in the literature of the ethical leadership. The most imperative theoretical contribution of the present research study underlines the psychological process, i.e. IC by which ethical leaders encourage innovative behavior among employees.

Details

Journal of Management Development, vol. 40 no. 4
Type: Research Article
ISSN: 0262-1711

Keywords

To view the access options for this content please click here
Article
Publication date: 19 December 2018

Sehrish Shahid and Michael K. Muchiri

Recognising the value of positive organisational behaviour at the workplace, this paper aims to provide a major review of the current state of research on positivity, and…

Abstract

Purpose

Recognising the value of positive organisational behaviour at the workplace, this paper aims to provide a major review of the current state of research on positivity, and subsequently proposes new pathways for more theory building relating to important constructs conceptually related to positivity. Following the integration of emerging but disparate research on workplace positivity and related concepts, the paper develops a conceptual framework depicting the relationships amongst authentic leader behaviours, organisational virtuousness, psychological capital, thriving and job performance.

Design/methodology/approach

The paper offers a systematic critical review of published studies representing the literature addressing authentic leadership, organisational virtuousness, thriving, psychological capital and job performance. The paper relied on computerised keyword searches in the main business source databases of Emerald, ProQuest, ScienceDirect, EBSCOhost and SpringerLink.

Findings

This paper leads to a conceptual framework proposing direct relationships between authentic leadership, psychological capital, organisational virtuousness and job performance. Further, authentic leadership is proposed to potentially nurture organisational virtuousness, psychological capital, employee thriving and job performance, given the theoretical linkages between these conceptually relevant variables related to positivity. Additionally, organisational virtuousness and psychological capital are projected to mediate the relationship between authentic leadership and employee thriving. Finally, organisational virtuousness, psychological capital and employee thriving are designated as mediators of the relationship between authentic leadership and job performance.

Research limitations/implications

This paper proposes a conceptual framework focusing on one form of positive leader behaviour and also assumes specific causal pathways using a positivistic research approach to understanding the leadership–performance relationship. The paper did not examine all possible antecedents of positivity at the workplace.

Practical implications

The proposed conceptual framework should form the basis of many organisational interventions, especially in relation to boosting authentic leadership, organisational virtuousness, psychological capital, employee thriving and job performance. By suggesting the association between authentic leadership, psychological capital and organisational virtuousness, this paper highlights potential benefits from effective leaders’ commitment to enhancing psychological capital and organisational virtuousness and engendering thriving behaviour and job performance.

Originality/value

This novel paper has the potential to stimulate the empirical studies on workplace positivity through the association of authentic leadership, psychological capital, organisational virtuousness and thriving.

Details

International Journal of Organizational Analysis, vol. 27 no. 3
Type: Research Article
ISSN: 1934-8835

Keywords

To view the access options for this content please click here
Article
Publication date: 31 May 2021

Stephanie Douglas, Daisha Merritt, Robin Roberts and Daryl Watkins

This study aims to examine the impact of leadership development programs on organizational outcomes and organizational effectiveness.

Abstract

Purpose

This study aims to examine the impact of leadership development programs on organizational outcomes and organizational effectiveness.

Design/methodology/approach

Using a grounded theory approach, semi-structured interviews were conducted with 15 executive leaders from aviation firms in Brazil with employees participating in a leadership development program. NVivo12 was used for coding and managing the data. Thematic analysis was performed to determine themes and categories.

Findings

The leadership development program was found to influence organizational level outcomes identified as themes of internal impact, external impact, skill development and capacity. The interviews also found that executive leaders perceived the leadership development program to impact organizational effectiveness. Connections to human capital, social capital and collective leadership were found as outcomes of the leadership development program contributing to organizational effectiveness.

Research limitations/implications

The findings are dependent upon the executive leaders’ interviews and are limited sample size. The protocol of subjective inter-coder reliability was followed supporting the credibility and dependability of the findings; however, researcher bias may still be present in qualitative studies. Generalizability outside of the Brazilian aviation context is cautioned until further studies in additional contexts and industries are completed.

Practical implications

The findings of this study support leadership development programs as impactful on organizational outcomes and effectiveness. Incorporating leadership development programs as part of human capital management strategies supports organizational effectiveness through increased collective leadership capacity, human capital development and social capital.

Originality/value

A large amount is known regarding the outcomes for individuals as a result of leadership development programs with less examination on the contribution to organizational level outcomes and organizational effectiveness. This study aids in bridging this gap.

Details

International Journal of Organizational Analysis, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1934-8835

Keywords

To view the access options for this content please click here
Article
Publication date: 1 December 2020

Subramaniam Sri Ramalu and Nadira Janadari

The purpose of this paper is to examine the direct and indirect effects of authentic leadership on organizational citizenship behaviour (OCB) with the presence of…

Abstract

Purpose

The purpose of this paper is to examine the direct and indirect effects of authentic leadership on organizational citizenship behaviour (OCB) with the presence of psychological capital as a mediating factor.

Design/methodology/approach

This quantitative research was conducted among 396 front-line employees in six public sector organizations in Sri Lanka. A survey method was employed to collect the data.

Findings

It was found that psychological capital partially mediates the relationship between authentic leadership and OCB. In other words, the relationship between authentic leadership and OCB is both direct and indirect, mediated though psychological capital.

Research limitations/implications

The authenticity of leaders' conduct, psychological capabilities and the outcomes of the performance, are rooted in and reinforced by the culture of the particular organization; hence, the findings should be interpreted cautiously.

Practical implications

The framework of the present study provides a guideline to the top management of the public sector in Sri Lanka to design leadership programs that can develop authentic leaders.

Originality/value

The direct and indirect relationships established between authentic leadership and psychological capital and OCB signifies the critical importance of authentic leadership in the development of psychological capital and OCB among employees.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

Keywords

To view the access options for this content please click here
Article
Publication date: 25 September 2019

Ahmad Naderi, Leila Nasrolahi Vosta, Abolghasem Ebrahimi and Mohammad Reza Jalilvand

The exploration of performance determinants in social enterprises has gained increasing relevance among researchers and practitioners, particularly in rural tourism. The…

Abstract

Purpose

The exploration of performance determinants in social enterprises has gained increasing relevance among researchers and practitioners, particularly in rural tourism. The purpose of this paper is to analyze the contributions of transformational leadership and social entrepreneurship to the performance of social enterprises in the context of rural tourism. Further, the mediating roles of social capital, creativity and social value were investigated.

Design/methodology/approach

Data were gathered through a survey of 168 employees of social enterprises operating in the rural tourism setting. Eight surveyors were sent out to conduct the survey. Data were analyzed by structural equation modeling (SEM) using AMOS 18.0.

Findings

The results of the SEM suggested that transformational leadership is positively associated with social value, social capital and performance of social enterprise. In addition, social entrepreneurship had a significant influence on social value, social capital and performance of social enterprise. Creativity and social value predicts the performance of social enterprise. Further, social capital was found to have a positive relationship with creativity. Finally, the mediating roles of social capital, creativity and social value were also confirmed. The findings thus highlight the power of the social value creation and social capital in the social enterprises operating in the rural destinations.

Social implications

The findings assert that social entrepreneurship and transformational leadership are key sources of social value creation, social capital and creativity in rural tourism context indicating the need for additional efforts on this kind of entrepreneurial activity. The findings can motivate policymakers to promote social entrepreneurship in rural tourism destinations as a means of stimulating bottom-up social capital and social value creation.

Originality/value

This study is among the first to examine the hypothesized relationships focusing on tourism social enterprises.

Details

International Journal of Sociology and Social Policy, vol. 39 no. 9/10
Type: Research Article
ISSN: 0144-333X

Keywords

To view the access options for this content please click here
Article
Publication date: 13 November 2017

Morteza Akbari, Nader Seyyed Amiri, Saheb Imani, Niloofar Rezaeei and Pantea Foroudi

The main purpose of this study is to evaluate the relationship between transformational leadership (TL) and internal marketing which is underscored by the centrality of…

Abstract

Purpose

The main purpose of this study is to evaluate the relationship between transformational leadership (TL) and internal marketing which is underscored by the centrality of human resources in satisfying employee’s needs and how internal marketing, as a moderator and mediator, can facilitate the effects of transformational leadership on social capital and employee loyalty.

Design/methodology/approach

This study develops a model and a number of propositions based on preceding literature on transformational leadership and internal marketing on social capital and employee loyalty.

Findings

The model proposes that transformational leadership can play a vital role in codification of human resources variables such as internal marketing, which is founded upon the principle of paying greater attention to employees. Moreover, despite the research gap on the relationship between social capital and employee loyalty, it can be concluded that social capital can increase the level of employee loyalty to organization.

Research limitations/implications

The proposed model has a number of academic and managerial contributions. This study contributes the knowledge by examining the relationship between transformational leadership and internal marketing. Managerially, this study helps managers to emphasize the centrality of human resources in satisfying employees and increase their loyalty toward the company. In addition, guarantees management effectiveness and organizational success in reaching their intended goals.

Originality/value

Despite the growing acknowledgment the importance of transformational leadership as a process in which leaders and followers upgrade each other’s level of ethic and motivation. However, there are few studies on the role and importance of transformational leadership on developing and reinforcing the internal marketing.

1 – 10 of over 40000