Search results

This study aims to examine the relationship between supervisor’s altruistic leadership behavior (ALB) and family-to-work development (FWD) in the context of Chinese small and medium-sized enterprises (SMEs); and test the mediation effect of learning organization culture (LOC) between ALB and FWD.

A non-experimental, quantitative, cross-sectional survey research approach was applied. A structural equation modeling technique was used to test all hypotheses.

Results indicated that ALB is positively and significantly correlated with FWD. Additionally, the relationship between ALB and FWD is mediated by LOC.

This study suggests that building and maintaining an effective LOC requires leaders to champion, human resource (HR) professionals to strengthen and employees to support learning as a system. Thus, HR professionals should implement altruistic leadership mentoring and coaching programs. In the case of Chinese SMEs, altruistic leaders are especially instrumental in generating followers’ positive outcomes in both work and family domains.

This study looks into the influence of organizational factors on the direction of FWD. In particular, this study seeks to examine organizational factors that relate to spillover from family to work.

Building on social exchange theory and selection, optimization and compensation theory, this study aims to examine a moderated curvilinear relationship between servant leadership (SL) and work-family conflict (WFC).

Participants were 329 female workers recruited from a Chinese small business in the service Industry. A three-step hierarchical regression was conducted to examine the relationships among the variables and the incremental contribution of SL and age and the squared term of SL.

Study results confirmed a curvilinear relationship between SL and WFC and the moderating effect of age. When younger female employees perceived a moderate range of SL from their supervisors, they reported higher WFC compared to the low or high level of perceived SL. On the contrary, senior female employees reported a lower level of WFC when they perceived a moderate level of SL than when they perceived very low or high levels.

SL research has experienced a period of exponential growth in the past decade. This study advanced the field of leadership by arguing that SL perceived by female employees is curvilinearly related to WFC and the curvilinear relationship is moderated by age.

Leadership has a powerful influence on learning and development in today's organizations. Various types of leadership have been found to be conducive to building a learning organization. This empirical study compared the effect of transformational and servant leadership on a learning organization (an organization that constantly transforms itself using learning and development techniques) in the context of Chinese small- and medium-sized enterprises (SMEs).

Four proposed hypotheses were tested using structural equation modeling.

The results show that servant leadership has no significant relationship to learning organization, whereas transformational leadership is a strong predictor.

This research compares two different leadership styles and presents theoretical and practical implications for scholars and practitioners. In particular, this study advances our understanding of how and which leadership style relates to learning organization by examining a structural model with three latent variables: servant leadership, transformational leadership, and learning organization.

The empirical findings of the roles of emotions in teams are mixed. This study, a scoping literature review, aims to synthesize extant research on the roles of emotions in work teams and offers future research directions.

Sixty-nine empirical studies from the past ten years (2012 to 2021) were identified and reviewed. The authors then analyzed these 69 papers based on their research design, focus and nomological network of emotions.

The authors found that there is a clear increasing research trend of studying emotions in a team setting. In the extant literature, team emotions were studied from three major perspectives: emotions, emotional management and emotion measurement. The authors also summarized findings into the nomological network of team emotions. Last but not least, future research directions regarding the research context, focus and design and analysis were recommended.

The role of emotions in teams has not been extensively reviewed or synthesized, and the empirical findings are mixed. This paper synthesized the role of emotions in teams and critical factors that affect emotions in teams. In particular, the research recommendations for critical human resource development scholars cover three aspects: research context advancement, research focus advancement and research design and analysis advancement.

This paper aims to investigate how emotional intelligence and voice climate interact with flow in work teams.

The authors used multilevel structural equation modeling to analyze the nested data (individuals within teams). A total of 42 work teams (166 full-time employees) from the service industry participated in this research.

The results showed that emotional intelligence and voice behavior are positively associated with flow experience at the individual level. It was also demonstrated that emotional intelligence exerts partial influence on flow via individual voice behavior. At the team level, the authors only found a positive relationship between emotional intelligence and flow.

This research fills the knowledge gap of flow’s antecedents in teams. Members who are emotional intelligent and active in making suggestions to teams are more likely to experience flow in teams. Practitioners should be able to facilitate flow in the workplace through implementing training modules related to emotion appraisal/regulation and effective voice behavior.

This paper aims to conduct two studies to investigate shared leadership and team creativity (TC) in leaderless short-term project teams (STPTs).

To answer the research question, this paper used a multi-level mixed-methods design. This paper analyzed video recordings, transcripts of STPTs’ collaboration and self-report surveys from an international engineering competition. In Study 1, this paper attempted to connect relation-oriented shared leadership (ROSL) and task-oriented shared leadership (TOSL) with TC by coding video recordings. In Study 2, this paper further investigated the proposed positive relationship between shared leadership and TC by surveying a sample of 166 students in 51 teams.

In Study 1, this paper found that shared leadership covaries with TC following a similar behavioral pattern. In Study 2, multi-level structural equation modeling results suggested that both TOSL and ROSL are positively correlated with TC.

In this mixed-methods multi-level research, this paper found that when the team’s shared leadership increases, their TC activity becomes frequent. This paper confirmed the qualitative finding by quantitatively investigated the relationship between shared leadership and creativity at the team level.

The study specifically focused on ethical leadership and help seeking during innovation and tested the moderating effect of happiness on the path from help seeking to innovation.

In this longitudinal study, 472 employees from an HR outsourcing company in China participated in the first survey. However, only 184 employees completed two surveys (1 month apart). We used path analysis to test all hypotheses through Mplus.

We found that ethical leadership, through help-seeking, is correlated to innovation. We also found that one’s happiness level is related to innovation, and when employees are chronically happy, the positive effect of help-seeking on innovation is stronger.

Working in an ethical environment, employees are comfortable acknowledging mistakes, hearing feedback and making corrections, which fosters continuous innovation. Conversely, without the influence from ethical leaders, employees may choose to remain silent and abandon continuous innovation due to the concern of losing “face” the context of China.

The ethical requirement for nurses during the COVID-19 pandemic reached the peak. Healthcare professionals were asked to provide creative services to patients while making ethical decisions. This study aims to understand how ethical leadership and ethical climate interact with help seeking behavior to influence nurses’ creativity.

In this longitudinal study, the authors employed 193 nurses from a large hospital in China. Eligible nurses completed two surveys (one month apart) during the COVID-19 pandemic.

This study found that help seeking during problem-solving mediates the relationship between ethical leadership and creativity while ethical climate moderates the relationship between ethical leadership and help seeking in nurses.

Scholars have rarely studied the relationship between ethical leadership and creativity in the healthcare setting. More importantly, this study unveiled the compounded effect of ethical leadership and ethical climate on creativity via nurses’ help seeking behavior in China.

As a cornerstone of team performance, learning depends on each member’s mindset. Drawing on implicit theories of intelligence, the purpose of this study is to investigate the relationships among individual members’ mindsets and shared leadership (SL) behaviors in design teams and the mediation role of team growth mindset (TGM) on that relationship.

The authors analyzed survey results based on individuals who participated in an international design competition. To test the hypothesized model, the data was analyzed by using SEM using Mplus 7.

The results indicated that an individual growth mindset (IGM; but not an individual-fixed mindset) has significant and positive direct effects on a team growth mindset and SL behaviors. In addition, a TGM mediates the relationship between an IGM and SL.

The research discusses several theoretical and practical implications for human resource development professionals and scholars to improve understanding of a TGM and its influence on individual mindsets and SL behaviors.

Learning and development are critical to a business’s success. This paper aims to focus on organizational factors at multiple organizational levels that facilitate learning culture in a small- and medium-sized enterprise (SME) in northwestern China.

This study is qualitative in nature. A single case study method is used to explore an SME’s organizational factors that facilitate learning culture.

This paper categorizes the organizational factors into seven dimensions: shared vision, creating continuous learning opportunities, informal learning that promotes inquiry and dialogue, collaboration and team learning, knowledge management systems, work–family enrichment and encouragement and support. This paper also compares the findings with learning culture models from Western research.

Chinese culture has far-reaching and fundamental effects on many East Asian countries and regions. For SMEs in similar cultural settings with a collectivist orientation, future research may focus on the effect of the work–family enrichment on learning culture.

Work–family enrichment was found to be an important factor that influences learning effectiveness in this Chinese small business based on traditional values in Chinese culture.