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1 – 10 of 23Michael K. Muchiri, Ancy Gamage and Ataus Samad
This paper aims to integrate the extant literature on the impact of positive leadership on organisational outcomes within the Australian not-for-profit (NFP) organisations…
Abstract
Purpose
This paper aims to integrate the extant literature on the impact of positive leadership on organisational outcomes within the Australian not-for-profit (NFP) organisations, identifies existing gaps in the literature and proposes a framework capturing feasible pathways for future research on positive leadership in NFP organisations.
Design/methodology/approach
This is a systematic review of the existing literature on positive leadership and external/environmental factors and organisational values as applied to Australian NFP organisations mainly based on journal articles.
Findings
This paper proposes a plausible conceptual framework postulating how Australian NFP organisations could attain superior performance outcomes when there is a perfect alignment between positive forms of leadership, external/environmental factors and organisational values. We explain the conceptual framework through testable research propositions explaining interrelationships between positive leadership, external/environmental factors, organisational values and organisational performance.
Research limitations/implications
The review focused on two positive forms of leadership (i.e. transformational and servant) and could benefit by including other closely related leadership styles and behaviours (like authentic and ethical leadership). In addition to the positivist paradigm and quantitative approach adopted by this paper, interpretative and critical paradigms and related qualitative approaches may also lend themselves well to exposing pertinent issues and relationships that have not been imagined before in the under-researched NFP sector.
Practical implications
Leaders within NFP organisations need to understand when and how to align positive forms of leadership, external/environmental factors and organisational values to maximise limited resources available to Australian NFP organisations.
Originality/value
This systematic review adds to the limited literature exploring the impact of positive forms of leadership within Australian NFP organisations. The proposed framework offers unique insights into the relationships between positive forms of leadership, external/environmental factors, organisational values and organisational performance.
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Ataus Samad and Michael K. Muchiri
This paper aims to extend our understanding of the concept of crisis leadership based on perceptions of 48 Australian leaders drawn from various sectors including Australian…
Abstract
Purpose
This paper aims to extend our understanding of the concept of crisis leadership based on perceptions of 48 Australian leaders drawn from various sectors including Australian politics, higher education, not-for-profit and corporate sectors.
Design/methodology/approach
This qualitative study employed semi-structured virtual interviews of 48 leaders from Australian politics, higher education, not-for-profit and corporate sectors during the COVID-19 pandemic. The Leximancer text analytics program was used for data analysis.
Findings
Participants perceived effective leadership during a crisis as encompassing four macro themes: leadership as power, leadership as emanating from people, leadership as management and leadership as specific to the organization. While these findings reinforced extant literature on facets of effective leadership, leaders from different sectors differed on the relative importance of some leadership themes and their relevance to specific sectors.
Research limitations/implications
While the data were collected from a convenient sample, our findings from multiple sectors in Australia extend our knowledge on crisis leadership by revealing differences in sectorial perspectives of crisis leadership. Further, these findings help refine the extant traditional explanations of leadership and especially offer an enhanced understanding of leadership during a crisis. Consequently, our findings support future research that could help identify specific attributes of leaders navigating organizational crises. Such future research could subsequently help develop a theory on crisis leadership based on a valid and reliable measurement for assessing crisis leadership effectiveness in diverse organizational settings.
Originality/value
Our study is based on multi-sector data and consequently lays a solid foundation for extending the conceptualization of leadership during crisis, and the need to reconceptualize effective leader attributes useful in crisis contexts. Theoretically, the current study extended recent research on crisis leadership, by examining the conceptualizations of crisis leadership within specific Australian sectors.
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Sehrish Shahid, Michael K. Muchiri and Fred O. Walumbwa
This paper aims to explore the antecedents and consequences of thriving at work, identifies existing gaps in the literature and proposes a framework, which encapsulates potential…
Abstract
Purpose
This paper aims to explore the antecedents and consequences of thriving at work, identifies existing gaps in the literature and proposes a framework, which encapsulates potential pathways for future research on thriving.
Design/methodology/approach
This paper follows a rigorous review of the extant literature on thriving mainly based on journal articles published between 2005 and 2020.
Findings
The paper proposes a feasible conceptual framework highlighting the antecedents and outcomes of thriving. Specifically, the review illustrates how contextual factors, represented by transformational leadership and organisational virtuousness (OV), act as antecedents of thriving and then proposes potential research direction where thriving is associated with psychological empowerment, psychological capital and innovative work behaviour.
Practical implications
Understanding how and when contextual factors such as transformational leadership and OV promote thriving is important for organisations and leaders who wish to know how and when they can shape resources and organisational features to enable thriving.
Originality/value
This unique review is one of a few studies adding to the growing research on positive psychology at the workplace. The proposed framework and future research directions have the potential to help unpack the unique relationship between work-related contextual factors and thriving.
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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.
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Michael K. Muchiri, Ray W. Cooksey and Fred O. Walumbwa
The purpose of this paper is to examine the separate and combined effects of transformational leadership behaviour and social processes of leadership on key organisational…
Abstract
Purpose
The purpose of this paper is to examine the separate and combined effects of transformational leadership behaviour and social processes of leadership on key organisational outcomes within Australian local councils.
Design/methodology/approach
A survey research methodology was used to gather quantitative data from employees from nine local councils. Data were analysed using Item clustering analysis for scale construction. Hierarchical multiple regression analysis was employed to test the proposed conceptual framework.
Findings
It was found that transformational leadership predicted performance outcomes, collective efficacy/outcomes expectancies and organisational commitment. Social processes of leadership predicted performance outcomes, collective efficacy/outcomes expectancies and organisational citizenship behaviours.
Practical implications
Results indicate that by practising aspects of transformational leadership such as articulating clear standards and expectations for performance and showing recognition to work unit members for specific task or goal achievements, work unit leaders may establish a foundation that later leads to higher performance outcomes. Furthermore, promoting aspects of social processes of leadership such as communication, enhancing adaptability and resolving uncertainties may lead to greater clarification and subsequent higher performance outcomes.
Originality/value
The paper is one of the first to examine the separate and combined effects of transformational leadership behaviour and social processes of leadership on key organisational outcomes in Australian local councils.
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Michael K. Muchiri and Oluremi B. Ayoko
This paper aimed to explore the direct and indirect effects of demographic diversity variables on citizenship behaviours, affective commitment, collective efficacy and general…
Abstract
Purpose
This paper aimed to explore the direct and indirect effects of demographic diversity variables on citizenship behaviours, affective commitment, collective efficacy and general productivity.
Design/methodology/approach
A self‐report questionnaire was used to gather data from employees in the public sector (local government) of Australia.
Findings
Results of the hierarchical regression analyses showed direct and significant relationships between certain demographic diversity variables and several criterion variables. Moving from non‐management to management level was predictive of an increase in organisational citizenship behaviours and affective commitment. Additionally, an increase in tenure within a work unit was predictive of general productivity. Conversely, an increase in organisational tenure was predictive of a decrease in general productivity. Also, an increase in women in a work unit was predictive of a decrease in organisational citizenship behaviours, collective efficacy beliefs and general productivity. Furthermore, an increase in men in a work unit was predictive of a decrease in organisational citizenship behaviours, collective efficacy beliefs and general productivity. Moderated regression analyses indicated that transformational leadership moderated relationships between organisational tenure and organisational citizenship behaviours as well as organisational tenure and general productivity. Finally, transformational leadership moderated relationships between women in work unit and organisational citizenship behaviours, and women in work unit and general productivity.
Research limitations/implications
The authors gathered cross‐sectional data for their research while both of their leadership and performance data were based on participants’ self‐reports. Future research should gather data from multiple sources and employ longitudinal and experimental designs to explore the link between demographic diversity, leadership and organisational outcomes.
Practical implications
Based on the current results, managers need to understand and nurture task‐related demographic diversity (such as gender composition of a workgroup, non‐management vs management level, and tenure in work unit) shown to be positively related to citizenship behaviours, affective commitment and general productivity. Furthermore, organisations should put in place human resource management programs which actively promote transformational leadership in order to lessen or neutralise possible negative effects of demographic diversity on relevant organisational outcomes.
Originality/value
This empirical study adds to the growing research findings regarding the relationship between demographic diversity variables and various organisational outcomes using data from the public sector of Australia.
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Michael K. Muchiri and Ray W. Cooksey
This paper aims to examine the direct and indirect effects of substitutes for leadership on performance outcomes.
Abstract
Purpose
This paper aims to examine the direct and indirect effects of substitutes for leadership on performance outcomes.
Design/methodology/approach
A self‐report questionnaire was distributed to a sample of 177 Australian local council employees. The responses were analysed using ICLUST analysis and hierarchical multiple regression analysis.
Findings
The results indicated significant positive effects of some substitutes for leadership on performance outcomes. Furthermore, some substitutes for leadership moderated the effects of transactional leadership behaviours on performance outcomes, whereas another sub‐component of substitutes for leadership moderated the effects of social processes of leadership on performance outcomes. In addition, some substitutes for leadership partially mediated the relationship between transformational leadership and performance outcomes.
Research limitations/implications
The cross‐sectional design of the study reduces the capacity to draw definitive causal inferences.
Practical implications
The current study supports the view that council leaders could have influenced the employees' attitudes, perceptions, and performance by indirectly shaping the environment in which the subordinates worked (i.e. shaping task and organisational characteristics). The study implies the need for leaders in the local councils to understand those substitutes for leadership that mediate the influence of transformational leadership (such as group and work design capacities) and how they can be managed to enhance employee performance outcomes.
Originality/value
This is one of the first Australian studies to comprehensively examine the influence of substitutes for leadership on performance outcomes.
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Michael K. Muchiri, Ray W. Cooksey, Lee V. Di Milia and Fred O. Walumbwa
This paper seeks to examine gender‐ and management‐ level differences in perceptions of effective leadership within a framework of new leadership models that focus on the…
Abstract
Purpose
This paper seeks to examine gender‐ and management‐ level differences in perceptions of effective leadership within a framework of new leadership models that focus on the processes of influencing self and others rather than leadership based on hierarchy.
Design/methodology/approach
A self‐report questionnaire was distributed to a sample of council employees. The responses were analysed using thematic matrix displays.
Findings
Males and non‐management employees (when compared with female and management) perceived effective leadership as that which emphasises fairness, equality and honesty, develops staff, fosters workplace harmony, and is trustworthy. Female employees emphasised communication, decision‐making ability, and supporting the leader as being important to how a work unit could contribute to organizational leadership effectiveness. Employees at the management level underscored vision, supporting the leader, and integrity as being important to how a work unit could contribute to organizational leadership effectiveness. Female and non‐management employees highlighted employee development, contingent reward, communication and vision as being central to how organizational leadership could contribute to the effectiveness of the work unit.
Originality/value
Unlike the literature that differentiates between charismatic and transformational forms of leadership, this paper views these two constructs as both being components of transformational leadership.
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Ancy Gamage, Michael Muchiri, Sehrish Shahid and Tanzil Rashid
This study draws on the Social Process of Leadership (SPL) to identify the necessary behavioural leadership characteristics for trust-building in virtual crisis environments.
Abstract
Purpose
This study draws on the Social Process of Leadership (SPL) to identify the necessary behavioural leadership characteristics for trust-building in virtual crisis environments.
Design/methodology/approach
The study employs an in-depth qualitative case-study approach that is embedded in local contexts. Multiple sources of data – organisational documents, in-depth qualitative interviews, observational evidence and field notes – were used in the study. Interviews were informed by a purposeful sampling strategy and were semi-structured. This allowed the interviewer to use prompts to follow up with unanticipated issues raised by participants. Thematic analysis was conducted using NVivo.
Findings
Three key themes (related to how leaders nurture trust in virtual and crisis contexts) emerged from the data. These relate to nurturing trust by (1) optimising and providing a clear vision through reconfigured and personalised communication structures; (2) minimising uncertainty, optimising and modelling values-based behaviours and (3) enhancing adaptability and performance.
Research limitations/implications
The study extends the applicability of this theoretical approach to remote workplaces. It also contributes to the literature on crisis leadership by showcasing how leaders’ crisis responses based on SPL help organisations navigate disruptions. Limitations regarding the small sample size and the one case study context exist.
Practical implications
Organisations should invest in leadership and resilience and build strong remote/hybrid working models in preparation for future crises.
Originality/value
Despite the growing popularity of SPL, there is limited work on how leaders implement SPL processes to build and maintain trust in virtual workplaces. Furthermore, SPL has not yet been applied in highly disruptive work contexts, like those created by the pandemic.
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Nguyen T. Pham-Thai, Adela J. McMurray, Nuttawuth Muenjohn and Michael Muchiri
Employees’ job engagement is a key driver for organizational success and competitive advantage. Based on Kahn’s engagement theory and social exchange theory, the purpose of this…
Abstract
Purpose
Employees’ job engagement is a key driver for organizational success and competitive advantage. Based on Kahn’s engagement theory and social exchange theory, the purpose of this paper is to examine the relationships between job engagement, transformational leadership, high-performance human resource (HR) practices, climate for innovation, and contextual performance.
Design/methodology/approach
A questionnaire survey, conducted at two different points in time, was employed to collect data from 394 pairs of Vietnamese university academics and their leaders. Data were analyzed by structural equation modeling (SEM) and multilevel SEM using the Statistical Package for Social Science Version 24 and Mplus Version 7.4.
Findings
The findings indicated that transformational leadership and high-performance HR practices were key drivers of employees’ job engagement. A climate for innovation contributed effectively to mediate the effect of transformational leadership on employees’ job engagement. Further, employees’ job engagement was positively and significantly related to contextual performance.
Research limitations/implications
The short time lag between the two data collection phases might limit the ability to reach definite causal conclusions. Future research using a longitudinal design is needed to provide stronger validation for the underlying model.
Originality/value
This study is a rare attempt that investigates the process from which employees’ job engagement is generated and contributes to improve contextual performance in the higher education sector.
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