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Article
Publication date: 10 June 2024

Hsien-Ta Li

Although researchers have carried out considerable work on organizational citizenship behavior (OCB), the questions of whether and how adopting a positive leadership style leads…

Abstract

Purpose

Although researchers have carried out considerable work on organizational citizenship behavior (OCB), the questions of whether and how adopting a positive leadership style leads subordinate employees to engage in interpersonal citizenship behavior (ICB) remain, thus far, unanswered. To address this research gap, this study aimed to uncover the possible underlying mediation mechanism.

Design/methodology/approach

Partial least squares structural equation modeling (PLS-SEM) was used to test the research model using data collected by means of a three-wave online survey with 166 respondents.

Findings

The results indicated that the organization-based self-esteem (OBSE) of subordinate employees mediated the effect of supervisors using a positive leadership style on subordinates engaging in person-focused ICB.

Originality/value

The importance of positive leadership is revealed in the finding of a self-consistency-based positive spillover effect, according to which the use of a positive leadership style directly benefits subordinates by enhancing their OBSE. This subsequently motivates them to engage in person-focused ICB, which benefits their coworkers. Thus, a positive leadership style creates a positive dynamic in the workplace.

Details

Leadership & Organization Development Journal, vol. 45 no. 7
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 28 August 2024

Fulei Chu, Junya Zhang, Massimiliano Matteo Pellegrini, Cizhi Wang and Yunshuo Liu

Working arrangements’ hybridity has become paramount, particularly after the coronavirus disease 2019 pandemic. A remote working environment has indubitable advantages (e.g. the…

Abstract

Purpose

Working arrangements’ hybridity has become paramount, particularly after the coronavirus disease 2019 pandemic. A remote working environment has indubitable advantages (e.g. the ability to work from anywhere and at any time). However, such flexibility comes at the cost of being virtually always connected. This duality poses challenges for talent management (TM) in determining who can thrive under these specific conditions and how. This study explores how employees respond to this extended connectivity – namely, work connectivity behaviour after-hours (WCBA) – and its influence on proactive talent behaviour by constructing and testing a theoretical model that differentiates employees’ reactions to this condition.

Design/methodology/approach

This study collected data from 400 mainland Chinese employees using online and offline methods. Owing to the potentially varied effects of working in digital environments on employees, a dual mediation regression model was employed to test the hypotheses.

Findings

Remote and hybrid work and, specifically, the increased connectivity experienced by employees can be a “double-edged sword” in influencing their proactive behaviour (PB). While employees experience increased organisation-based self-esteem, which positively correlates with more intense PB, this prolonged exposure may also cause emotional exhaustion (EE), which has a negative correlation with PB. Jointly considering both mediation effects revealed that WCBA’s total effect on PB remained negative.

Originality/value

This study enriches the debate regarding the development of TM practices specifically designed for remote work. It recommends paying greater attention to how employees react to increased connectivity experienced in remote and hybrid working environments. Increased self-esteem or passive EE are possible elements for identifying employees’ talent potential. The separation between work and after-work is becoming blurred in the digital age, which reduces employees’ motivation and ability to exploit their inner talents. Therefore, organisations must find alternatives to preserve their talent pools. This study enriches theoretical research on WCBA, promoting an in-depth application of the theory of job-demand resources in the digital age.

Details

Management Decision, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 28 August 2024

Shafaq Aftab, Irfan Saleem and Nur Naha Abu Mansor

Drawing upon social exchange theory, this study investigates how witnessed incivility is related to psychological distress for employees. In addition, scholars dug deep into the…

Abstract

Purpose

Drawing upon social exchange theory, this study investigates how witnessed incivility is related to psychological distress for employees. In addition, scholars dug deep into the potential moderating effect of self-esteem that links witnessed incivility, employee silence and psychological distress.

Design/methodology/approach

In data were obtained from 292 bankers at family-owned banks. In this work, data analysis was performed using Smart-PLS covariance-based SEM version 4.

Findings

The study results indicate that employee silence mediates witnessed incivility and psychological distress. Findings also suggest that high self-esteem can mitigate the harmful effects of witnessed incivility, indirectly causing silence and psychological distress among employees.

Practical implications

Family-owned bank management should encourage employees to speak up, demonstrate self-esteem and share their concerns. Thus, reducing witnessed incivility increases well-being, stress, and mental health in Pakistani family-owned enterprises which operate in diverse industries.

Originality/value

In the context of family-owned banks, our study adds context and theory to the existing body of knowledge by illuminating the underlying process that relates incivility with psychological distress By exploring the use of social exchange theory.

Details

Asia-Pacific Journal of Business Administration, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1757-4323

Keywords

Open Access
Article
Publication date: 5 April 2024

Katarzyna Piwowar-Sulej and Qaisar Iqbal

The aim of this study is to offer evidence-based knowledge of the most popular research topics in studies on spiritual leadership (SL) and the research approaches and theories in…

1416

Abstract

Purpose

The aim of this study is to offer evidence-based knowledge of the most popular research topics in studies on spiritual leadership (SL) and the research approaches and theories in use. Another aim is to create a comprehensive research framework covering the antecedents and outcomes of SL, as well as the underlying mechanisms and conditional factors. This study also synthesizes future research avenues presented in the literature.

Design/methodology/approach

This study used a systematic literature review method. The presented analysis covered both bibliometric studies and in-depth manual content analysis. In total, 274 articles indexed in the Scopus database were analyzed, with a particular focus on 126 empirical papers.

Findings

This study shows that most of the research took place in developing countries and focused on the links between SL and workplace spirituality, employee well-being and engagement. It provides a complex research framework which orders previous variables according to their levels. Future research is required that would use a multilevel research approach and determine the impact of SL on society and the leaders themselves, as well as determining the reverse impact of organizational performance on the development of SL.

Originality/value

This study takes advantages of both bibliometric and in-depth content analysis to expand the understanding of the state of the art in SL research. It demonstrates how different factors contribute to SL and how they subsequently influence outcomes. It also offers numerous future research directions which go beyond those identified so far in the literature to further develop the theory of SL.

Details

Journal of Organizational Change Management, vol. 37 no. 8
Type: Research Article
ISSN: 0953-4814

Keywords

Open Access
Article
Publication date: 27 August 2024

Ward van Zoonen, Toni van der Meer and Anu Sivunen

Enterprise social media (ESM) are expressive spaces where users exchange emotional workplace communication. While some studies have explored how positive emotions may be…

Abstract

Purpose

Enterprise social media (ESM) are expressive spaces where users exchange emotional workplace communication. While some studies have explored how positive emotions may be contagious, little research explored the notion that negative communication may accumulate on enterprise social media. This study explores perceived negativity bias and its correlates in the context of ESM.

Design/methodology/approach

This study relies on survey data collected from 599 employees of a global organization. The response rate was 18.7%. Structural equation modeling was used to test the hypotheses.

Findings

The results contribute to research on ESM by demonstrating that perceived negativity bias is positively related to feelings of accountability and negatively associated with social support. Furthermore, the results indicate that unmet communication expectations on ESM can have implications for perceived social support beyond online contexts and accountability through perceived negativity bias.

Research limitations/implications

The findings demonstrate how employees' unmet expectations about ESM use increase feelings that a digital environment is disproportionately negative, which may create an “unsafe” space for employees and a fear of being held accountable for their contributions. This study highlights how the Expectation-Disconfirmation Theory provides a fruitful framework for studying enterprise social technologies.

Originality/value

This study suggests that work is not merely a rational endeavor, and that emotions and personal feelings (including negative ones) may shape workplace communication on ESM. We contribute to research on ESM use by using the Expectation-Disconfirmation Theory as a lens to study antecedents and implications of perceived negativity bias.

Details

Information Technology & People, vol. 37 no. 8
Type: Research Article
ISSN: 0959-3845

Keywords

Article
Publication date: 27 August 2024

Hao Jian, Bin He and Xu Sun

Drawing on conservation of resources (COR) theory, this study examined the effect of developmental human resource (HR) practices on employee workplace procrastination and…

Abstract

Purpose

Drawing on conservation of resources (COR) theory, this study examined the effect of developmental human resource (HR) practices on employee workplace procrastination and investigated the mediation effect of boredom at work and the moderation effects of exploitative leadership and self-leadership.

Design/methodology/approach

Data were collected from 443 employees across companies in China. Hypotheses were tested using hierarchical regression analysis and indirect effect testing via bootstrapping in SPSS and Mplus.

Findings

This study found that developmental HR practices were negatively related to employee workplace procrastination and that boredom at work mediated the relationship between developmental HR practices and employee workplace procrastination. Moreover, exploitative leadership strengthened the negative relationship between developmental HR practices and boredom at work, whereas self-leadership weakened the positive relationship between boredom at work and employee workplace procrastination. The indirect relationship between developmental HR practices and employee workplace procrastination through boredom at work was moderated by exploitative leadership and self-leadership.

Originality/value

This study extended the literature on the antecedents of employee workplace procrastination. Moreover, by investigating the mediation effect of boredom at work, this study extended the underlying mechanism by which developmental HR practices affect subsequent employee outcomes. Finally, by testing the moderation effect of exploitative leadership and self-leadership, respectively, this study offered insights into the boundary conditions resultant from developmental HR practices.

Details

Leadership & Organization Development Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 18 January 2024

Osman M. Karatepe, Emmanuel Twumasi Ampofo, Taegoo Terry Kim and Seokyoun Oh

The purpose of this study was to develop and test a research model that explored leader psychological capital (LPsyCap) as a predictor of follower creative performance (FCRP). The…

Abstract

Purpose

The purpose of this study was to develop and test a research model that explored leader psychological capital (LPsyCap) as a predictor of follower creative performance (FCRP). The model also investigated follower job crafting (FJC) and follower knowledge collecting (FKC) and follower knowledge donating (FKD) behaviors as the multiple mediators of the trickle-down effect of LPsyCap on FCRP in a sequential manner.

Design/methodology/approach

Data were obtained from hotel employees in Korea. The hypotheses were tested using structural equation modeling with the user-defined estimands function.

Findings

LPsyCap boosted employees’ FCRP. FJC and FKC behaviors mediated the trickle-down effect of LPsyCap on FCRP in a sequential manner. As predicted, FKC behavior parallelly mediated the effect of FJC on FCRP.

Practical implications

Hotel firms should boost a workplace that would encourage employees to redefine and redesign their jobs. To achieve this, the presence of structural (e.g. learning new things in the workplace) and social (e.g. supervisor coaching) job resources and challenging job demands (e.g. willingly taking on additional tasks) would pay dividends.

Originality/value

This paper is one of its kind focusing on unexplored parallel and sequential multiple mediation effects that highlight FJC and FKC as the two potential mediators in the association between LPsyCap and FCRP.

Details

International Journal of Contemporary Hospitality Management, vol. 36 no. 9
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 21 August 2024

Dirk De Clercq and Renato Pereira

This investigation aims to unpack the negative connection between employees’ experience of resource-draining career compromise and their organizational citizenship behavior, by…

Abstract

Purpose

This investigation aims to unpack the negative connection between employees’ experience of resource-draining career compromise and their organizational citizenship behavior, by theorizing a mediating role of their depersonalization of organizational leaders and a moderating role of their conformity orientation in this connection.

Design/methodology/approach

The hypotheses were tested with survey data collected among employees who operate in the construction retail industry in Portugal.

Findings

A critical reason that frustrations about unwanted career adjustments translate into a reluctance to undertake work efforts that exceed formal job descriptions is that employees develop dehumanized perceptions of the people in charge of the company. This explanatory mechanism is less prominent, however, to the extent that employees’ personal orientation favors rule adherence.

Practical implications

For HR managers, this research identifies a key channel, indifference to organizational leaders, through which disappointments about compromised career developments escalate into rejection of voluntary work activities, which otherwise might leave a positive impression on leaders and enhance employees’ careers. It also reveals that organizations can subdue this detrimental process by leveraging a sense of conformity among their workers.

Originality/value

This study adds to HR management research by showing how a mismatch between employees’ current career situation and their own meaningful career goals paradoxically might direct them away from extra-role work behavior that otherwise could provide meaningfulness. This harmful dynamic, which can be explained by their propensity to treat organizational leaders as impersonal objects, can be avoided to the extent that employees draw from their conformity orientation.

Details

Journal of Organizational Effectiveness: People and Performance, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2051-6614

Keywords

Article
Publication date: 20 August 2024

Jonghun Sun, Eunsun Ahn and Jiseon Shin

Based on the conservation of resources (COR) theory, we investigate antecedents and consequences of work meaningfulness.

Abstract

Purpose

Based on the conservation of resources (COR) theory, we investigate antecedents and consequences of work meaningfulness.

Design/methodology/approach

We used survey data from employees in various South Korean organizations and applied Structural Equation Modeling (SEM) and a bootstrapping procedure to test our proposed model.

Findings

We found that employees’ perceptions of their jobs’ social impact and task variety are positively related to work meaningfulness, which leads to higher levels of innovative behavior. We found that work meaningfulness mediates the effects of employees’ perceived social impact and task variety on their innovative behaviors.

Originality/value

Our study contributes to the positive psychology literature by identifying work meaningfulness as a critical underlying mechanism in explaining the relationship between task variety, perceived social impact, and innovative behavior.

Details

Career Development International, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1362-0436

Keywords

Open Access
Article
Publication date: 28 May 2024

Tom A.S. McLaren, Erich C. Fein, Michael Ireland and Aastha Malhotra

The purpose of this empirical study was to test whether presenting organizational change in a way that enhances employee self-worth will result in increased employee support for…

1169

Abstract

Purpose

The purpose of this empirical study was to test whether presenting organizational change in a way that enhances employee self-worth will result in increased employee support for the identified change. In doing so, we developed a new measure, which includes a novel baseline element.

Design/methodology/approach

Items were developed, and then categorical validation data were collected through an online cross-sectional survey in which 222 respondents (adults over 18 years of age, and at least 6 months tenure) participated.

Findings

Within the items, we framed the activation of self-worth bias as requests for employee comments regarding change efforts. Results indicate there is a difference between asking for employee comment on change efforts, compared to asking for employee comment on change efforts and also providing feedback considerate of that input.

Originality/value

This study explores and presents a convergence between behavioral economics, management and applied psychology research – using both self-worth bias, and organizational change management communications; no other such comparable study or analysis could be found during the preparation of this research effort. Furthermore, a novel measure and innovative method is presented for developing and measuring self-worth bias during organizational change management communications.

Details

Journal of Organizational Change Management, vol. 37 no. 8
Type: Research Article
ISSN: 0953-4814

Keywords

1 – 10 of 31