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1 – 10 of over 134000A.G. Sheard and A.P. Kakabadse
This monograph seeks to summarise the key influences of a role‐based perspective on leadership when making decisions as to how organisational resources can best be deployed.
Abstract
Purpose
This monograph seeks to summarise the key influences of a role‐based perspective on leadership when making decisions as to how organisational resources can best be deployed.
Design/methodology/approach
Application of new frameworks provides insight into the leadership roles executives can adopt when part of formal, informal and temporary groups within the organisation's senior management team and those parts of the organisation for which they are responsible. The methodology adopted is qualitative, focusing on application of previously developed frameworks.
Findings
Adoption of an appropriate leadership role, and the timely switch from one role to another as circumstances change, are found to facilitate improvement in the ability of executives to mobilise organisational resources, and in so doing effectively address those challenges with which the organisation is faced.
Research limitations/implications
A one‐organisation intensive case study of a multinational engineering company engaged in the design, development and manufacture of rotating turbomachinery provides the platform for the research. The research intent is to validate two frameworks in a different organisation of a similar demographic profile to those in which the frameworks were developed. The frameworks will require validating in organisations of different demographic profiles.
Practical implications
The concepts advanced, and implications discussed, provide an insight into the role‐based nature of leadership. The practical steps individual executives can take to develop their ability to adopt different leadership roles are highlighted.
Originality/value
This monograph is an investigation into, and study of the contribution of theory that provides insight into, the process by which executives effectively mobilise organisational resources. This differs from the original contributions to theory, which focused on methodology, data gathering and validation in contrast with the current study that is focused on practical application.
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This paper illuminates the distinction between individual and organizational actors in business-to-business markets as well as the coexistence of formal and informal mechanisms of…
Abstract
This paper illuminates the distinction between individual and organizational actors in business-to-business markets as well as the coexistence of formal and informal mechanisms of coordination in multinational corporations. The main questions addressed include the following. (1) What factors influence the occurrence of personal contacts of foreign subsidiary managers in industrial multinational corporations? (2) How such personal contacts enable coordination in industrial markets and within multinational firms? The theoretical context of the paper is based on: (1) the interaction approach to industrial markets, (2) the network approach to industrial markets, and (3) the process approach to multinational management. The unit of analysis is the foreign subsidiary manager as the focal actor of a contact network. The paper is empirically focused on Portuguese sales subsidiaries of Finnish multinational corporations, which are managed by either a parent country national (Finnish), a host country national (Portuguese) or a third country national. The paper suggests eight scenarios of individual dependence and uncertainty, which are determined by individual, organizational, and/or market factors. Such scenarios are, in turn, thought to require personal contacts with specific functions. The paper suggests eight interpersonal roles of foreign subsidiary managers, by which the functions of their personal contacts enable inter-firm coordination in industrial markets. In addition, the paper suggests eight propositions on how the functions of their personal contacts enable centralization, formalization, socialization and horizontal communication in multinational corporations.
Satyanarayana Parayitam, Syed Aktharsha Usman, Rajeshwaran Raja Namasivaayam and Mohamed Shaik Naina
This paper aims to investigate the importance of knowledge management as a moderator in the relationship between two of the burnout variables, namely, role ambiguity and work…
Abstract
Purpose
This paper aims to investigate the importance of knowledge management as a moderator in the relationship between two of the burnout variables, namely, role ambiguity and work overload. In addition, the paper tests a conceptual model where emotional exhaustion is a moderator in the relationship between role ambiguity, work overload and performance.
Design/methodology/approach
Using a structured survey instrument, this paper gathered data from 692 respondents from the information technology industry in the southern part of India. The first psychometric properties of the instrument were tested and then hierarchical regression was used as a statistical technique for analyzing the data.
Findings
Results show that role conflict is positively related to role ambiguity and work overload, role ambiguity is negatively related to performance, work overload is positively related to performance, knowledge management moderates the relationship between role conflict and role ambiguity and role conflict and work overload. The hierarchical regression results also support that emotional exhaustion moderates the relationship between role ambiguity and performance and work overload and performance.
Research limitations/implications
As the present research is based on self-report measures, the limitations of social desirability bias and common method bias are inherent. However, this study attempts to minimize these limitations by following appropriate statistical techniques and procedures.
Practical implications
This study contributes to both practicing managers and the literature on conflict management. The study suggests that managers use knowledge management practices to mitigate the ill-effects of role conflict and enhance performance. This study also highlights the role of emotional exhaustion in organizations.
Originality/value
This study provides new insights about the importance of knowledge management practices and emotional exhaustion in the relationship between role conflict and performance. To the knowledge, the importance of knowledge management practices is underemphasized in conflict management research. The study also provides insights into the role of one of the burnout variables i.e. emotional exhaustion in its influence on performance. The implications of this relationship for organizational role theory and organizational learning theory and for management practice, are discussed.
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Johnna Capitano, Kristie L. McAlpine and Jeffrey H. Greenhaus
A core concept of work–home interface research is boundary permeability – the frequency with which elements from one domain cross, or permeate, the boundary of another domain…
Abstract
A core concept of work–home interface research is boundary permeability – the frequency with which elements from one domain cross, or permeate, the boundary of another domain. Yet, there remains ambiguity as to what these elements are and how these permeations impact important outcomes such as role satisfaction and role performance. The authors introduce a multidimensional perspective of work–home boundary permeability, identifying five forms of boundary permeation: task, psychological, role referencing, object, and people. Furthermore, based on the notion that employee control over boundary permeability behavior is the key to achieving role satisfaction and role performance, the authors examine how organizations’ HR practices, leadership, and norms impact employee control over boundary permeability in the work and home domains. The authors conclude with an agenda for future research.
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Raymond Loi, Ngo Hang‐yue and Sharon Foley
This study examined the effect of professional identification on several job attitudes (i.e., job satisfaction, organizational commitment, and career satisfaction), and explored…
Abstract
This study examined the effect of professional identification on several job attitudes (i.e., job satisfaction, organizational commitment, and career satisfaction), and explored the moderating roles of gender and organizational tenure on these relationships. Informed by social identity theory, gender role theory, and organizational socialization theory, several hypotheses were developed and tested with a data set consisting of 309 salaried lawyers collected in Hong Kong. Regression analysis revealed that (1) professional identification had a significant positive effect on both job satisfaction and organizational commitment, (2) gender moderated the relationship between professional identification—job satisfaction and professional identification—organizational commitment, and (3) organizational tenure moderated the relationship between professional identification and job satisfaction as well as the relationship between professional identification and career satisfaction. Theoretical and practical implications are discussed.
Korhan Arun, Nesli Kahraman Gedik, Olcay Okun and Cem Sen
This paper researches the effects of the cultural context from values' ground on leadership roles and the effects of roles on styles. The idea behind this study is to show that…
Abstract
Purpose
This paper researches the effects of the cultural context from values' ground on leadership roles and the effects of roles on styles. The idea behind this study is to show that cultural communities have different cultural models regarding the kinds of roles leaders should or should not play.
Design/methodology/approach
The sample was chosen from the part of the town where the immigrant workforce is growing, as well as it is the closest growing economic area to Europe in Turkey.
Findings
The analysis shows that cultural values significantly affect leadership roles. Additionally, there is a correlation between roles and paternalistic leadership style. Asian cultural values do affect leadership roles more than Western values. Additionally, each culture is diminishing the other. As leadership roles increase, they are acting as paternalistic leadership substitutes.
Originality/value
Interestingly we have introduced paternalistic leadership substitutes to literature and showed that paternalistic leadership is not only culturally but also contextually bounded.
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Stephanie P. Thomas, Sara Liao-Troth and Donnie F. Williams
Truck drivers keep supply chains moving, but driver shortages and high turnover levels plague the industry. The purpose of this research is to examine the three dimensions of…
Abstract
Purpose
Truck drivers keep supply chains moving, but driver shortages and high turnover levels plague the industry. The purpose of this research is to examine the three dimensions of Maslach's job burnout model: exhaustion, cynicism and professional inefficacy, as it relates to role stressors and turnover intention. Logistics boundary spanners such as truck drivers appear to be especially susceptible to job burnout. Role theory and organizational support theory were used to develop hypotheses.
Design/methodology/approach
Individual level survey data were collected from 190 truck driver respondents (not owner operators) at two large truck stops. Data were analyzed using structural equation modeling.
Findings
Findings suggest that the relationship between role stressors and the dimensions of job burnout are not all the same. Role conflict significantly impacts exhaustion and cynicism. Role ambiguity significantly impacts cynicism and inefficacy. Results support a progression through burnout dimensions that begins with exhaustion and ends with inefficacy. Inefficacy was significantly related to intention to stay. Organizational support is a way to help drivers mitigate feelings of inefficacy.
Practical implications
Managers in trucking organizations can track burnout levels in their drivers using the Maslach Burnout Inventory with a specific focus on monitoring feelings of inefficacy, which may help lower turnover levels.
Originality/value
The findings support that the burnout dimension of inefficacy is the strongest indicator that a driver is considering leaving his current organization or the industry. This is contrary to other studies that have focused on the other two burnout dimensions.
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Piotr Stapinski, Brita Bjørkelo, Premilla D'Cruz, Eva G. Mikkelsen and Malgorzata Gamian-Wilk
The purpose of the article is to provide further evidence for the work environment hypothesis. According to the work environment hypothesis and as documented by empirical…
Abstract
Purpose
The purpose of the article is to provide further evidence for the work environment hypothesis. According to the work environment hypothesis and as documented by empirical evidence, organizational factors play a crucial role in the development of workplace bullying. However, to better understand and prevent bullying at work and establish sustainable, responsible and ethical workplaces, it is crucial to understand which organizational factors are particularly important in the development of bullying and how these factors, independently and combined, act as precursors to bullying over time. One prominent theory that explains how organizational and individual factors interact is the affective events theory (AET).
Design/methodology/approach
In a two-wave, time-lagged study (N = 364), the authors apply AET to test and explain the interplay of organizational factors in the development of bullying at work.
Findings
The results revealed that supportive and fair leadership moderates the relationship between role stress and exposure to workplace bullying.
Practical implications
Knowledge of the buffering role of supportive and fair leadership practices is important when implementing organizational interventions aimed at preventing bullying at work.
Originality/value
Although previous studies have shown the general protecting effects of supportive leadership on exposure to bullying, the current study indicates that high level of supportive and fair leadership practices decreases the level of exposure to bullying, even when role ambiguity and role conflict are relatively high.
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– The purpose of this paper is to present an organizational engagement model that highlights the design process of the homeroom teacher (HRT) role in Israeli high schools.
Abstract
Purpose
The purpose of this paper is to present an organizational engagement model that highlights the design process of the homeroom teacher (HRT) role in Israeli high schools.
Design/methodology/approach
The model was constructed as a grounded theory during a qualitative research work conducted during 2007-2011.
Findings
The model is based on Maslow's and Schein's frameworks of personal needs and organizational culture, respectively, as well as on the principal's role.
Originality/value
The authors propose that the model contributes to the literature on organizational behavior and leadership in general and to the study of educational organizations in particular, in three ways: first, it stresses the principal's role in the design process of leadership roles; second, it deepens the understanding of the concept of engagement by examining it through a qualitative lens; and third, it suggests a hierarchical organizational engagement ladder for the HRT role.
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Mark Wickham and Melissa Parker
This research seeks to review extant organisational role theory (ORT) literature, and to identify issues that limit its usefulness to contemporary academics and practitioners…
Abstract
Purpose
This research seeks to review extant organisational role theory (ORT) literature, and to identify issues that limit its usefulness to contemporary academics and practitioners alike.
Design/methodology/approach
A review of ORT literature was conducted in light of the issues surrounding the effective implementation of HR policies in the workplace. The paper was based on a review of the intersection between ORT and contemporary HR management, and explored using primary survey and semi‐structured interview data.
Findings
It was found that three assumptions underpinning classical ORT are inadequate to account for the array of roles enacted by employees and the manner in which they impact on working‐life. The research suggests that ORT needs to incorporate the key themes of “multi‐faceted employee”, “employer recognition/facilitation” and “compartmentalisation” into its assumptions in order to account for contemporary HRM issues.
Research limitations/implications
This research is only exploratory in nature, and thus requires its findings to be verified in larger sample sizes, and amongst respondents from different cultures and industry categories.
Practical implications
This research has practical implications for HR managers wishing to employ effective role‐taking/WLB policies in their workplace. Current WLB issues are well established in the literature, and the reconceptualisation of ORT provides some insight into what might constitute the tenets of an effective WLB policy regime.
Originality/value
This paper provides an exploration of the contemporary HRM issues that need to be included in a reconceptualisation of ORT. This research would be of value to both academics (reconceptualising classical ORT) and practitioners (who would observe specific implications for the formulation of effective HR policies in the workplace).
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