Search results

Despite increasing interest in team performance, particularly in team-based work environment, the literature is underdeveloped in explaining the mechanisms that lead to team performance. The purpose of this paper, a team-level research, is to advance the understanding of one of the mechanisms that explains how participative climate relates to team performance by studying the roles of team job crafting and leader job crafting in the process.

A moderated mediation model of team performance is tested through causal mediation analysis of the R mediation package using multi-sourced data collected from 250 team members working in 58 teams in the software development industry (about participative climate and team job crafting) and from their respective 58 team leaders (about leader job crafting and team performance) through online survey questionnaires.

The results indicate that teams with the perception of a higher level of participative climate are more likely to engage in team job crafting, which, in turn, leads to team performance. However, the data do not support the hypothesized moderating effect of the leader's job crafting.

The findings offer implications for practitioners in designing policies that improve team job performance by better understanding one of the mechanisms through which team performance is improved. The study would potentially guide practitioners on the importance of developing a participating climate in job crafting and team performance.

This study not only contributes to the job crafting literature by introducing participative climate as one of the important antecedents to team job crafting, but also enriches the literature on team effectiveness by explaining and empirically demonstrating the role of team job crafting in the link between participative climate and team performance. To the best of our knowledge, the current study is the first one to conceptualize the role of leaders' job crafting in participative climate, team job crafting, and team performance relationships.

The purpose of this paper is twofold: first, to examine the relationships between participative leadership and employees’ work engagement and job satisfaction; and second, to determine whether the level of fun experienced at work moderates the effect of participative leadership on job satisfaction.

The participants were 177 employees in a retailing store in Hong Kong. Hierarchical multiple regression was conducted with the control variables to ascertain the relationships among participative leadership, level of fun experienced at work, work engagement and job satisfaction.

The results indicated that participative leadership was positively related to employees’ work engagement and job satisfaction. Employees’ work engagement mediated the relationship between participative leadership and job satisfaction. This positive relationship between participative leadership and job satisfaction was stronger when employees had more fun at work.

The generalizability of the data was limited, as the characteristics of participants in a retail store are distinct from others in the service industry.

This paper’s findings imply that participative leaders can engage in role modeling by providing more fun workplace activities to employees, which will increase their work engagement and job satisfaction.

The findings help to explain the relationship between participative leadership and job satisfaction, provide a better understanding of leadership management styles and show that participative leaders who engage employees in fun activities in the workplace can increase employees’ job satisfaction.

As a result of continuous reforms, increased emphasis has been placed on participative leadership as a means to improving school and teacher outcomes. However, along with the benefits of participative leadership comes the potential for strain and burnout, which stem from work intensification. Applying the implicit leadership theory and the conservation of resources theory, the purpose of this paper is to propose that differences in school’s cultural attributes will influence the emergence of participative leaders and their influence on teachers’ outcomes of job satisfaction and burnout.

Data were collected by survey from a sample of 367 teachers in Israel.

First, the results of general linear model (GLM) analysis indicated significant differences in the teachers’ perceptions of participative leadership between schools characterized by different cultural attributes. Second, the results of GLM indicated significant differences in the effects of participative leadership on teacher burnout across schools characterized by different cultural attributes.

This study has implications for policies involving the design and implementation of leadership tools for school management. Although research has emphasized the relationship between stressful job conditions associated with shared decision making and teachers’ well-being and job satisfaction, the volume of comparative work in the educational field shedding light on the impact of school’s cultural attributes on this question is limited. This study may assist principals in making their schools both more effective and more responsive to teacher expectations.

Introduction Consider a hi‐fi loudspeaker manufacturing company acquired on the brink of insolvency by an American multinational. The new owners discover with growing concern that the product range is obsolete, that manufacturing facilities are totally inadequate and that there is a complete absence of any real management substance or structure. They decide on the need to relocate urgently so as to provide continuity of supply at the very high — a market about to shrink at a rate unprecedented in its history.

This paper aims to attempt to explore the nature of relationship between work–life balance and emotional exhaustion experienced by the employed individuals while working from home during the pandemic COVID-19 induced nationwide lockdown in the Indian setting.

Data were collected from 180 working professionals in North India who were working from home during the lockdown. PROCESS macro developed for SPSS was used to test the hypotheses.

Findings depicted that in comparison to men, women felt more emotional exhaustion due to personal life interference in work during work from home period. Surprisingly, the relationship between work interference with personal life, and emotional exhaustion did not differ by gender. It was found that the participative leadership could contribute to reduction of work interference with personal life, and through such an influence, emotional exhaustion experienced by an employee could be reduced to some extent.

Many previous studies have explored the nature of the relationship between work–life balance and emotional exhaustion, but rarely any study could cover any Pandemic affected working scenario. This study attempted to investigate such a relationship when employees were obligated to mandatorily work from home during the countrywide lockdown.

This study seeks to explore the moderating role of teachers' personality traits from the Big Five typology on the relationship between participative management and teacher outcomes with respect to performance, satisfaction and strain. The study suggests that participative management may produce different results depending on teachers' personality factors.

Data were collected from a survey of 153 elementary school teachers and their principals in Northern and Central Israel. Teachers were asked to complete questionnaires about participative management, workplace satisfaction and strain, as well as to fill in the Big Five personality questionnaire. Teacher performance was evaluated by the school principal.

Hierarchical regression analyses show that the personality dimensions of extroversion, agreeableness, conscientiousness and neuroticism served as moderators of the relation between participative management and teacher performance, satisfaction and strain. However, openness to experience was not found to have a moderating impact on those relations.

Many educational research studies have emphasized the benefits of participative management practices for school organizations and teachers, while ignoring the potential negative impact of teacher participation in the decision‐making process. The present study contributes to understanding and predicting the impact of participative management on teachers in particular and on school organization effectiveness in general. From the practical perspective, this research points to the necessity of including personality factors to better understand the impact of participative management on teacher outcomes and indicates that participative management may not suit all teachers.

Despite the growing use of social media in many organizations, managers face the challenges of how to effectively manage social media usage (SMU) in the workplace to ensure employee creativity. This study combined task-technology fit theory and the interactional perspective of employee creativity to understand the three-way interaction of SMU, perceived task interdependence, and perceived participative leadership on employee creativity.

A questionnaire survey was designed to test our hypotheses. The sample consisted of employees who use social media in the workplace. A total of 402 valid questionnaires were used for the hierarchical regression analysis.

SMU had the strongest positive relationship with creativity when perceived task interdependence and perceived participative leadership were high. However, we did not find two-way interaction effects of SMU and perceived task interdependence on employee creativity.

Our findings are aligned with the emergent view that the benefits of SMU can be better realized when it coexists with a set of complementary team contextual factors. The current study helps extend the contingency perspective and related studies in social media literature and employee creativity research.

This study aims to examine how project managers' leadership styles and subordinates' organisational commitment correlates with leadership outcomes and work performance of subordinates on construction projects. It provides significant value for both practitioners and academics. On the practical side, it seeks to inform project managers that they can adapt their leadership behaviours in order to enhance subordinates' organizational commitment, improve work performance, and consequently increase a positive working atmosphere. Academically, the study aims to provide additional insights into the leadership field by contributing to the future development of this study area.

Leadership styles and leadership outcomes were measured using Bass and Avolio's multifactor leadership questionnaire (MLQ). Porter et al.'s organizational commitment questionnaire (OCQ) was used to measure organizational commitment of subordinates. A total of 156 respondents (project managers, engineers and architects) working in construction projects in Thailand participated in the study.

The transformational leadership style has a positive association with work performance and organizational commitment of subordinates more than the transactional style. Transformational leaders produce higher leadership outcomes as well.

By applying the results in practice, project managers can adjust their leadership behaviours to support subordinates in producing high work performance and increasing leadership outcomes, whereas the human resource management function of construction companies can also utilize these results for the leadership development effort in their organization.

This paper is the first attempt to understand the influence of transformational, transactional and laissez‐faire leadership factors on leadership outcomes and work performance from subordinates in the construction industry in Thailand.

The report aims to make the case for workplace innovation in an increasingly volatile global environment and outlines the opportunities for the creative and rewarding work that it affords. Work and Organisations in 2020 argues that workplace innovation has a major impact on both the performance of the enterprise and on national economic competitiveness. It boosts productivity, quality and innovation, by making better use of workforce talent and has a profound effect on employees’ learning and development, health, well-being, ageing and wider roles as citizens.

Keys issues include: the intrinsic value of work; sustainable workplaces; harmonising technological innovation and human potential; entrepreneurship and developing and utilising skills.

The paper considers challenges to sustainable and effective change, and key issues concerning the way forward including responsible globalisation, new roles for public policy, new roles for trade unions and employers’ organisations, a new labour market perspective, listening to the voice of employees and realising the promise of employee ownership.

The report concludes that there is a way towards a more coherent UK approach to renewing the employment agenda in the UK: an agenda that has often been somewhat fragmented and lacking in a strategic focus capable of guiding the efforts of different actors. At the heart of these values is a commitment to sustainable improvement in economic performance and social well-being, and an explicit rejection of short-termism.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This paper explores the link between participative leadership, job satisfaction and work engagement and asks whether fun in the workplace strengthens the effect of participative leadership of job satisfaction and workplace engagement. This study finds a significant link between participative leadership and higher levels of workplace engagement and job satisfaction. The study also finds that these links are enhanced when employees feel they are having fun in the workplace.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.