Search results

1 – 10 of 466
Article
Publication date: 13 October 2020

Xue Zhang, Guyang Tian, Chao Ma, Yezhuang Tian, Zhongqiu Li and Liang Liang

Grounded in social exchange theory (SET), the purpose of this paper is to examine the relationship between empowering leadership and unethical pro-organizational behavior (UPB)…

1523

Abstract

Purpose

Grounded in social exchange theory (SET), the purpose of this paper is to examine the relationship between empowering leadership and unethical pro-organizational behavior (UPB), as mediated by duty orientation (including duty to members, duty to mission and duty to codes). Further, this study proposes that perceived leader expediency moderates indirectly between empowering leadership and UPB.

Design/methodology/approach

This paper tests this social exchange model across a survey study using time-lagged data collections from 215 employees of a service company in China.

Findings

The results show that duty orientation mediates the relationship between empowering leadership and UPB. In addition, perceived leader expediency moderates the indirect relationship between empowering leadership and UPB through duty orientation (i.e. duty to members and duty to missions).

Originality/value

This research aids in understanding the impact of empowering leadership on follower outcomes by investigating the dark side of empowering leadership and examining the relationships between empowering leadership, duty orientation and UPB. The present study also challenges the notion that the phrase “the greater the empowerment, the better the outcomes” suggests that organizations should offer a conditional approach to the empowerment of followers by their leaders.

Details

Leadership & Organization Development Journal, vol. 42 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 30 August 2021

Rita Trehan

This paper aims to identify the management practices and priorities best suited to present-day workforce needs.

612

Abstract

Purpose

This paper aims to identify the management practices and priorities best suited to present-day workforce needs.

Design/methodology/approach

From 19 March to 6 April 2021, Dare Worldwide conducted linear regression analysis aimed at understanding the key drivers of employee performance. The target population surveyed was: US adults who are employees of companies with at least 500 employees with a job title of manager or higher within selected industries (manufacturing, information, financial services, professional and business services, leisure and hospitality, wholesale and retail, education, health and government).

Findings

The research showed 85% of performance indicators is not linked to company performance and that employees value trust, engagement and communication. Businesses favour rapid adaptation to cope with crises and technology to drive job performance. In the survey, the highest performing factors for business were related to old-fashioned notions of expediency, none of which will impact company performance over the next five years. Employees meanwhile valued inclusivity and collaboration over expediency.

Originality/value

The research showed that c-suits are focussing on the wrong managerial processes and priorities to be successful over the long term. Helping employees understand and shape the purpose of their company will be critical as employees evaluate their motivations post COVID. The Dare Worldwide 2021 findings have implications for how senior management teams relate to their staff in an era of remote working and changing employee values and priorities.

Details

Strategic HR Review, vol. 20 no. 6
Type: Research Article
ISSN: 1475-4398

Keywords

Article
Publication date: 7 March 2016

Roni Laslo Roth and Joseph Schwarzwald

The purpose of this paper is to examine Koslowsky and Schwarzwald’s (2009) recent conceptualization of the interpersonal power interaction model which assumed that the choice of…

1471

Abstract

Purpose

The purpose of this paper is to examine Koslowsky and Schwarzwald’s (2009) recent conceptualization of the interpersonal power interaction model which assumed that the choice of power tactics in conflict situations is a sequential process including antecedents, mediators, and the choice of influence tactics. The mediation process is the new component of the model, thus the authors tested two potential mediators – perceived damage and negative emotions – in the choice process.

Design/methodology/approach

Managers (n=240) were presented with conflict scenarios involving one of their subordinates (low/high performing) and differed by conflict type (relations/task and principle/expediency). They indicated the influence tactics they would utilize in the given situation for gaining compliance and completed a series of questionnaires: perceived damage engendered by disobedience, resultant emotion, cognitive closure, and demographics.

Findings

Results indicated that perceived damage, directly and through the mediation of resultant negative emotions, influenced the tendency to opt for harsh tactics. This trend was further affected by the managers’ gender and cognitive closure.

Research limitations/implications

The discussion addresses the empirical validity of the model, the role of rationality and emotion in the process of choosing influence tactics. Practical implications concerning the usage of harsh and soft tactics and the limitation of the self-report method were also discussed.

Originality/value

The contribution of the study is twofolded: proving the empirical validity of the new conceptualization of the model and explaining the dynamic involved in the choice of influence tactics.

Details

Leadership & Organization Development Journal, vol. 37 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 12 December 2023

Abdul Gaffar Khan, Monowar Mahmood, Mohammad Shariful Islam, Yan Li and Ha Jin Hwang

Employee expediency is a ubiquitous, unethical phenomenon in the workplace that is largely underresearched. Based on the tenets of conservation of resources (COR) theory, this…

Abstract

Purpose

Employee expediency is a ubiquitous, unethical phenomenon in the workplace that is largely underresearched. Based on the tenets of conservation of resources (COR) theory, this study investigates the influence of excessive performance pressure on employees' expedient behaviour via moral disengagement. It further examines the moderating role of employees' moral identity in the relationship between performance pressure and employee expediency.

Design/methodology/approach

The data were collected using a multi-wave paper-and-pencil survey amongst 388 sales associates working in pharmaceutical manufacturing companies in Bangladesh. A series of hierarchical regression analyses and bootstrapping techniques of the PROCESS macro were conducted to test the hypotheses.

Findings

The findings reveal that performance pressure significantly and positively affects employees' expediency. Additionally, moral disengagement partially mediates the positive relationship between performance pressure and employee expediency. Furthermore, moral identity moderates the direct effect of performance pressure on moral disengagement and the indirect effect of performance pressure on employee expediency through moral disengagement.

Practical implications

Managers are advised to consider the compatibility of economic and moral principles when defining performance targets or evaluating staff performance, as immoral behaviours harm organisations in the long run. Additionally, managers should emphasise candidates with high levels of sensitive moral qualities, such as integrity and moral behaviour, and their abilities should be given preference when hiring new employees, e.g. moral reasoning.

Originality/value

This pioneering study investigates the underlying psychological mechanisms and moral characteristics to unravel the association between performance pressure and employee expediency using the lens of COR theory. The study identified the moral consequences of performance pressure and mitigating strategies to reduce employee expedient behaviour.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 8 February 2024

Shekhar Manelkar and Dharmesh K. Mishra

Since the idea of “Unethical Pro-organisational Behaviour” (UPB) was introduced in 2010, a substantial corpus of empirical research has contributed to its expanding, contemporary…

Abstract

Purpose

Since the idea of “Unethical Pro-organisational Behaviour” (UPB) was introduced in 2010, a substantial corpus of empirical research has contributed to its expanding, contemporary knowledge. This includes research studies on how leadership exerts an influence on UPB. This paper aims to consolidate the current understanding of organisational leadership’s impact on employee UPB and offer future research agendas.

Design/methodology/approach

A systematic literature review (SLR) using the “Preferred Reporting Items for Systematic Reviews and Meta-Analyses” (PRISMA) guidelines was adopted for the study. Literature that satisfied the search conditions was examined. The factors determining leadership’s influence on UPB were studied, and the findings were thematically synthesised.

Findings

Leader behaviour plays a large part in influencing UPB in organisations. Leader-member exchange and organisational belonging create favourable circumstances for UPB in organisations. UPB is moderated by the employee’s personal moral orientation.

Originality/value

UPB is unethical behaviour that benefits the organisation and is likely to be rewarded. However, there is a cost that other stakeholders pay. UPB has been researched since 2010, as well as the role of leaders in perpetuating UPB. However, there has not been an SLR of this study. This paper seeks to capture the essence of the research so far and pave a path for future research on the subject. These insights would prove valuable to management practitioners and academic experts.

Details

International Journal of Ethics and Systems, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2514-9369

Keywords

Book part
Publication date: 5 October 2023

Hannes Velt and Rudolf R. Sinkovics

This chapter offers a comprehensive review the literature on authentic leadership (AL). The authors employ a bibliometric approach to identify, classify, visualise and synthesise…

Abstract

This chapter offers a comprehensive review the literature on authentic leadership (AL). The authors employ a bibliometric approach to identify, classify, visualise and synthesise relevant scholarly publications and the work of a core group of interdisciplinary scholars who are key contributors to the research on AL. They review 264 journal articles, adopting a clustering technique to assess the central themes of AL scholarship. They identify five distinct thematic clusters: authenticity in the context of leadership; structure of AL; social perspectives on AL; dynamism of AL; and value perceptions of AL. Velt and Sinkovics assert that these clusters will help scholars of AL to understand the dominant streams in the literature and provide a foundation for future research.

Details

The Emerald Handbook of Authentic Leadership
Type: Book
ISBN: 978-1-80262-014-6

Keywords

Article
Publication date: 1 March 1992

John Conway O'Brien

A collection of essays by a social economist seeking to balanceeconomics as a science of means with the values deemed necessary toman′s finding the good life and society enduring…

1127

Abstract

A collection of essays by a social economist seeking to balance economics as a science of means with the values deemed necessary to man′s finding the good life and society enduring as a civilized instrumentality. Looks for authority to great men of the past and to today′s moral philosopher: man is an ethical animal. The 13 essays are: 1. Evolutionary Economics: The End of It All? which challenges the view that Darwinism destroyed belief in a universe of purpose and design; 2. Schmoller′s Political Economy: Its Psychic, Moral and Legal Foundations, which centres on the belief that time‐honoured ethical values prevail in an economy formed by ties of common sentiment, ideas, customs and laws; 3. Adam Smith by Gustav von Schmoller – Schmoller rejects Smith′s natural law and sees him as simply spreading the message of Calvinism; 4. Pierre‐Joseph Proudhon, Socialist – Karl Marx, Communist: A Comparison; 5. Marxism and the Instauration of Man, which raises the question for Marx: is the flowering of the new man in Communist society the ultimate end to the dialectical movement of history?; 6. Ethical Progress and Economic Growth in Western Civilization; 7. Ethical Principles in American Society: An Appraisal; 8. The Ugent Need for a Consensus on Moral Values, which focuses on the real dangers inherent in there being no consensus on moral values; 9. Human Resources and the Good Society – man is not to be treated as an economic resource; man′s moral and material wellbeing is the goal; 10. The Social Economist on the Modern Dilemma: Ethical Dwarfs and Nuclear Giants, which argues that it is imperative to distinguish good from evil and to act accordingly: existentialism, situation ethics and evolutionary ethics savour of nihilism; 11. Ethical Principles: The Economist′s Quandary, which is the difficulty of balancing the claims of disinterested science and of the urge to better the human condition; 12. The Role of Government in the Advancement of Cultural Values, which discusses censorship and the funding of art against the background of the US Helms Amendment; 13. Man at the Crossroads draws earlier themes together; the author makes the case for rejecting determinism and the “operant conditioning” of the Skinner school in favour of the moral progress of autonomous man through adherence to traditional ethical values.

Details

International Journal of Social Economics, vol. 19 no. 3/4/5
Type: Research Article
ISSN: 0306-8293

Keywords

Article
Publication date: 1 April 2003

Sheila Jackson, Elaine Farndale and Andrew Kakabadse

In a review of the literature, supported by six case studies, executive development for senior managers in public and private organisations is explored in depth. The study looks…

6575

Abstract

In a review of the literature, supported by six case studies, executive development for senior managers in public and private organisations is explored in depth. The study looks at the roles and responsibilities of the chairman, CEO, executive and non‐executive directors, the required capabilities to achieve successful performance, and the related executive development activity implemented to support these. Methods of delivery, development needs analysis and evaluation are explored in case organisations to ascertain current practice. A detailed review of the leadership and governance literatures is included to highlight the breadth of knowledge required at director level. Key findings of the study include the importance of focusing executive development on capability enhancement, to ensure that it is supporting organisational priorities, and on its thorough customisation to the corporate context. Deficiencies in current corporate practice are also identified.

Details

Journal of Management Development, vol. 22 no. 3
Type: Research Article
ISSN: 0262-1711

Keywords

Abstract

Details

The Emerald Review of Industrial and Organizational Psychology
Type: Book
ISBN: 978-1-78743-786-9

Book part
Publication date: 5 June 2011

Virginia D. Martin

School library media specialists (SLMSs) often struggle with assuming leadership roles. Discrepancies existed in perceptions of SLMSs of their leadership preparedness, their…

Abstract

School library media specialists (SLMSs) often struggle with assuming leadership roles. Discrepancies existed in perceptions of SLMSs of their leadership preparedness, their opportunities to exert leadership, and their assumption of leadership roles. The purpose of this quantitative study was to explore the perceptions of SLMSs regarding their instructional leadership and to examine the extent to which they practiced instructional leadership. The study was designed to determine whether there were differences between SLMSs perceptions of the importance of their leadership roles and their opportunities to practice those roles. The results of the study indicated that SLMSs perceived all of the leadership roles to be more important than they were able to carry out in practice and that supportive administrators were the most essential factor in providing SLMSs the opportunity to practice and expand their roles as instructional leaders.

Details

Advances in Library Administration and Organization
Type: Book
ISBN: 978-1-78052-014-8

Keywords

1 – 10 of 466