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1 – 10 of over 128000Tiago Esteves, Miguel Pereira Lopes, Rosa Lutete Geremias and Patricia Jardim Palma
The purpose of this paper is to understand the relation between leadership perception and workers’ sense of calling.
Abstract
Purpose
The purpose of this paper is to understand the relation between leadership perception and workers’ sense of calling.
Design/methodology/approach
Workers’ sense of calling has been shown to relate to organizational outcomes such as job satisfaction, career development, personal growth, and well-being. Although recent studies point the sense of calling as a consequent of several organizational variables, the role of leadership in promoting workers’ sense of calling is yet to be analyzed. A self-report questionnaire was applied to a group of 325 Portuguese nurses to analyze this relation. Structural equation modeling was used to analyze the results.
Findings
Results indicate a positive relation between a leader perceived as transformational or transactional and workers’ sense of calling. Directive and empowering leadership perception were found not to be related to calling. Unexpectedly, a significant positive relation with aversive leadership perception was identified.
Research limitations/implications
A confounding relation between aversive leadership perception and sense of calling cannot be excluded. It is possible that an unknown third variable, such as resilience or positive affect, is serving as a mediating bridge between leadership perception and the sense of calling. Further studies are necessary in order to explore this alternative path.
Originality/value
The sense of calling is known as a relevant organizational construct. Knowing what kinds of leadership promote workers’ sense of calling adds value for the literature and can help managers to learn how to improve their followers’ sense of calling.
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The purpose of this study is to investigate the relationship between sense of calling and career satisfaction of hotel frontline employees and to analyze the mediation role of…
Abstract
Purpose
The purpose of this study is to investigate the relationship between sense of calling and career satisfaction of hotel frontline employees and to analyze the mediation role of knowledge sharing with organizational members given the rapidly growing academic interest in the meaning of work.
Design/methodology/approach
Based on a survey of 357 frontline employees in 12 super-deluxe hotels in Korea, this study performed confirmatory factor analysis and structural equation modeling analysis to test the hypothesis of causal relationships in the research model.
Findings
Drawing on self-determination theory (SDT), this study shows that sense of calling has a positive and significant effect on the career satisfaction of hotel frontline employees and that the relationship was mediated by active participation in knowledge sharing with supervisors and coworkers.
Practical implications
The research result highlights the significance of service providers’ calling orientation on career satisfaction and their pursuit of skills and knowledge for higher personal development and performance to achieve career success.
Originality/value
Based on SDT, this study deepens our understanding on the process of how calling orientation leads to career satisfaction and knowledge sharing behavior in organizations.
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Osman M. Karatepe, Hamed Rezapouraghdam and Rahelel Hassannia
Drawing on the self-determination and conservation of resources theories, as well as the transactional theory of stress, this paper aims to develop and empirically test a research…
Abstract
Purpose
Drawing on the self-determination and conservation of resources theories, as well as the transactional theory of stress, this paper aims to develop and empirically test a research model depicting the interrelationships of sense of calling, emotional exhaustion (EXH), intent to remain with the organization (IRO), task-related pro-environmental behavior (PEB) and non-green behavior (NGB).
Design/methodology/approach
Data came from hotel employees with three waves of one-week time lag and their direct supervisors in China. The authors assessed these linkages through structural equation modeling.
Findings
Sense of calling mitigates EXH and NBGs, while it fosters IRO and task-related PEBs. EXH partly mediates the influence of sense of calling on NGBs.
Practical implications
It is important to maintain a workplace in which employees foster their work competence, possess a more positive interpretation of work meaning and accomplish their career goals. Management should organize environmental training programs that would compel employees to pay attention to the protection of nature and scarce resources and enable them to be involved in the environmental sustainability process.
Originality/value
A search made in the hospitality and tourism literature shows that few studies have investigated the consequences of employees’ sense of calling. The authors’ search also highlights the void that little is known about the mechanism linking sense of calling to green and non-green outcomes.
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Po-Chien Chang, Gao Xiaoxiao and Ting Wu
The purpose of this paper is to examine the relationship between sense of calling and work meaningfulness with job crafting as a mediator and spiritual leadership as a moderator.
Abstract
Purpose
The purpose of this paper is to examine the relationship between sense of calling and work meaningfulness with job crafting as a mediator and spiritual leadership as a moderator.
Design/methodology/approach
Adopting a three-wave procedure, data were collected from 333 participants across industries from Guangdong province, China.
Findings
Results indicate that job crafting partially mediates the relationship between employee sense of calling and work meaningfulness. Moreover, the positive relationship between job crafting and work meaningfulness is more significant when spiritual leadership is high than when it is low. Additionally, spiritual leadership moderates the indirect relationship of sense of calling and work meaningfulness through job crafting such that the indirect effect of sense of calling is stronger when spiritual leadership is high than when it is low.
Originality/value
Based on self-determination theory, this study adds to current literatures examining the importance of sense of calling on a person's career and explores the boundary conditions, which bring desirable outcomes.
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This research aims at examining how authentic leadership impacts social workers' withdrawal behaviors through two intermediate mechanisms: sense of calling and job satisfaction.
Abstract
Purpose
This research aims at examining how authentic leadership impacts social workers' withdrawal behaviors through two intermediate mechanisms: sense of calling and job satisfaction.
Design/methodology/approach
A cross-sectional survey was distributed among social workers from 26 social work organizations in the cities of Guangzhou, Shanghai, and Shenzhen in China (N = 667). SPSS was used to conduct preliminary analyses and structural equation modeling (SEM) was used to test the hypotheses developed.
Findings
This study found that authentic leadership has a negative direct effect on social workers' turnover intention. In addition, social workers' sense of calling and job satisfaction mediate the relationship between their perceptions of authentic leader behaviors and turnover intention.
Practical implications
Based on this study's findings, the authors suggest social work organizations to invest in authentic leadership development to promote employees' psychological capacities and prevent employee turnover. Social work organizations need to foster employees' sense of calling to the field which improves the workplace outcomes.
Originality/value
This study is among those few empirical studies which help to validate the role of authentic leadership within social service organizations in China and shed light on understanding the underlying mechanisms through which authentic leaders affect organizational outcomes.
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Research was conducted to empirically demonstrate the relationships between personal meaning, calling and organizational commitment in the context of spiritual leadership. Wong's…
Abstract
Research was conducted to empirically demonstrate the relationships between personal meaning, calling and organizational commitment in the context of spiritual leadership. Wong's Personal Meaning Profile was used to establish the various sources of personal meaning and identify those that predict calling. The results showed significant positive correlations between self‐transcendent personal meaning and calling. Further, calling was also positively correlated with organizational commitment and contrasted with work‐as‐job as a predictor of commitment. The study suggests that not all sources of personal meaning are predictive of calling, and that calling mediates the relationship between self‐transcendent personal meaning and organizational commitment. Theoretical and practical implications are discussed.
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The aim of the study is to identify the ways of making work a calling for employees. Based on signaling theory, the authors present an integrated model to develop calling in…
Abstract
Purpose
The aim of the study is to identify the ways of making work a calling for employees. Based on signaling theory, the authors present an integrated model to develop calling in employees by finding an indirect effect of meaningful leadership on calling through sustainable human resource management (SHRM) practices. Furthermore, the authors predict that meaningful work will moderate this mediating effect.
Design/methodology/approach
In a three-wave time-lagged study, the authors followed 187 workers from multiple organizations across Pakistan to examine how meaningful leadership influences employee calling through SHRM practices in the form of signals. The authors established that this indirect effect is stronger when employees perceive their work as meaningful. The authors used structural equation modeling in MPlus to test a moderated mediational model.
Findings
The results show that meaningful leadership is positively related to calling through SHRM practices, and meaningful work significantly moderates this mediating relationship. Specifically, the indirect effect of meaningful leadership is stronger when meaningful work is high.
Originality/value
The study substantiates the high importance of meaningful leadership as a signaler and provides insight into the mechanism of meaningful work as a contingency to develop a calling. The uniqueness of the study lies in testing meaningful leadership empirically and identifying external antecedents of calling among employees.
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Fuqiang Zhao, Hanqiu Zhu, Yun Chen and Longdong Wang
Drawing on the work as calling theory, the purpose of this study is to explore how and when career calling promotes taking charge by focusing on the mediating effects of work…
Abstract
Purpose
Drawing on the work as calling theory, the purpose of this study is to explore how and when career calling promotes taking charge by focusing on the mediating effects of work meaningfulness and felt obligation and the moderating role of family-friendly human resource practice (FF-HRP).
Design/methodology/approach
The authors collected data from 293 supervisor–employee dyads at three time points in southeastern China. Path analysis and bootstrap method were used for hypothesis testing.
Findings
Employees' perceived career calling positively affected taking charge through work meaningfulness and felt obligation. The positive effects of career calling on work meaningfulness and felt obligation as well as the indirect effect of career calling on taking charge are stronger when employees perceive high levels of FF-HRP.
Practical implications
Organizational interventions should be designed to enhance employees' sense of calling, and the organization should inspire employees to take charge by awakening their perception of work meaningfulness and obligation. Moreover, FF-HRP should be implemented as a form of organizational support.
Originality/value
This research identifies work meaningfulness and felt obligation as mediators that link career calling to taking charge and reveals the role of FF-HRP in amplifying the positive impact of career calling.
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Drawing on affective events theory, the purpose of this study is to examine the mediation effect of positive affect on the association between fit (e.g. person-organization fit…
Abstract
Purpose
Drawing on affective events theory, the purpose of this study is to examine the mediation effect of positive affect on the association between fit (e.g. person-organization fit and person-job fit) and organizational commitment in the hospitality industry. The secondary aim is to investigate the moderated mediation effect of hospitality employees’ calling on these associations.
Design/methodology/approach
The authors collected data from 248 hotel employees in China at three different time points. A moderated mediation model was examined by using the bias-corrected bootstrapping method.
Findings
Results revealed that person-organization fit and person-job fit indirectly influenced organizational commitment via positive affect. Calling was found to moderate the indirect influences of person-organization and person-job fit on organizational commitment via positive affect.
Practical implications
Managing employees’ affective experiences in the hospitality industry and promoting their organizational commitment are key strategies for hospitality organizations to promote service quality and retain their employees. This study suggests that hospitality organizations should actively attempt to improve employees’ fit perceptions and promote their sense of calling.
Originality/value
By theorizing and investigating the mediating role of positive affect and the moderating role of calling in the association between fit and employee commitment, this research extends existing knowledge on the association between fit–job attitudes and makes notable contributions to the hospitality literature on fit, affect, calling and job attitudes.
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