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1 – 3 of 3Sultan Ali Almazrouei and Mohd Faiz Hilmi
Business environment, which is described by being volatile, uncertain, complex and ambiguous, forces organisations to innovate their products, processes and services to stay…
Abstract
Purpose
Business environment, which is described by being volatile, uncertain, complex and ambiguous, forces organisations to innovate their products, processes and services to stay competitive. Employees’ innovative behaviours play a critical role in enhancing business environment. Therefore, this study aims to investigate the impact of supervisor’s practices on employee’s innovative behaviour and the mediating role of employee engagement on the relationship.
Design/methodology/approach
A quantitative research design was used. Data is collected from 163 employees from Ministry of Education in Oman by using an online questionnaire. SmartPLS-based structural equation modelling and process macro by Hayes are used for data analysis.
Findings
Results revealed significant relationships between supervisor’s practices (recognition, empowerment and development), employee engagement and innovative behaviour. It also revealed a significant relationship between supervisor’s practices (recognition, empowerment and development) and employee engagement. Furthermore, the results supported the hypotheses that supervisor’s practices affect innovative behaviour through employee engagement.
Originality/value
Although the literature reveals that supervisor’s practices foster innovative behaviour, the mediating role of employee engagement has rarely been empirically investigated. To the best of the authors’ knowledge, this paper is one of the first papers that asserts the importance of employee engagement in mediating the relationship between supervisor’s practices and employee innovative behaviour. It also investigates a hybrid of organisational (supervisor’s practices) and individual level factors (employee’s engagement) in predicting innovative behaviours. It contributes to a more comprehensive understanding of the ways to achieve a business strategy of innovation.
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Hanan Saber Almazrouei, Robert Zacca and Noura Alfayez
The purpose of this study is to examine whether team potency moderates the effect of the leader member exchange (LMX) on the expatriate's creative work involvement such that the…
Abstract
Purpose
The purpose of this study is to examine whether team potency moderates the effect of the leader member exchange (LMX) on the expatriate's creative work involvement such that the effect of leader member exchange on creative work involvement becomes less when team potency is high.
Design/methodology/approach
Data were gathered via a printed survey instrument, using a purposive sampling approach and administered directly to 150 expatriate (non-Emirate nationals) employees located in the Jabal Ali Dubai Free Zone of the United Arab Emirates (UAE).
Findings
Our findings indicate that the higher the level of team potency the less the effect of LMX on expatriate creative work involvement.
Practical implications
The findings suggest that, team potency, which is an asset in certain situations, can be a liability suppressing the effect of LMX on the expatriate employees creative work involvement. Expatriate employees experiencing satisfaction and fulfillment through the leadership exchange feel sufficiently empowered in their abilities to engage in creative work behaviors.
Originality/value
Testing a theoretical model within the intranational cultural diversity of an expatriate workforce may be a stronger source of diversity than other sources, providing for an original theoretical contribution to the extant literature. Moreover, the UAE, with its prominent network of expatriate employment integrated within the national economy presents a highly relevant contextual environment in which to study expatriate behavior.
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Yaprak Anadol and Mohamed Behery
The main intention of this paper is to understand humanistic leadership through an eminent leader representing the United Arab Emirates (UAE) culture. The authors identified a…
Abstract
Purpose
The main intention of this paper is to understand humanistic leadership through an eminent leader representing the United Arab Emirates (UAE) culture. The authors identified a prominent humanistic leader of a well-known private university in Dubai as an example, analyzing his leadership approach from a humanistic lens and demonstrating humanistic leadership characteristics linked to the cultural roots.
Design/methodology/approach
This paper is designed as a single case to examine how humanistic leadership behaviors and practices are applied in an organization and how they are connected to the UAE culture. The leader and his seven followers are interviewed by using semi-structured forms, and inductive conventional content analysis was utilized to identify common themes and concepts related to humanistic leadership traits in the UAE.
Findings
The paper highlights ten themes named humility, respect, care, fairness, transparency, well-being orientation, generosity, family focus and will with humanistic determination. These themes coincide with the various well-accepted humanistic literature theories and are also aligned with salient Islamic values and the existing humanistic leadership theories. A humanistic leadership description is provided to show the implications to the UAE context.
Research limitations/implications
This study only focuses on a single higher education institution, and further studies need to be conducted to reach a generalization.
Practical implications
The paper offers an alternative humanistic leadership for government departments, semi private and private companies to create an organizational culture where those values are flourished and creating an awareness in youth leadership programs to include humanistic leadership principles that will eventually increase social welfare.
Originality/value
This study provides an insight into humanistic leadership phenomenon by giving a contextual example from the UAE. As there has been no attempt to link humanistic leadership to the UAE culture, the findings of this paper will contribute to cross-cultural leadership research.
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