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1 – 10 of over 1000Loay Salhieh, Ala'a Mehiar, Ismail Abushaikha, Hendrik Reefke and Loay Bani-Ismail
The aim of this study is to investigate and examine the impact of strategic purchasing practices (SPP) on strategic-fit (SF) by analyzing the influence of SPP on purchasing…
Abstract
Purpose
The aim of this study is to investigate and examine the impact of strategic purchasing practices (SPP) on strategic-fit (SF) by analyzing the influence of SPP on purchasing involvement in business strategy formulation with path-goal theory leadership styles as moderators.
Design/methodology/approach
Using survey data from 320 respondents representing 64 manufacturing firms in the Middle East, the authors measure SPP, purchasing involvement, leadership styles and SF of the purchasing function with business strategy.
Findings
Building on the path-goal approach to leadership, results suggest that participative, supportive and achievement-oriented leadership (AOL) styles are pure moderators, while directive leadership style (DLS) is a quasi-moderator in boosting the relationship between SPP and strategic purchasing involvement (SPI).
Research limitations/implications
Limitations of the sampling methodology and sample size restricts the scope for generalizing the hypotheses. Further, data were collected only from manufacturing companies. The paper provides managerial implications on purchasing involvement in business strategy formulation and the different roles of leadership styles.
Originality/value
This is the first scholarly work to examine the different leadership styles as a moderator that affects the strategic involvement and status of strategic purchasing.
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Kareem Folohunso Sani and Toyin Ajibade Adisa
The extant literature on work–life balance (WLB) has generally overlooked the interrelationship between leadership and WLB. Does leadership have any impact on employees' use of…
Abstract
Purpose
The extant literature on work–life balance (WLB) has generally overlooked the interrelationship between leadership and WLB. Does leadership have any impact on employees' use of WLB policies and practices? To answer this question, this article considers the social exchange theory as well as transformational and transactional leadership in an investigation of the impact of leadership on WLB.
Design/methodology/approach
The study employs qualitative data from 32 semi-structured interviews to achieve the study’s objectives.
Findings
The research reveals that leadership does matter in WLB. The study findings reveal that both the transactional and transformational leadership styles result in the establishment of strong reciprocal relationships between leaders and employees in terms of using WLB policies and practices. Managers only sanction the use of WLB policies and practices only as a reward for excellent performance or when they are completely sure the outcome will favour the organisation. The study concludes that the desire to achieve WLB has often led many employees to go the extra mile in carrying out their work duties, which is rewarded with an approval to use WLB policies and practices. These non-contractual exchanges emphasise reciprocity and are based on trust.
Research limitations/implications
The extent to which the findings of this research can be generalised is constrained by the size and nature of the research sample.
Practical implications
Many managers are transactional leaders, and they purposefully allow their employees to use WLB policies and practices only as a reward for meeting targets and for excellent performance. This means that employees who fall short of the required targets and expected performance are not permitted to use WLB policies and practices. This finding implies that such employees experience incessant work–family conflict, which may have negative implications for their work engagement, overall well-being and work performance.
Originality/value
This study demonstrates that leadership is relevant to WLB. It shows that transformational leadership is supportive of WLB, as it considers employees' work performance and non-work outcomes. The results and practical implications of this study aids the understanding of the non-contractual exchanges involved in manager–employee relationships, which is crucial for ensuring employees' achievement of WLB and for organisations to achieve their goals.
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Ramy Elzahhar, Jill Aylott, Buddhike Sri Harsha Indrasena, Remig Wrazen and Ahmed Othman
The purpose of this paper is to conceptualise a research study to examine leadership as a relational concept between leaders and followers. The context is within surgical practice…
Abstract
Purpose
The purpose of this paper is to conceptualise a research study to examine leadership as a relational concept between leaders and followers. The context is within surgical practice examining how motivated consultant surgeons are to lead junior doctors and which type of leadership style they use. From a follower perspective, the motivation of junior doctors will be explored, and their leadership preferences will be correlated with those of the actual style of consultant surgeons.
Design/methodology/approach
In this paper, the authors provide a detailed description of the methods for an international quantitative research study, exploring sequentially how motivated consultant surgeons are to lead and how leadership styles impact on the motivation of junior doctors. The objectives, method and data collection of this study are explained, and the justification for each method is described.
Findings
The findings for this outline study illustrate how critical it is to redefine leadership as a relational concept of leader and follower to ensure adequate support is provided to the next generation of consultant surgeons. Without consideration of the relational model of leadership, attrition will continue to be a critical issue in the medical workforce.
Research limitations/implications
The research limitations are that this is a proposed quantitative study due to the need to collect a large sample of data from surgeons across the UK, Egypt and Germany. This research will have immense implications in developing new knowledge of leadership as a relational concept in medicine and healthcare. This study additionally will impact on how leadership is conceptualised in the curriculum for specialist surgical practice.
Practical implications
The practical implications are that relational leadership is supportive of generating a supportive leadership culture in the workplace and generating more effective teamwork.
Originality/value
To the best of the authors’ knowledge, this is the first study of its kind to look at a relational model of leadership in surgical practice between consultant surgeons and surgical trainees. This study will also identify any specific country differences between the UK, Germany and Egypt.
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Kenny A. Hendrickson and Karyl Askew
Within the scope of broadening participation and developing diverse talents in STEM leadership, this paper aims to deliver a research study that explores faculty leaders’ caring…
Abstract
Purpose
Within the scope of broadening participation and developing diverse talents in STEM leadership, this paper aims to deliver a research study that explores faculty leaders’ caring intelligence as STEM leadership intelligence. STEM leadership intelligence is the knowledge, skills, traits and aptitude essential to effective leadership in STEM education.
Design/methodology/approach
A previously developed STEM caring-oriented academic managerial leadership framework (SCAMLF) and a typology of STEM faculty leadership styles were used to thematically analyze the caring intelligence and leadership qualities of STEM faculty leaders. Interview transcripts of 18 STEM faculty leaders at Historically Black Colleges and Universities (HBCUs), provided by the Center for the Advancement of STEM Leadership (CASL), were used as data in this study.
Findings
The empirical evidence gained from this study highlighted important themes, descriptors and narratives for exploring caring intelligence and leadership intelligence of STEM faculty leadership in HBCUs.
Research limitations/implications
Although the generalizability of the study is limited because of the sample size, STEM caring was found to be the most common dimension present in the reflections of participating STEM faculty leaders with diverse leadership styles. Implications for future research on STEM leadership intelligence were discussed.
Originality/value
Studying caring intelligence as a form of leadership intelligence provides a new and innovative means of assessing STEM leadership intelligence. Caring intelligence can be employed to predict the mindset, performance and behaviors of STEM faculty leaders.
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Emma Clarke, Katharina Näswall, Jennifer Wong, Fleur Pawsey and Sanna Malinen
The anticipation of organizational change and the transition process often creates uncertainty for employees and can lead to stress and anxiety. It is therefore essential for all…
Abstract
Purpose
The anticipation of organizational change and the transition process often creates uncertainty for employees and can lead to stress and anxiety. It is therefore essential for all organizations, especially those that operate in high-demand working environments, to support the well-being of staff throughout the change process.
Design/methodology/approach
Research on how employees respond to the organizational change of relocating to a new work space is limited. To fill this gap in the research, we present a case study examining the well-being of clinical and health care employees before and after a disruptive change: relocation in workplace facilities. In addition, factors that enabled successful change in this high-stress, high-demand working environment were investigated. Interviews were conducted with 20 participants before the relocation and 11 participants after relocation. Following an inductive approach, data were analyzed using thematic analysis to identify key themes.
Findings
Our findings suggest that a supportive team, inclusive leadership and a psychologically safe environment, may buffer negative employee well-being outcomes during disruptive organizational change.
Originality/value
This research contributes to the literature on successful organizational change in health care by highlighting the resources which support well-being throughout the change process and enabling the successful transition to a new facility.
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Drawing on goal orientation theory, this study intends to investigate whether, how and when developmental leadership influences employees’ feedback seeking behavior (FSB) and…
Abstract
Purpose
Drawing on goal orientation theory, this study intends to investigate whether, how and when developmental leadership influences employees’ feedback seeking behavior (FSB) and feedback avoidance behavior (FAB).
Design/methodology/approach
The authors used a two-wave survey of 416 full-time employees in China. The hypotheses were tested with path analyses.
Findings
Developmental leadership exerts a positive influence on employees’ FSB and a negative impact on FAB through learning goal orientation (LGO). Additionally, leaders’ high performance expectations (LHPE) not only strengthen the positive effects of developmental leadership on FSB but also intensify its weakening effects on FAB.
Originality/value
The findings enrich current understanding by associating developmental leadership with employees’ FSB/FAB, offering a new viewpoint on its positive impacts. This study also provides deeper insights into when the benefits of developmental leadership are intensified.
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Mai Nguyen, Piyush Sharma and Ashish Malik
This study aims to examine the differences in the impact of three leadership styles (transactional, transformational and creative) on intraorganizational online knowledge-sharing…
Abstract
Purpose
This study aims to examine the differences in the impact of three leadership styles (transactional, transformational and creative) on intraorganizational online knowledge-sharing and employee creativity. Specifically, we use self-determination theory (SDT) to examine the impact of these three leadership styles on four aspects of online knowledge sharing (knowledge donating, knowledge collecting, lurking and active lurking) and the moderating role of organizational innovation on these relationships.
Design/methodology/approach
Data were collected from 361 employees of business-to-business organizations in Vietnam to support all our hypotheses. Structural equation modelling was used for data analysis.
Findings
Transformational, transactional and creative leadership were found to affect online knowledge sharing, wherein creative leadership had the most potent effect. Online knowledge sharing was found to mediate the impact of three types of leadership on employee creativity. The results also showed that organizational innovation moderates the influence of leadership on online knowledge sharing.
Originality/value
This paper extends the current knowledge management research on online knowledge sharing by studying two new behaviors (lurking and active lurking), linking diverse leadership styles to these behaviors and employee creativity, and exploring the moderating role of organizational innovation. Our findings shed light on the complexity of the relationship between leadership and online knowledge sharing. This study also provides valuable implications for practitioners to help them choose the most appropriate leadership style for their digitalization process to ensure optimal outcomes.
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Leodoro J. Labrague, Sulaiman Al Sabei, Omar Al Rawajfah, Ikram Ali Burney and Raeda Abu AlRub
This study aims to examine the level of intention to pursue formal nursing leadership roles among millennial nurses and to identify the different factors that may play a role in…
Abstract
Purpose
This study aims to examine the level of intention to pursue formal nursing leadership roles among millennial nurses and to identify the different factors that may play a role in their intentions to pursue such roles.
Design/methodology/approach
This study used a multi-center, cross-sectional research design. Registered nurses born between 1980 and 2000 (n = 1,377) who worked in 23 acute care hospitals in Oman were included in this study. Data were analyzed using descriptive statistics and multiple linear regression. Data were collected between July 2019 and January 2020.
Findings
Nearly 70% of millennial nurses researched their intention for career advancement to assume nursing leadership responsibility. Factors associated with nurses’ intention to pursue formal nursing leadership roles were the type of nursing degree held (having a bachelor of science in nursing degree), type of hospital facility affiliation (teaching hospital), previous leadership experience, structural empowerment (access to support, opportunity and resources), work satisfaction and job burnout.
Originality/value
Millennial nurses, who represent the largest segment of the nursing workforce, have begun assuming nursing management and leadership roles; however, little is known about the factors affecting their intentions to pursue these roles. The findings of this study revealed different factors (both modifiable and nonmodifiable) influencing millennial nurses’ intentions to pursue formal leadership roles.
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Alfonso J. Gil, Gabriela Bittencourt Gonzalez Mosegui, Rosana Zenezi Moreira and Mauro J. Eguizabal
The purpose of this study is to analyse the relationship between servant leadership and job satisfaction and the moderating effect of employees’ proactive behaviour on this…
Abstract
Purpose
The purpose of this study is to analyse the relationship between servant leadership and job satisfaction and the moderating effect of employees’ proactive behaviour on this relationship.
Design/methodology/approach
Survey data were gathered from 256 employees (131 from Brazil and 125 from Spain). Structural equation modelling was used to test the research model.
Findings
The results of this study indicate that servant leadership is positively related to job satisfaction, with employees’ proactive behaviour negatively moderating the relationship between servant leadership and job satisfaction.
Originality/value
This study relates leadership and employee behaviour and advances our understanding of the conditions that affect the influence of servant leadership on followers. In addition, the country culture variable is found to be statistically significant. This result opens the way to deeper research into the effect of country culture on the behaviour of employees related to leadership.
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Huma Bashir, Mumtaz Ali Memon and Nuttawuth Muenjohn
Promoting a safe workplace for everyone is a key tenet of Sustainable Development Goal 8 (SDG-8), which focuses on promoting inclusive and sustainable economic growth, employment…
Abstract
Purpose
Promoting a safe workplace for everyone is a key tenet of Sustainable Development Goal 8 (SDG-8), which focuses on promoting inclusive and sustainable economic growth, employment and decent work for all. Therefore, this study explores how responsible leadership ensures a psychologically safe workplace for everyone, leveraging employee-oriented human resource management. Specifically, drawing on signalling theory, this study aims to examine the impact of responsible leadership on employee-oriented HRM and the subsequent effect of employee-oriented HRM on employees' psychological safety. Furthermore, it investigates the mediating role of employee-oriented HRM in the relationship between responsible leadership and psychological safety.
Design/methodology/approach
Data was collected from banking professionals through a survey questionnaire. A total of 270 samples were collected using both online and face-to-face data collection strategies. The data was analysed using the Partial Least Squares Structural Equation Modelling (PLS-SEM) approach.
Findings
The findings reveal that responsible leadership ensures employee-oriented HRM, which subsequently enhances employees' psychological safety. Further, the results suggest that employee-oriented HRM acts as a mediator between responsible leadership and psychological safety.
Originality/value
Past studies have often emphasized HRM practices as antecedents of various attitudes and behaviours. The present study offers a novel contribution by conceptualizing and empirically validating employee-oriented HRM as a mechanism that links responsible leadership and psychological safety. It stands as the first of its kind to establish this significant relationship, shedding new light on the dynamics between responsible leadership, HRM practices and employees' sense of psychological safety.
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