Search results

The purpose of this paper is to explore the relationship between transformational leadership and voice during the change-planning process. The authors propose a moderated mediation model to investigate the relationship between voice, other change-related variables, and the boundary conditions of transformational leadership.

The authors collected survey data from 124 employees and their leaders in a medical technology company in Norway. The organization was planning a major restructuring of its working procedures. The authors analyzed the data using PROCESS and a fixed effect approach.

The results suggest that transformational leadership has no effect on change-related voice (CRV) by itself. However, there is an indirect effect through affective commitment to change. This effect is conditional on the employees’ level of perceived change impact.

The paper is limited by the cross-sectional design of the study. Other potential limitations are discussed.

The paper is the first to explore the relationship between transformational leadership and CRV, and is thus interesting for practitioners who wish to increase the level of CRV from their employees. Furthermore, researchers interested in organizational change and proactivity constructs such as voice will also find the paper valuable.

Employee participation is often suggested to improve employees' relations to the organization. A multidimensional perspective on employee participation may heighten its specificity. The purpose of the present paper is to investigate the relationships between multiple dimensions of employee participation and social identification.

The study applies questionnaire data from 166 hospital employees, i.e. nurses, physicians and medical secretaries, in a cross‐sectional design. Hierarchical regression analyses were applied to investigate the hypothesized associations.

The results showed that individual influence on proximal (i.e. work‐related) issues predicted organizational identification. The relevance of proximal issues and psychological involvement in relation to direct participation were suggested to explain why this particular dimension of participation is directly associated with organizational identification. The result qualifies the theoretical notion that participation symbolically signals inclusion and status in the organization.

The result emphasizing participation in decisions about work issues may be limited to the highly meaningful patient work in the health care context. Future studies are to establish if the findings may be generalised to other contexts.

The originality of the study lies in the applied combination of participation dimensions, the inclusion of organizational identity at different social foci, and the application of social identity as a theoretically well‐grounded concept of employees' relations to their organization.

Shared leadership describes leadership as a collective and reciprocal activity distributed among the members of a team (Carson et al., 2007). The purpose of this paper is to investigate variables assumed to be antecedents for this leadership approach. In particular, the authors examine the importance of external empowering leadership and task and goal interdependence for shared leadership as well as the relationship between shared leadership and team performance.

In order to test the hypotheses, the authors applied structural equation modeling using a field sample of 81 knowledge and manufacturing teams from a Danish company.

Results indicated that an external empowering team leader and interdependence in the team significantly predicted the extent of shared leadership, which, in turn, was positively related to team leader ratings of team performance.

Overall, the study supports previous findings that the act of sharing leadership in a team may contribute to increased team performance. In addition, the study provides an initial understanding of antecedent conditions for the successful development of shared leadership. However, as the study was cross-sectional and conducted within a single organization, care must be taken in making causal claims or in generalizing the results without additional evidence.

Few studies focus on the antecedents of sharing leadership. The authors obtained evidence, which suggests that the development of shared leadership may depend on the presence of an empowering team leader as well as task and goal interdependence in the team.

The purpose of this paper is to compare the direct and indirect effects of transformational, ethical and empowering leadership (EL) on promotive and prohibitive voice behavior. The study also explores the mediating effects of leader-member exchange (LMX) and moderating effects of individual power distance orientation (IPDO) in the hypothesized model. The research conducted attempts to identify the most suitable leadership style for encouraging promotive and prohibitive voice behavior in service sector organizations in India.

Purposive and snowball sampling was used for data collection. Necessary condition analysis (NCA) was conducted to identify the most suitable style for encouraging promotive and prohibitive voice behavior. The results NCA were later verified using the structural equation modeling technique.

Results of the study displayed the supremacy of EL style in promoting high-quality LMX and “promotive and prohibitive” voice over transformational and ethical leadership in Indian service organizations. Considering the overall results of the study, EL appears to be the most suitable style for encouraging promotive and prohibitive voice in a high power distance country like India.

Self-reported measures utilized in the study might have affected the findings and hence, should be interpreted with caution.

Researchers propose the adoption of EL style for encouraging promotive and prohibitive voice in Indian service sector organizations. The researchers also highlight the noteworthy impact of LMX and IPDO on promotive and prohibitive voice behavior, which makes it a point for the leaders to work toward lowering IPDO amongst followers to promote both promotive and prohibitive voice behavior for the growth of an organization.

The study is the first one to conduct a comparative moderated mediated examination to analyze the effects of transformational, ethical and EL in encouraging promotive and prohibitive voice behavior in Indian organizations.

This chapter explores the phenomenon of organizational resilience. A comprehensive model was advanced and tested while utilizing a quantitative study conducted in the education system in Israel with 98 schools, involving 1,132 educators. Statistical analysis based on structural equation modeling revealed significant relationships between three antecedents (social capital, team empowerment, goal interdependence) and organizational resilience. In addition, a positive significant relationship was found between organizational resilience and organizational functioning in crisis. Organizational resilience was found to be a mediator between three of the antecedents (social capital, team empowerment, goal interdependence) and organizational functioning in crisis. Furthermore, organizational functioning in crisis was found to mediate the relationship between organizational resilience and organizational innovation. Implications for policymakers, managers, and change leaders in organizations are discussed.

Drawing on leader-member exchange theory and regulatory focus theory, the purpose of this study is to explore the effects of hotel employees’ regulatory foci on their voice behavior and the moderating role of leader-member exchange.

The questionnaire includes demographics, regulatory foci, leader-member exchange and voice behavior sections. The data was collected via a survey of 10 international tourist hotels in Taiwan and 479 valid questionnaires were completed. Confirmatory factor analysis and path analysis were used to test the composite reliability, discriminant validity and convergent validity. Multiple regression analysis was used to test the hypotheses.

The outcome of this study indicates that both promotion focus and prevention focus can benefit employees’ voice behavior; however, prevention-focused employees have more positive voice behavior than promotion-focused employees. In addition, the leader-member exchange can moderate the relationship between regulatory foci and voice behavior.

This is an empirical study in the hotel field to examine the moderating effects of leader-member exchange on the relationships between regulatory foci and voice behavior. This research is contributed toward human resource management literature in the hospitality and tourism domain. Practices for managers and suggestions for future research are discussed.

The purpose of this paper is to investigate the factors that impact the success of an organizational change within an organization under study.

Five hypotheses were developed to investigate independent variables as possible factors affecting employees’ commitment to change. The research is based on a three-step process consisting of a literature review and field research through survey and interviews. The literature review served to establish an important foundation for understanding the problem. The field research involved employees taking part in the change completing a survey. Individual interviews were also conducted with management level employees actively involved in the change process. The paper is an empirical-based case analysis.

The results demonstrate that employees’ commitment to change, in this organization, can be improved through increasing formal and informal communication, creating adaptive organizational systems and enhancing the role of transformational leaders during the change.

Sample size was affected due to the limited availability of employees during a specific organizational cycle. Increased sample size would allow further investigation about employees’ commitment to change. Additional research could be done on how the company’s systems and practices can be adapted to change.

The success of a change project is critical for its future strategy and major project implementation. It is crucial that a systematic process be followed to implement this change. It is suggested that the John Kotter’s “eight” step change management model be adopted as a framework to the implementation plan.

New behaviors are subject to degradation if they are not ingrained in social norms and shared values, i.e. if they do not become part of the culture. Managers emphasized that, even though they are creating a new team, they recognize the importance not to create a “Monster” or a new alien culture. Leaders must make sure that all new behaviors required for the integration become part of the existing culture.

The paper provides insight in some of the factors that lead to a successful organizational change and team integration. The paper recommends four steps to address communication, organizational systems and culture to improve employees’ commitment to change.

This research explores project manager (PM) behavior in their professional virtual communities (PVCs), using social identity theory as a theoretical foundation. The purpose is to examine the extent to which PMs seek information on key topics in the Project Management Body of Knowledge Guide (PMBoK).

A text data analytics methodology that uses quantitative and qualitative analysis techniques is followed. The research method reveals relationships in language-based data gathered from six project management forums and blogs.

Information related to all the PMBoK topics is sought in the project management virtual communities. People management topics account for a dominant portion of interactions. The findings enhance social identification theorizing for the PM role. From a practical standpoint, the findings shed light on focal areas for greater emphasis in PM PVCs.

Our people management finding constructively replicates existing findings via a large, global sample and strengthens calls for increased focus on people management matters in project management. As a result, we call for increased scholarly attention to people management in project management. Finally, we encourage pursuit of several research questions to enhance knowledge of PM information-seeking behavior.

Acknowledging that only examining the main effects of diversity may be limiting, the authors explore integrating van Knippenberg et al.'s (2004) categorization–elaboration model (CEM) of workgroup diversity as a linchpin in the relationship between empowering leadership and performance in age-diverse work groups. While prior research has focused almost exclusively on the impact of transformational leadership in diverse contexts, few studies have found the positive effects of transformational leadership to be diminished in certain age-diverse contexts. Consequently, the authors investigate whether empowering leadership may be a better approach in this context due to its emphasis on accommodating and participative behaviors.

Using survey data gathered from work group members across a wide array of industries (N = 214), the authors test for the moderating effects of empowering leadership on the relationship between age diversity and work group performance and its indirect relationship via information elaboration (while controlling for transformational leadership).

Empowering leadership positively moderated the direct relationship between age diversity and work group performance and the indirect relationship via information elaboration, whereas transformational leadership had the opposite effect. “Coaching” and “showing concern/interacting with the team” drove the positive effects of empowering leadership, and “personal recognition” and “intellectual stimulation” predicted the negative effects of transformational leadership.

This research offers insights into how managers can lead age-diverse work groups more effectively (i.e. by utilizing an empowering as opposed to a transformational leadership approach, with a particular emphasis on “coaching” and “showing concern/interacting with the team” behaviors).

The study identifies an “alternative” moderating contingency to the age diversity–performance relationship (empowering leadership).

Organizational exploration has recently emerged in the literature as an essential aspect of contemporary organizations. However, little is known about its antecedents and, specifically, the role of contemporary leadership styles. The present study investigates the relationship between empowering leadership and organizational exploration. In addressing this relationship, we examine preoccupation with failure and leader gender as a mediator and a moderator, respectively.

We collected data from a sample of 326 US employees in March 2022. To test the present hypotheses, we used the PROCESS SPSS macro.

Our results supported our moderated mediation model, demonstrating that the indirect relationship of empowering leadership with organizational exploration via preoccupation with failure is stronger for male leaders than for female counterparts.

Concerning the practical implications of this study, organizations should be cognizant of empowering leaders’ impact on desirable outcomes. Additionally, organizations should promote preoccupation with failure to ameliorate organizational exploration. Preoccupation with failure can be achieved when error reporting is encouraged by organizations and supervisors and when a culture that promotes constructive feedback is established.

The present study offers novel insights into the underlying mechanisms and boundary conditions through which empowering leadership relates to organizational exploration. Additionally, it fills a gap in the literature concerning the relationship between empowering leadership and preoccupation with failure. Moreover, it adds to prior research regarding the outcomes of preoccupation with failure, filling the gap regarding the relationship between preoccupation with failure and organizational exploration. Lastly, it expands limited research focused on leader gender as a condition under which the effect of contemporary leadership styles could be enhanced or mitigated.