Books and journals Case studies Expert Briefings Open Access
Advanced search

Search results

1 – 10 of over 40000
To view the access options for this content please click here
Article
Publication date: 25 September 2020

Leading the innovation: role of trust and job crafting as sequential mediators relating servant leadership and innovative work behavior

Muhammad Mumtaz Khan, Muhammad Shujaat Mubarik and Tahir Islam

The purpose of the study is to ascertain the role of servant leadership in causing innovative work behavior. The study also examines the mediating role of job crafting and…

HTML
PDF (375 KB)

Abstract

Purpose

The purpose of the study is to ascertain the role of servant leadership in causing innovative work behavior. The study also examines the mediating role of job crafting and sequential mediating role of trust and job crafting between servant leadership and innovative work behavior.

Design/methodology/approach

The data were collected from 258 knowledge workers employed in software houses in Pakistan through survey design. The data analysis was done through structural equation modeling.

Findings

The results of the analysis of 258 respondents show that servant leadership is related with trust, job crafting and innovative work behavior. The mediation analysis revealed that job crafting mediates the relation between servant leadership and innovative work behavior. Finally, the relation between servant leadership and innovative work behavior was found to be sequentially mediated by trust and job crafting.

Originality/value

The current study contributes to delineating the linking mechanism between servant leadership and innovative work behavior. The main contributions of the study are exploring the mediating role of job crafting along with the sequential mediating role of trust and job crafting.

Details

European Journal of Innovation Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
DOI: https://doi.org/10.1108/EJIM-05-2020-0187
ISSN: 1460-1060

Keywords

  • Servant leadership
  • Job crafting
  • Trust
  • Innovative work behavior

To view the access options for this content please click here
Article
Publication date: 16 March 2020

Transformational leadership and service quality in e-commerce businesses: The role of trust and team performance

Mehri Mahdikhani and Bita Yazdani

The purpose of this paper is to examine the transformational leadership and service quality in the businesses active in the field of e-commerce with the mediating role of…

HTML
PDF (298 KB)

Abstract

Purpose

The purpose of this paper is to examine the transformational leadership and service quality in the businesses active in the field of e-commerce with the mediating role of trust and team performance.

Design/methodology/approach

Survey questionnaires were administered on a 384-subject sample of the employees of the teams working in electronic businesses in Iran. The structural equation modeling and partial least square techniques were used to analyze the data.

Findings

The results showed that transformational leadership has a positive impact on service quality and improves team performance. The effect of transformational leadership on the interpersonal trust and the trust on the team performance are also positive and significant. In summary, the improved performance also has a positive impact on service quality.

Research limitations/implications

The main limitation is the assessment by questionnaire because the questionnaires measure the attitudes of individuals, not the facts as they are, and the attitudes of individuals usually involve personal judgments and prejudices in the research. Also, examining the research model in different cultural domains may provide different results because of being influenced by different cultures. Hence, the authors recommend that the findings should be examined in other communities with different cultures.

Originality/value

Evaluating the impact of the transformational leadership on service quality (SERVPERF scale) by a survey of team trust and performance in e-business is an innovation in the influence assessment of these variables. The present research is considered applicable to the management science as new findings in organizational behavior studies and recognition of transformational leaders, as well as the positive impacts of the characteristics of them on individuals and followers.

Details

International Journal of Law and Management, vol. 62 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/IJLMA-12-2018-0290
ISSN: 1754-243X

Keywords

  • Trust
  • Transformational leadership
  • Team performance
  • Service quality SERVPERF scale

To view the access options for this content please click here
Article
Publication date: 13 March 2020

Trust in leader as a pathway between ethical leadership and safety compliance

Ibeawuchi K. Enwereuzor, Busayo A. Adeyemi and Ike E. Onyishi

Although a great number of studies have established the important role of leadership in workplace safety, it appears researchers are yet to consider the role that trust in…

HTML
PDF (214 KB)

Abstract

Purpose

Although a great number of studies have established the important role of leadership in workplace safety, it appears researchers are yet to consider the role that trust in leaders could play between ethical leadership and safety compliance within healthcare. To address that imbalance, this study aims to investigate the relationship between ethical leadership and safety compliance, with trust in the leader as the mediator.

Design/methodology/approach

Data were collected in three time periods from 237 hospital staff nurses (76.8 per cent women and 23.2 per cent men). Ordinary least squares regression-based path analysis using PROCESS for statistical package for the social sciences (SPSS) macro was used to test the hypotheses.

Findings

Results showed that ethical leadership was positively related to trust in a leader but was not related to safety compliance. In addition, trust in leader was positively related to safety compliance and also mediated the positive relationship between ethical leadership and safety compliance.

Research limitations/implications

The data were collected within healthcare organisations in a few localities in Nigeria, making it difficult to generalise the findings beyond the current sample let alone the entire country or even continent.

Practical implications

The findings imply that ethical leadership may not be directly effective in improving the safety compliance of subordinate nurses unless such a leader first develops a trust-based relationship with the subordinates.

Originality/value

The current study builds on and extends the burgeoning research in the area of leadership and employee outcome by investigating not only the direct relationship between ethical leadership and safety compliance but also incorporating trust in a leader as a mediator of this relationship.

Details

Leadership in Health Services, vol. 33 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/LHS-09-2019-0063
ISSN: 1751-1879

Keywords

  • Ethical leadership
  • Trust in leader
  • Safety compliance
  • Nurses
  • Health care
  • Diversity
  • Knowledge management
  • Transformational leadership
  • Health and safety

Content available
Article
Publication date: 3 January 2020

Virtuous leadership: a source of employee well-being and trust

Martijn Hendriks, Martijn Burger, Antoinette Rijsenbilt, Emma Pleeging and Harry Commandeur

The purpose of this paper is to examine how a supervisor’s virtuous leadership as perceived by subordinates influences subordinates’ work-related well-being and to examine…

Open Access
HTML
PDF (397 KB)

Abstract

Purpose

The purpose of this paper is to examine how a supervisor’s virtuous leadership as perceived by subordinates influences subordinates’ work-related well-being and to examine the mediating role of trust in the leader and the moderating roles of individual leader virtues and various characteristics of subordinates and organizations.

Design/methodology/approach

An online survey was conducted through Prolific among a self-selected sample of 1,237 employees who worked with an immediate supervisor across various industries in primarily the UK and the USA. Structural equation modeling was used to test the hypotheses.

Findings

The empirical results indicate that an immediate supervisor’s virtuous leadership as evaluated by the subordinate positively influences all three considered dimensions of work-related well-being – job satisfaction, work-related affect and work engagement – for a wide variety of employees in different industries and countries. A subordinate’s greater trust in the supervisor fully mediates this positive influence for job satisfaction and work engagement and partially for work-related affect. All five individual core leader virtues – prudence, temperance, justice, courage and humanity – positively influence work-related well-being.

Practical implications

The findings underscore that promoting virtuous leadership is a promising pathway for improved employee well-being, which may ultimately benefit individual and organizational performance.

Originality/value

Despite an age-old interest in leader virtues, the lack of consensus on the defining elements of virtuous leadership has limited the understanding of its consequences. Building on recent advances in the conceptualization and measurement of virtuous leadership and leader character, this paper addresses this void by exploring how virtuous leadership relates to employees’ well-being and trust.

Details

Management Research Review, vol. 43 no. 8
Type: Research Article
DOI: https://doi.org/10.1108/MRR-07-2019-0326
ISSN: 2040-8269

Keywords

  • Work engagement
  • Trust in leader
  • Job satisfaction
  • Business ethics and sustainability
  • Leader character
  • Leader virtues
  • Work-related affect

To view the access options for this content please click here
Article
Publication date: 13 May 2019

Supervisory influence: Subordinate development of crisis leader potential in an extreme context

Ethlyn Williams, Juanita M. Woods, Attila Hertelendy and Kathryn Kloepfer

The purpose of this paper is to examine the development of leader potential in an extreme context – it develops and tests a model that describes how subordinate…

HTML
PDF (303 KB)

Abstract

Purpose

The purpose of this paper is to examine the development of leader potential in an extreme context – it develops and tests a model that describes how subordinate perceptions of individual-focused transformational leadership, subordinate trust in the leader and subordinate identification with the team influence supervisory evaluations of subordinate crisis leader potential.

Design/methodology/approach

Surveys were administered to emergency services personnel and their supervisors working in a large fire rescue organization in the Southeastern USA. Survey responses were analyzed using hierarchical regression.

Findings

Results support the theoretical model – subordinates reporting high levels of trust in their transformational leader were evaluated by their supervisors as having stronger potential to become crisis leaders. Lower levels of subordinate identification with the team strengthened the transformational leadership to trust association and the indirect effect of perceived transformational leadership on supervisory evaluations of subordinate crisis leader potential (through subordinate trust in the leader).

Practical implications

Supervisors who are viewed as transformational and fostering trusting relationships by subordinates are more likely to evaluate subordinates as having the potential to lead in crisis situations. In an extreme context within an organization facing change, subordinates who identify less with their team might build a more trusting relationship with a leader who is perceived as demonstrating transformational behaviors.

Social implications

Subordinate focus on the leader appears to enhance supervisory evaluations of subordinate potential (for leader development) in the study. Individual-level rewards for employees that involve competition might counter efforts toward shared mental models and remain the greatest challenge in the public emergency services setting.

Originality/value

Evaluating leader development, in terms of crisis leader potential, in an extreme context using a process model – to understand the interplay of individual-focused transformational leadership and trust given the moderating effect of team identification – is a key strength of the current study.

Details

Journal of Organizational Change Management, vol. 32 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/JOCM-10-2017-0373
ISSN: 0953-4814

Keywords

  • Transformational leadership
  • Team identification
  • Leader development
  • Extreme context
  • Crisis leader potential

To view the access options for this content please click here
Article
Publication date: 4 March 2014

The impact of servant leadership and subordinates' organizational tenure on trust in leader and attitudes

Simon C.H. Chan and Wai-ming Mak

The purpose of this paper is to examine the relationship between servant leadership, subordinates' trust in leader and job satisfaction, and whether subordinates'…

HTML
PDF (147 KB)

Abstract

Purpose

The purpose of this paper is to examine the relationship between servant leadership, subordinates' trust in leader and job satisfaction, and whether subordinates' organizational tenure moderated the effect.

Design/methodology/approach

A structured questionnaire survey was used to collect data by 218 employees in a service-oriented private firm in the People's Republic of China.

Findings

The findings indicated that trust in leader mediated the relationship between servant leadership and subordinates' job satisfaction. Also, the positive effect of servant leadership on subordinates' trust in leader and job satisfaction was stronger for short-tenure subordinates than that for long-tenure subordinates.

Originality/value

This paper enriches the existing leadership literature and contributes to the research into how and why servant leadership may influence subordinates' attitudes.

Details

Personnel Review, vol. 43 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/PR-08-2011-0125
ISSN: 0048-3486

Keywords

  • Job satisfaction
  • Organizational tenure
  • Servant leadership
  • Trust in leader

To view the access options for this content please click here
Article
Publication date: 17 July 2018

Linking ethical leadership and moral voice: The effects of moral efficacy, trust in leader, and leader-follower value congruence

Bilal Afsar and Asad Shahjehan

The study of ethical leadership has emerged as an important topic for understanding the effects of leadership in organizations. Theoretically, there is a relationship…

HTML
PDF (250 KB)

Abstract

Purpose

The study of ethical leadership has emerged as an important topic for understanding the effects of leadership in organizations. Theoretically, there is a relationship between ethical leadership and followers’ ethical behaviors but empirically, little attention has been given. The purpose of this paper is to examine how ethical leadership relates to employee’s moral voice through trust in the leader, leader−follower value congruence and moral efficacy.

Design/methodology/approach

The authors used a time-lagged research design, collecting multi-source data from 364 employees and their immediate supervisors, working in construction companies in Pakistan.

Findings

On the basis of an interactional approach, this study found that there was an interaction between ethical leadership, trust in the leader and leader−follower value congruence that affected moral voice, such that ethical leadership had the strongest positive relationship with moral voice when both trust and leader−follower value congruence were higher; and moral efficacy mediated the effect that this three-way interaction between ethical leadership, trust in the leader and leader−follower value congruence had on moral voice.

Originality/value

This is one of the first studies to examine the role of ethical leadership in promoting employees’ voice behavior using a time-lagged research design, particularly in construction industry.

Details

Leadership & Organization Development Journal, vol. 39 no. 6
Type: Research Article
DOI: https://doi.org/10.1108/LODJ-01-2018-0015
ISSN: 0143-7739

Keywords

  • Construction industry
  • Ethical leadership
  • Trust in leader
  • Leader-follower value congruence
  • Moral efficacy
  • Moral voice

To view the access options for this content please click here
Article
Publication date: 13 August 2018

Leadership, trust in management and acceptance of change in Hong Kong’s Civil Service Bureau

Wen Juan Cai, Mark Loon and Peter Hoi Kin Wong

The purpose of this paper is to examine whether trust in management mediates the relationships between two types of leadership (transactional and transformational) and…

HTML
PDF (238 KB)

Abstract

Purpose

The purpose of this paper is to examine whether trust in management mediates the relationships between two types of leadership (transactional and transformational) and acceptance of change in the Hong Kong public sector.

Design/methodology/approach

Data from 68 civil servants in the Hong Kong SAR Government were used in the partial least squares analysis.

Findings

The findings from civil servants show that although trust in management mediates the relationship between both types of leadership and acceptance of change, transformational leadership is more effective in increasing both trust and acceptance of change.

Research limitations/implications

The strong support for the mediation hypotheses highlights the need for leaders to be trusted by their followers if followers are to accept and support the change process. Trust in management is what ultimately reduces resistance to change.

Practical implications

The findings from this study have demonstrated that one strategy available to leaders in the Hong Kong public sector is to concentrate on developing perceptions of trustworthiness by utilising both transactional leadership and transformational leadership but especially transformational leadership.

Originality/value

This paper provides a unique and nuanced view of leadership and trust, and their effect on the acceptance of change in Hong Kong’s civil service bureau that operates in a turbulent environment. Public sector organisations in Hong Kong are unique in that they contend with pressures from Hong Kong nationals and also with pressures from the Government of Mainland China.

Details

Journal of Organizational Change Management, vol. 31 no. 5
Type: Research Article
DOI: https://doi.org/10.1108/JOCM-10-2016-0215
ISSN: 0953-4814

Keywords

  • Leadership
  • Acceptance of change
  • Trust in management
  • Civil services

To view the access options for this content please click here
Article
Publication date: 10 April 2018

The mechanism underlying the empowering leadership-creativity relationship

Irene Hau Siu Chow

The purpose of this paper is to explain how and under what condition empowering leadership is related to employee creativity from the social exchange and motivational perspective.

HTML
PDF (236 KB)

Abstract

Purpose

The purpose of this paper is to explain how and under what condition empowering leadership is related to employee creativity from the social exchange and motivational perspective.

Design/methodology/approach

Data were collected from a sample of 535 supervisor-subordinate dyads using online questionnaire survey.

Findings

Employee openness to experience (a creative personality) moderated the indirect effect of empowering leadership on employee creativity via either motivation to learn or trust in leader. The indirect effect of empowering leadership on creativity via motivation to learn occurs only for employees with lower level of openness to experience, whereas that via trust in leader occurs only for employees with higher level of openness to experience.

Research limitations/implications

Cross-sectional research design is a major concern.

Practical implications

The findings offer guidance to help practitioners or executives to stimulate subordinates motivation to increase their creative performance through learning and trust that matched with the individual’s openness to experience, thereby improving the effectiveness of empowering leadership.

Originality/value

This study extend our understanding on the mechanism linking empowering leadership and employee creativity by testing the mediating influences of motivation to learn and trust in leader and the moderating influence of openness to experience.

Details

Leadership & Organization Development Journal, vol. 39 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/LODJ-03-2016-0060
ISSN: 0143-7739

Keywords

  • Empowering leadership
  • Motivation to learn
  • Employee creativity
  • Openness to experience
  • Trust in leader

To view the access options for this content please click here
Article
Publication date: 23 August 2013

Constructing leadership by storytelling – the meaning of trust and narratives

Tommi Auvinen, Iiris Aaltio and Kirsimarja Blomqvist

This paper approaches manager's storytelling as a means for promoting organizational aims and for constructing leadership, and examines the intentions of managers in this…

HTML
PDF (134 KB)

Abstract

Purpose

This paper approaches manager's storytelling as a means for promoting organizational aims and for constructing leadership, and examines the intentions of managers in this process. We focus on the context of storytelling and the content of the stories told by managers in order to identify areas of influence on subordinates. Storytelling in relation to building a narrative identity for the manager is also studied.

Design/methodology/approach

This is an exploratory empirical study that draws on 13 thematic interviews with Finnish managers working in different fields. A qualitative thematic analysis is used in order to analyze the data.

Findings

As a result of the study we found that managers tell stories in order to evoke leadership characterized by six areas of influence: motivation, inspiration, defusing conflict, influencing superiors, discovering a focus and constructing trust. According to the findings, the managers see stories as an effective means of building trust between leaders and their subordinates. It was also found that managers can use stories self‐reflectively and as a means of self‐development.

Practical implications

Storytelling can empower leadership and support interaction with subordinates. One application of this study is informing elements of leadership development such as business education programmes for managers and future managers.

Originality/value

Narrative leadership is a highly valued but still under‐researched approach to leadership. This study seeks to fill this gap in the research by providing an empirically based contribution to the field, emphasizing the intentional nature of storytelling.

Details

Leadership & Organization Development Journal, vol. 34 no. 6
Type: Research Article
DOI: https://doi.org/10.1108/LODJ-10-2011-0102
ISSN: 0143-7739

Keywords

  • Storytelling
  • Story
  • Narrative
  • Leadership
  • Interpretations
  • Trust building

Access
Only content I have access to
Only Open Access
Year
  • Last week (123)
  • Last month (348)
  • Last 3 months (1230)
  • Last 6 months (2304)
  • Last 12 months (4311)
  • All dates (40837)
Content type
  • Article (32020)
  • Book part (6223)
  • Earlycite article (1649)
  • Case study (677)
  • Expert briefing (253)
  • Executive summary (15)
1 – 10 of over 40000
Emerald Publishing
  • Opens in new window
  • Opens in new window
  • Opens in new window
  • Opens in new window
© 2021 Emerald Publishing Limited

Services

  • Authors Opens in new window
  • Editors Opens in new window
  • Librarians Opens in new window
  • Researchers Opens in new window
  • Reviewers Opens in new window

About

  • About Emerald Opens in new window
  • Working for Emerald Opens in new window
  • Contact us Opens in new window
  • Publication sitemap

Policies and information

  • Privacy notice
  • Site policies
  • Modern Slavery Act Opens in new window
  • Chair of Trustees governance statement Opens in new window
  • COVID-19 policy Opens in new window
Manage cookies

We’re listening — tell us what you think

  • Something didn’t work…

    Report bugs here

  • All feedback is valuable

    Please share your general feedback

  • Member of Emerald Engage?

    You can join in the discussion by joining the community or logging in here.
    You can also find out more about Emerald Engage.

Join us on our journey

  • Platform update page

    Visit emeraldpublishing.com/platformupdate to discover the latest news and updates

  • Questions & More Information

    Answers to the most commonly asked questions here