Search results

The purpose of this paper is to explain the importance of virtuous leadership and identify six characteristics that are necessary for the modern leader to be effective in an increasingly challenging and competitive world market.

Theory development.

The authors suggest that virtuous leaders possess an uncommon level of commitment to those employees whom they serve, to their customers, to their shareholders, and to society at large, the authors extend the concept of the moral continuum and identify the importance of a virtuous perspective in honoring the obligation to optimize wealth creation and enriching outcomes and relationships, and the authors suggest ten propositions about virtuous leadership that may be empirically tested by both scholars and practitioners who are interested in studying and/or applying virtuous leadership to improve relationships and build organizations.

Original article.

This research aims to apply virtue theory to the under‐employment problem of persons with disabilities (PWD). Historically, PWD have been under‐employed within society and discriminated against in the workplace. The authors review virtue theory research and illustrate how it can be used to better support the meaningful employment of PWD.

This research reviews the current literature in the areas of virtue theory and the employment challenges of PWD to create a new framework that can assist in the integration of PWD into the workplace.

Literature on the employment of PWD indicates that significant differences exist in the employment experiences between PWD and persons without disabilities (PWOD). Problems such as stigmatization impede the integration of PWD into the work environment. The review of the virtue theory literature supports the development of a new framework that provides additional ways to address this ongoing problem.

This paper suggests human resource management practices that virtuous organizations could use to address the problem of the under‐employment and stigmatization of PWD.

No research currently applies virtue theory to the under‐employment problem of persons with disabilities.

The purpose of this paper is to examine the direct and indirect effect of perceived organizational virtuousness (POV) on organizational spontaneity. The assumed indirect effect is investigated through the social identity perspective. As such, organizational identification, pride and respect are examined as mediators of the POV-spontaneity relationship.

To test the hypotheses the authors conducted two studies. First, the authors conducted an experimental study with 136 participants in which the authors investigated the role of organizational identification as mediator of the examined relationship. Second, the authors conducted a field study in which 572 employees working in various organizations participated. In this study, pride and respect were incorporated as first-step mediators explaining serially (indirectly) the relationship between the independent and the dependent variable through organizational identification.

The findings of the experimental study indicate that organizational identification mediates the positive relationship between POV and organizational spontaneity. The results of the field study indicate that pride and respect serially mediate the examined relationship through organizational identification.

The study accumulates further evidence that treating employees with care and respect can bring benefits to organizations. Perceiving organizational virtuousness makes employees identify with their organization and view organizational successes as their own. Thus, they become more willing to benefit the organization.

This study is unique to the literature by being the first to examine the relationship between POV and organizational spontaneity through social identity processes.

The goal of this paper is to suggest a new incentive model that is capable of creating the conditions for the autonomous growth of diffusion and credibility of the ISO 9000 national quality certification system.

The first part of this work contains some considerations about the general interest of organisations in quality certification systems, emphasising the advantages and the drawbacks in being certified. Next, the attention shifts to future scenarios. Specifically, a new model is proposed that is capable of encouraging certified organisations (COs) and certification bodies (CBs) that operate blamelessly and seriously, while at the same time penalising those that do not.

The suggested model consists of two inter‐connected sub‐models relative to COs and CBs, respectively. Each sub‐model includes different states with different incentives/penalties. The switch‐over from one state to another depends on the practical results recorded in recent years by the CO/CB of interest. The switching rules are based on a set of objective, transparent, and non‐manipulable indicators.

On‐site analyses and simulations are necessary so as to tune optimal switching rules to balance the whole model.

The (possible) future implementation of the model could have great impact on COs' and CBs' modi operandi, promoting the real implementation of quality management practices but – at the same time – not requiring significant additional effort from the state and the authorities accrediting/controlling CBs.

The proposed model is absolutely new and may represent a proper way to combine the interests and expectations of COs and CBs into a unique “virtuous circle” for improving the real implementation of quality management.

This study aims to explore how CEO narcissism drives investment in corporate social responsibility (CSR) and its mediating mechanism.

This study includes panel regression based on archival data.

CEO narcissism leads to signaling of organizational virtuous orientation that results in increase in CSR investment.

Relevance of CEO traits on CSR remains unexplored in emerging markets context, especially the underlying mechanism. This study uncovers these mechanisms.

In the wake of labor shortages in the retail industry, there is value in highlighting a business case for employing neurodivergent individuals. Drawing on signaling theory, this study explores whether perceived neurodiversity management (neurodiversity policies and adjustments) helps enhance neurodiversity awareness and affective commitment and whether affective commitment leads to lower turnover intention.

A cursory content analysis of publicly available documents of randomly selected four retail organizations was undertaken, which was followed by an online survey of the Australian retail workforce, leading to 502 responses from supervisors and employees.

The content analysis shows that retail organizations barely acknowledge neurodiversity. The findings of the main study indicate that neurodiversity policies are positively associated with both neurodiversity awareness and affective commitment, while adjustments were positively linked to affective commitment. Moreover, affective commitment was negatively associated with turnover intention. Affective commitment also mediated the negative effects of neurodiversity policies and adjustments on turnover intention.

This study supports, extends and refines signaling theory and social exchange theory. It addresses knowledge gaps about the perceptions of co-workers and supervisors in regard to neurodiversity management. It provides unprecedented evidence for a business case for the positive attitudinal outcomes of neurodiversity policies and adjustments. The findings can help managers manage neurodiversity for positive attitudinal outcomes.

Today’s competitive business world presents unanticipated challenges to enterprises worldwide. So, the well-being of the employees may be a sustained competitive edge for corporations in improving employee performance. Positive psychology served as the foundation for this study, investigating the interplay between employee well-being and task performance by incorporating organizational-specific factors like organizational virtuousness (OV) and individual-specific factors such as Psychological Capital (PsyCap).

In total, 639 dyadic responses were gathered from the banking sector, encompassing employees in both private and public banks in India, along with their immediate supervisors. The hypotheses were subsequently examined by applying Structural Equation Modeling (SEM).

OV and PsyCap are considerably associated with the well-being of employees and task performance, according to the findings. Employee well-being mediates the relationships between the perceptions of Organizational Virtuousness (OV) and task performance, as well as between PsyCap and task performance.

The intense competition and series of scandals in Indian banks urge the introduction of some behavioral precautionary measures. Banks need to understand and intervene in positive organizational behavior and help the employees build strong PsyCap to enhance their well-being and task performance to gain a competitive edge.

The present study integrated Positive Organizational Behavior (POB) and Positive Organizational Scholarship (POS) to enhance work performance.

This paper aims to examine the effect of subjective well-being, often referred to as happiness, on the relationship between organizational virtuousness and job performance among Japanese employees. The concept of happiness has been receiving more attention over the past decade as research suggests that it may be a source of greater performance.

This research uses a questionnaire survey and conditional process analysis among Japanese managers and front-line workers within Japanese firms in Japan.

This paper found that positive subjective well-being partially mediates the relationship between general organizational virtuousness and self-management-related job performance, while it acts as a moderator in the relationship between general organizational virtuousness and leadership-related job performance.

These findings indicate that in the Japanese context, the firm’s investment in organizational virtuousness will increase one part of job performance, but that investment may not be sufficient in itself to positively affect leadership competency, unless it also pays attention to its employees’ positive subjective well-being.

Based on this growing realization of the importance of subjective well-being, or happiness, and the lack of academic research in Japan on its impact on organization, this paper investigates its effect on employees’ ability to manage their own tasks and lead others.

Researchers have strived to identify the factors enhancing happiness at work (HAW), and the causal relations among the enablers of happiness remained underexplored. Therefore, this study aims to map and prioritize the causal relation structures of enablers of HAW.

Data were collected from key representatives of information technology (IT) firms located in India. A framework based on the cause and effect relationship among enablers of HAW is proposed, and to establish this causality, the decision-making trial and evaluation laboratory (DEMATEL) technique was applied.

The findings indicate five out of 12 enablers as causal, namely, transformational leadership, authentizotic work climate, person–organization work fit, organizational virtuousness and meaningfulness in work.

Human resource managers, organizational policymakers and scholars will gain greater understanding through this causal framework of enablers of HAW. Knowledge and facilitation of these enablers will aid in nurturing a happy workplace.