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1 – 10 of over 2000Yang Song, Qi-tao Tian and Ho Kwong Kwan
The purpose of this paper is to examine the effects of servant leadership on employees' promotive voice behavior and prohibitive voice behavior by focusing on the mediating role…
Abstract
Purpose
The purpose of this paper is to examine the effects of servant leadership on employees' promotive voice behavior and prohibitive voice behavior by focusing on the mediating role of job engagement and the moderating role of proactive personality.
Design/methodology/approach
Time-lagged data were collected using a field survey research design. The participants included 216 employees and 23 supervisors in two commercial banks in China.
Findings
Perceived servant leadership was positively related to employees' promotive and prohibitive voice behavior, and these relationships were mediated by enhanced job engagement. In addition, employees' proactive personality amplified the relationship between perceived servant leadership and job engagement, and the mediating effect of job engagement on the relationship between perceived servant leadership and voice behavior.
Research limitations/implications
This study enhances understanding of the mechanisms underlying the servant leadership – voice model by identifying the mediating role of job engagement. The results also demonstrate the moderating role of proactive personality in enhancing the effects of servant leadership. However, the survey design was not longitudinal, which limits the study's ability to confirm causality.
Practical implications
The findings reveal that servant leadership, employees' job engagement, and proactive personality can facilitate employees' promotive and prohibitive voice behavior.
Originality/value
This study addresses the unexplored mediating mechanism of the relationship between servant leadership and voice behavior, and offers new directions for servant leadership and voice research.
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Qurat-ul-Ain Burhan, Muhammad Asif Khan and Muhammad Faisal Malik
This study aims to identify the impact of ethical leadership on ethical voice by determining two paths covering relational identification and psychological safety. The first path…
Abstract
Purpose
This study aims to identify the impact of ethical leadership on ethical voice by determining two paths covering relational identification and psychological safety. The first path focused on relational identification and psychological safety. Alternatively, the second path focused on organizational identification and psychological ownership leading to ethical voice. The specific objective of the study is to develop and test an integrated model of ethical leadership.
Design/methodology/approach
The objectives were achieved through the adoption of quantitative research techniques. Two hundred forty-eight samples were collected from the banking sector using quantitative research techniques, and data was gathered through a self-administrated questionnaire. Exploratory and confirmatory factor analyses were used through AMOS to generate the results and test hypotheses.
Findings
The results suggested a significant impact of ethical leadership on ethical voice, while the other paths’ results, such as relational identification, psychological safety, organizational identification and psychological ownership, suggested partial mediation. The study result adds new insights into ethical leadership and social exchange theory since it tested overlooked paths in the literature, such as relational identification and psychological safety.
Research limitations/implications
The research highlights the significance of ethical voice as a desirable organizational behavior. Ethical voice contributes to a culture of accountability, transparency and ethical decision-making. Organizations should establish channels and platforms for employees to voice ethical concerns and suggestions. This may involve regular feedback sessions, anonymous reporting mechanisms and protection policies for whistleblowers. Leaders should actively encourage and value ethical voices as a valuable contribution to the ethical climate of the organization.
Practical implications
The study found that ethical leaders influence their followers in such a way that they adopt ethical behavior. It is also validated that organizational ethics are shared by employees who interact with ethical leaders. So, departments should train such leaders because ethical leadership positively affects followers’ attitudes and behaviors, and organizations should encourage ethical behavior in supervisors and subordinates. The study also found that relational and organizational identification helps employees develop psychological capabilities, which leads to reporting workplace misconduct. The current study tested these mechanisms collectively and found that ethical leadership significantly contributes to ethical voice.
Social implications
The current study highlighted the role of ethical leaders in promoting ethical behavior, improving employee well-being and engagement, cultivating collaboration and inclusion, and making a contribution to the overall ethical climate within organizations and society as a whole. Organizations can have a positive impact on the social fabric by cultivating a culture of ethics, respect and social responsibility if they make these considerations their top priorities.
Originality/value
The current study is unique since it is intended to develop and test an integrated model of ethical leadership and ethical voice. This research combines an integrated model, focusing on employees’ identities and self-concepts and examining ethical voice as a behavioral outcome.
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Muhammad Athar Rasheed, Khuram Shahzad and Sajid Nadeem
This study aims to investigate the impact of transformational leadership on the innovation of small and medium enterprises (SMEs) through employee voice behaviors. Drawing from…
Abstract
Purpose
This study aims to investigate the impact of transformational leadership on the innovation of small and medium enterprises (SMEs) through employee voice behaviors. Drawing from the upper echelon theory, it is hypothesized that employee voice is the mediating mechanism through which transformational leadership affects the process and product innovation in SMEs.
Design/methodology/approach
Data was collected from 169 SMEs of Pakistan through an online self-administered questionnaire. The proposed hypotheses were tested using partial least squares structural equation modeling (PLS-SEM).
Findings
Findings confirm that transformational leadership positively affects both process and product innovation in SMEs and employee voice behavior mediates between these relationships.
Originality/value
This research contributes to both theoretical and practical domains by providing evidence that encouraging employees to raise their voice positively impacts product and process innovation and transformational leadership is a potential organizational factor to shape employee voice and process and product innovation. To the best knowledge, this is the first study that investigates the mediating role of employee voice between transformational leadership and process and product innovation in SMEs and developing country’s context.
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Elahe Hosseini, Saeid Saeida Ardekani, Mehdi Sabokro and Aidin Salamzadeh
A review of previous studies on the voices of employees and knowledge workers clarifies that paying attention to employees' voice is critical in human resource management…
Abstract
Purpose
A review of previous studies on the voices of employees and knowledge workers clarifies that paying attention to employees' voice is critical in human resource management. However, limited studies have been conducted on it, and much less emphasis has been placed compared to other human resource management activities such as human resource planning. Therefore, the voice of knowledge employees has been one of the critical issues that have attracted a great deal of attention recently. Nonetheless, there is no evidence of various comprehensive and integrated voice mechanisms. As a result, this study aims to design knowledge workers' voice patterns in knowledge-based companies specialising in information and communication technology (ICT) in Iran in May and June 2020.
Design/methodology/approach
This study is a qualitative grounded theory research. We collected the data from a target sample of 15 experts in knowledge-based ICT companies using in-depth semi-structured interviews. Since all the participants had practised the employee voice process, they were regarded as useful data sources. Data analysis was also performed using three-step coding (open, axial and selective) by Atlas T8, which eventually led to identifying 14 components and 38 selected codes. We placed identified components in a paradigm model, including Personality Characteristics, Job Factors, Economic Factors, Cultural Factors, Organisational Policies, Organisational Structure, Climate Of Voice in the Organisation, Management Factors, Emotional Events, Communications and Networking, Contrast and Conflict and, etc. Then, the voice pattern of the knowledge staff was drawn.
Findings
The results showed that constructive knowledge voice influences the recognition of environmental opportunities and, additionally, it helps the competitive advantages among the employees. By forming the concept of knowledge staff voice, it can be concluded that paying attention to knowledge staff voice leads to presenting creative solutions to do affairs in critical situations. The presentation of these solutions by knowledge workers results in the acceptance of environmental changes, recognition and exploitation of new chances and ideas, and sharing experiences in Iranian knowledge-based companies.
Practical implications
Strengthening and expanding the voice of employees in knowledge-oriented companies can pave the way to growth and development towards a higher future that prevents the waste of tangible and intangible assets.
Originality/value
Companies' ability to engage in knowledge workers is a vital factor in human resource management and strategic management. However, the employee voice has not been involved integrally in the context of corporate.
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Yuanyuan Lan, Yuhuan Xia, Shuang Li, Wen Wu, Jiaqi Hui and Hui Deng
The purpose of this study is to explore the relationship between supervisor and coworkers’ workplace incivility and newcomer proactive behaviors. Drawing on conservation of…
Abstract
Purpose
The purpose of this study is to explore the relationship between supervisor and coworkers’ workplace incivility and newcomer proactive behaviors. Drawing on conservation of resources (COR) theory, the authors examined resource depletion as a mediator and newcomer proactive personality, as well as their current organizational tenure as moderators of the relationship between workplace incivility toward newcomers and their proactive behaviors.
Design/methodology/approach
A time-lagged research design was used to test hypotheses with data covering 322 newcomers and their immediate supervisors in two subsidiaries of a large food processing company in China. Regression analysis using the PROCESS macro in SPSS is used to test the hypotheses.
Findings
The results show that workplace incivility toward newcomers is negatively related to their proactive behaviors. This relationship is mediated by resource depletion. Furthermore, newcomers’ proactive personality moderates the relationship between workplace incivility and resource depletion. Moreover, both the direct effect of workplace incivility on resource depletion and its indirect effect on newcomer proactive behaviors are moderated by the combination of newcomer proactive personality and their current organizational tenure.
Originality/value
Drawing on COR theory, a theoretical framework is constructed that specifies the process through which workplace incivility affects proactive behaviors to expand collective understandings of workplace incivility in the newcomer context. Furthermore, the boundary conditions of the underlying process are investigated, which further enhances the contribution of this paper to the extant literature on workplace incivility.
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Ahmad Raza Bilal, Tehreem Fatima, Muhammad Kashif Imran and Kamran Iqbal
This exploratory inquiry sheds light on the nature of victim (i.e. provocative and passive) and specific work context in shaping the perceived causes and outcomes of felt…
Abstract
Purpose
This exploratory inquiry sheds light on the nature of victim (i.e. provocative and passive) and specific work context in shaping the perceived causes and outcomes of felt workplace ostracism in teaching faculty of Pakistani higher educational institutions (HEIs) based on target-centric victimization framework.
Design/methodology/approach
This phenomenological research is based on data gathered from 30 ostracized teaching faculty members working in Pakistani public and private HEIs through in-depth semi-structured interviews. The interviews were tape-recorded, and transcription was entered in NVivo 12 Plus software to conduct thematic analysis.
Findings
This study found that provocative and submissive victim status, as well as the specific contextual factors in Pakistani HEIs (i.e. negative competition, cronyism, egoism and poor interpersonal relationships), is responsible for fostering workplace ostracism and yielding unique outcomes in each case.
Originality/value
This study has taken the scantly used target-centric victimization framework to distinguish the causes and consequences of workplace ostracism based on the nature of victim and work context in Pakistani HEIs .
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Saleh Bajaba, Abdulah Bajaba and Bryan Fuller
This paper aims to study followers' proactive personality (PP) as a personal resource in moderating the hindering impact of exploitative leadership (EL) on followers' job strain…
Abstract
Purpose
This paper aims to study followers' proactive personality (PP) as a personal resource in moderating the hindering impact of exploitative leadership (EL) on followers' job strain (JS).
Design/methodology/approach
Self-report data on EL, JS and PP were obtained from 113 working students in the USA, and a cross-sectional design was used. The data was analyzed using SPSS 27 through hierarchal multiple regression and the PROCESS macro.
Findings
The findings support the buffering role of PP on the hindering impact of EL on JS, such that followers with higher PP tend to buffer the positive relationship between EL and followers' JS.
Practical implications
This study recommends practitioners to hire proactive individuals and/or enable existing employees to engage in proactivity in the presence of exploitative leaders to better cope with their self-serving behaviors.
Originality/value
Using the conservation of resources (COR) theory, this study is the first to use PP as a personal resource that protects against and mitigates the negative impact of EL.
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Even though every decision a leader makes carries an element of risk, no review on the topic of leadership and risk has appeared in highly-ranked management journals in the past…
Abstract
Purpose
Even though every decision a leader makes carries an element of risk, no review on the topic of leadership and risk has appeared in highly-ranked management journals in the past 20 years. This is in contrast to the discipline of psychology in which leadership and risk receives considerable attention, particularly in the field of heroism studies. In the context of the established body of research on the topic of leadership and risk in the discipline of psychology, this review therefore explores the research on leadership and risk in highly-ranked management studies’ journals.
Design/methodology/approach
The review was conducted in five stages. During phase 1, journal rankings were used as basis to determine which highly-ranked journals to include in the review. Phase 2 focused on identifying all relevant articles in the journals included in our review. We searched for articles published from 2000 to 2021 with the words “risk” or “danger” and “leader” or “leadership” in their abstracts. In phase 3, the author analysed the abstracts of the articles in depth to determine whether the keywords were included on the basis of an explicit scholarly reflection or research on leadership and risk. Phase 4 focused on analysing articles' treatment of leadership and risk, and assigning key words and key phrases. Finally, during phase 5 key words and key phrases were clustered together thematically.
Findings
This study analysis yielded six thematic clusters. The first two clusters – on risk appetite of followers and leaders – are closely related. In total, 12 journal articles explored these themes. The remaining thematic clusters contain four and seven articles each. These clusters are risk, creativity and innovation; risk and failure; risk in dangerous contexts; and risk and gender. Nine of the selected articles did not fit in any of the thematic clusters.
Originality/value
The review reveals a significant lack of research on leadership and risk in highly-ranked management studies’ journals. The author found that the topic of leadership and risk is approached in a binary fashion: successful leaders are viewed as using risk to drive innovation and unsuccessful leaders fail because of risk. The author argues that the heroic bias in leadership research could be partly blamed for this binarism. In practical terms, the author highlights that the growing importance of chief risk officers – leaders appointed to deal with company risk – indicates a clear need for research on leadership and risk in general management studies’ journals.
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Baek-Kyoo (Brian) Joo, So Kyum Yoon and Diane Galbraith
In a knowledge-based economy, employees’ perception of psychological safety in their wok unit is critical for group conflict. The purpose of this study is to investigate the…
Abstract
Purpose
In a knowledge-based economy, employees’ perception of psychological safety in their wok unit is critical for group conflict. The purpose of this study is to investigate the mediating role of psychological safety between the predictors (i.e. organizational trust and empowering leadership) and the outcome variable, group conflict.
Design/methodology/approach
Data was drawn from 633 employees from a global automobile company headquartered in South Korea. Construct validity of the measurement model was examined using a confirmatory factor analysis. The hypothesized model was tested by a structural equation modeling and the bootstrap analysis.
Findings
Organizational trust and empowering leadership accounted for 68% of the variance in employees’ psychological safety. The three antecedents (i.e. organizational trust, empowering leadership and psychological safety) explained 20% of the variance in group conflicts. Psychological safety significantly and fully mediated the relationship between organizational trust and group conflict and the relationship between empowering leadership and group conflict.
Practical implications
Human resources and organization development professionals can help employees feel more psychologically safe in an organization by developing empowering leaders and making more trustworthy organizational culture. When employees perceive a high level of psychological safety, they are likely to feel less conflict in their team.
Originality/value
This study examined the antecedents and consequences of psychological safety of knowledge workers in a non-Western cultural context. Psychological safety played a pivotal role as a mediator. To the best of the authors’ knowledge, this is the first study that empirically found the direct link between organizational trust and psychological safety and the relationship between empowerment leadership and psychological safety.
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Weilin Su, Bei Lyu, Hui Chen and Yanzi Zhang
With the rapid development of the service industry, service innovation has gradually become a hot topic in business today. How to further improve employees' service innovative…
Abstract
Purpose
With the rapid development of the service industry, service innovation has gradually become a hot topic in business today. How to further improve employees' service innovative behaviors has become critical to organizations' survival and success. Servant leadership, as a leadership style characterized by serving others, is closely related to employees' service innovative behaviors. Therefore, the purpose of this study is to develop a theoretical framework to examine the influence of servant leadership on employees' service innovative behavior, the mediating role of intrinsic motivation and the moderating role of identification with the leader.
Design/methodology/approach
To test the theoretical model, a multi-time survey method was used to collect data from 381employees from a large high-tech company in Mainland China.
Findings
The results confirm that servant leadership can promote employees' service innovative behavior and intrinsic motivation. Meanwhile, employees' intrinsic motivation partly mediates the influence of servant leadership on their service innovative behavior. Moreover, this mediating relationship is conditional on the moderating role of individual identification with the leader in the path from servant leadership to individual intrinsic motivation.
Research limitations/implications
The key limitation of this study lies in the representativeness of sample data, which is the convenience of non-probability sampling and self-reported data only from a large high-tech company in China.
Practical implications
This study not only further verified a promotion factor of individual service innovative behavior from the perspective of leader influence, but also enriched the understanding of the positive influence of servant leadership on employees.
Originality/value
This study is the first to examine the relationships among servant leadership, employees' intrinsic motivation, identification with the leader and service innovative behavior. The results may help to open the “black box” of the relationship between servant leadership and employees' service innovative behavior by introducing their intrinsic motivation. The conclusions also indicate employees' identification with the leader is an important boundary condition among their relationships. Particularly, it not only moderates the relationship between servant leadership and intrinsic motivation, but also moderates the mediating role of intrinsic motivation.
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