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Article
Publication date: 22 June 2023

Jason Spedding, Paula Brough, Amy Jane Hawkes and Xi Wen Chan

Due to the proliferation of measures (and conceptualisations) employed to assess shared leadership behaviours, it is unclear to researchers and practitioners which specific team…

Abstract

Purpose

Due to the proliferation of measures (and conceptualisations) employed to assess shared leadership behaviours, it is unclear to researchers and practitioners which specific team behaviours should be encouraged and which measures should be included in research to enhance team effectiveness outcomes. To address this issue, this research tests 11 shared leadership scales to identify which measures and behaviours exhibit the strongest relationship with team effectiveness.

Design/methodology/approach

This research utilises survey methods (n = 328) to test the measurement of shared leadership using 11 previously validated scales. This novel approach uses structural equation modelling techniques (SEM) to compare and contrast multiple measures targeting a single underlying construct.

Findings

Across the 11 measures tested (drawn from three theoretical perspectives), no single scale demonstrated a superior ability to assess shared leadership (based on model-fit and effect size exhibited). Nevertheless, the results indicated that measures assessing shared transformational leadership were most highly related to team effectiveness; whilst the shared leadership density measure (using social network techniques) exhibited the weakest relationship.

Research limitations/implications

Limitations of this research include the use of a student sample (although participants were screened based on their current employment in a team environment), and the individual assessment of shared leadership rather than team assessment. These findings indicate that shared transformational leadership behaviours are highly related to perceptions of team effectiveness. It is recommended future research define and delineate between constructs of interest, including general forms shared leadership (i.e. shared leadership broadly defined) and more specific forms of shared leadership (e.g. shared transformational leadership [narrowly defined]).

Practical implications

It is recommended that interventions and/or training designed to enhance team shared leadership outcomes should specifically target shared transformational leadership behaviours; especially when aiming to increase beneficial team outcomes such as effectiveness or potency.

Originality/value

This research is novel in both advancing our understanding of the shared leadership behaviours needed to enhance team effectiveness; and in methodological approaches comparing and contrasting multiple measures of a single latent construct.

Details

Leadership & Organization Development Journal, vol. 44 no. 4
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 27 September 2021

Alex Bradley, Haijiang Li, Honglei Qin, Wen Xi, Daniel Peel and Nicholas Nisbet

Defining building information modelling (BIM) standards for the infrastructure domain is a central issue to the successful implementation of BIM in civil engineering domains. To…

Abstract

Purpose

Defining building information modelling (BIM) standards for the infrastructure domain is a central issue to the successful implementation of BIM in civil engineering domains. To this end, this paper aims to present a requirements and process analysis for the ports and waterways domain to address the lack of BIM standards development, using the information delivery manual (IDM) approach and the ethos of openBIM standards.

Design/methodology/approach

This research uses the IDM approach. This involves the definition of use cases, process maps, exchange scenarios and subsequent exchange requirements. All these developments were sourced and validated by a series of international industry consultations.

Findings

The paper identifies 30 domain relevant use cases collated from existing sources and new cases. An overview and detailed ports and waterways process map (defining actors, activities and data exchanges). The process maps highlighted 38 exchange scenarios between various activities. Various exchange requirements were defined and are discussed in the context of the required information exchange model and the extensions required to fulfil the needs of the domain. The analysis provides the core information for the next steps of development for a substantial extension to the Industry Foundation Classes and the supporting data dictionary standards.

Research limitations/implications

Because of the international scope of the research, the outcomes can be applied by any stakeholders in the domain of ports and waterways. Therefore, some variation is expected at a national and organizational level. This research has the potential to accelerate the adoption of openBIM standards within the ports and waterways domain leading to increases in efficiency, collaborative working.

Originality/value

This paper reviews the requirements of an identified gap in the provision of openBIM standards relevant and applicable to the domain of ports and waterways.

Details

Construction Innovation , vol. 22 no. 4
Type: Research Article
ISSN: 1471-4175

Keywords

Article
Publication date: 28 May 2020

Parveen Kalliath, Thomas Kalliath, Xi Wen Chan and Christopher Chan

Drawing on the conservation of resources theory and social exchange theory, this study aims to examine the underlying relationships linking work-to-family enrichment (WFE) and…

1937

Abstract

Purpose

Drawing on the conservation of resources theory and social exchange theory, this study aims to examine the underlying relationships linking work-to-family enrichment (WFE) and family-to-work enrichment (FWE) to perceived supervisor support and ultimately, job satisfaction among social workers.

Design/methodology/approach

Data were collected from members of a social work professional body (n = 439) through an internet-based questionnaire and analysed using confirmatory factor analysis and structural equation modelling.

Findings

Perceived supervisor support mediated the relationships between work–family enrichment (specifically, WFE-Development, WFE-Affect and FWE-Efficiency) and job satisfaction.

Research limitations/implications

Social workers who worked in a positive work environment that uplifts their moods and attitudes (WFE-Affect), have access to intellectual and personal development (WFE-Development) and felt supported by their supervisors reported higher levels of job satisfaction. Those who possessed enrichment resources were found to be more efficient (FWE-Efficiency) also perceived their supervisors to be supportive and experienced higher job satisfaction. Future studies should consider other professional groups and incorporate a longitudinal design.

Practical implications

Promoting work–family enrichment among social workers can contribute to positive work outcomes such as perceived supervisor support and job satisfaction. HR practitioners, supervisors and organisations can promote work–family enrichment among social workers through introduction of family-friendly policies (e.g. flexitime, compressed workweek schedules) and providing a supportive work–family friendly environment for social workers.

Originality/value

Although several work–family studies have linked work–family enrichment to job satisfaction, the present study shows how each dimension of WFE and FWE affects social workers' job satisfaction.

Details

Personnel Review, vol. 49 no. 9
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 3 August 2020

Xi Wen Chan, Thomas Kalliath and David Cheng

Research has largely shown that supervisors' negative emotions lead to subordinates' negative emotions and detrimental work outcomes, but recent studies are showing that…

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Abstract

Purpose

Research has largely shown that supervisors' negative emotions lead to subordinates' negative emotions and detrimental work outcomes, but recent studies are showing that supervisor negative emotions may yield both negative and positive subordinate behaviours. Drawing on the work–home resources model, this research sought to unpack the interpersonal, cross-domain effects of supervisor negative emotions on subordinate cognitive work engagement and family undermining through subordinate perceived leader effectiveness and self-efficacy to manage work and life.

Design/methodology/approach

To test the relationships, confirmatory factor analysis and structural equation modelling were conducted on time-lagged dyadic data collected from 372 supervisor–subordinate pairs.

Findings

Results revealed that supervisor negative emotions led to higher levels of subordinate cognitive work engagement and family undermining.

Research limitations/implications

Supervisor negative emotions had unintended consequences on subordinates' work and family outcomes – they enhanced subordinates' cognitive work engagement (positive work outcome) but also increased subordinates' family undermining (negative family outcome). Future studies could benefit from a diary study with a within-subject design since emotions are known to fluctuate in a day.

Practical implications

This research provides supervisors with insights about the consequences of their negative emotions on their subordinates, calls upon organisations to provide cognitive regulation training, and encourages subordinates to develop self-efficacy in managing their work and life.

Originality/value

This study is among the first to incorporate self-efficacy to manage work and life as a personal resource and subordinate family undermining as an outcome of supervisor negative emotions, which enhances understanding of the resource allocation and loss processes between supervisors and subordinates.

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