Leader vision, organizational inertia and service hotel employee creativity: Role of knowledge-donating

Leader humility and employees' creative performance: the role of intrinsic motivation and work engagement

Drawing on the job demand-resource (JD-R) model and self-determination theory (SDT), this study examines the relationship between humble leadership and employees' creative performance, taking into account the sequential mediating role of intrinsic motivation and work engagement. The sequential mediation model was tested using two-wave questionnaire data collected from employees and their supervisors (n = 350) in the telecommunication sector of Pakistan. Data were processed and examined using SPSS and AMOS. The results revealed significant positive relationships among all variables. Further, it was found that intrinsic motivation and work engagement sequentially but partially mediated the positive relationship between humble leadership and creative performance. The theoretical and practical implications are discussed at the end.

A moderated-mediation analysis of abusive supervision, fear of negative evaluation and psychological distress among Egyptian hotel employees

By integrating cognitive appraisal and social exchange theories, this paper examines the linkage of supervisors' abusive reactions with psychological distress through their subordinates' fear of negative evaluation. This paper also investigates the moderating role of negative reciprocity. Data were gathered from 412 employees at 15 five-star hotels in Egypt and analyzed using PROCESS 4.0 macro in SPSS (Model 5). The findings revealed that abusive supervision was strongly positively connected with psychological distress caused by FNE. Furthermore, negative reciprocity may reduce the abusive supervision-psychological distress relationship. The positive effect of abusive supervision on psychological distress was weaker among hotel employees who held high levels of negative reciprocity. The PROCESS and narratological results highlight the need of taking negative reciprocity into account while investigating undesirable workplace behavior (i.e., abusive acts of supervisors) in the hospitality context by providing fruitful theoretical and practical contributions.

Supplementary Information

The online version contains supplementary material available at 10.1007/s12144-022-03822-4.

How and When Does Visionary Leadership Promote Followers’ Taking Charge? The Roles of Inclusion of Leader in Self and Future Orientation

Purpose

Methods

Results

Conclusion

Managing Organizational Inertia: Indonesian Family Business Perspective

The ability to transform on a regular basis is critical in the effort to adapt to external challenges; however, changes to an organization's fundamental characteristics may increase the likelihood of failure. Because of this, organizational restructuring efforts appear to engender cynicism, which appears to be one of the most significant obstacles facing contemporary businesses, particularly in this area. Organizational inertia is the term used to describe this aversion to change, as well as the desire to maintain the current status quo. A new organizational culture capable of combating the incidence of organizational stagnation is required by massive social, economic, and technological difficulties, and firms that employ the concept of empowering leadership will be able to meet these challenges. For the purposes of this study, a framework for discussing the phenomena of organizational cynicism was developed and implemented.