Reverse mentoring, job crafting and work-outcomes: the mediating role of work engagement

Transformational leadership and work engagement as mediators on nurses' job performance in healthcare clinics: work environment as a moderator

PURPOSE

This study aims to investigate the mediating effect of transformational leadership (TL) and work engagement (WE) on health-care clinic nurses' performance and the crucial role of these variables in the work environment (WEV).

DESIGN/METHODOLOGY/APPROACH

Data were collected from 353 nurses working across various health-care clinics in the United Arab Emirates. This study used descriptive correlational statistics from the Statistical Package for the Social Sciences, the Pearson correlation coefficient, confirmatory factor analysis for model validity, Cronbach's alpha for reliability and path analysis to determine the results.

FINDINGS

The relationship between TL and job performance among nurses in health-care clinics was strongly influenced by WE. In addition, a moderate WEV increased the positive influence of TL on job accomplishment. Furthermore, there were no statistically significant differences between the participants' demographics characteristics and the main variables of the study.

PRACTICAL IMPLICATIONS

Health-care management can support and enhance nurses' job performance through TL, create a more structured WEV and support WE.

ORIGINALITY/VALUE

This study involves a specific investigation into WE as a mediator, WEV as a moderator and the effect of TL on nurses' job performance.

The Effect of Job Crafting on Performance and Satisfaction: Physical Engagement as a Mediator and Cognitive and Emotional Engagement as Moderators

This study explores the relationship between job crafting on task performance and job satisfaction among faculty members in higher educational institutions. A conceptual model was developed wherein the moderating role of cognitive and emotional engagement and the mediating role of physical engagement in influencing the task performance. Data was collected from 592 faculty members from higher educational institutions in southern India. First, the instrument’s psychometric properties were checked by performing structural equation modelling using the LISREL package. The hypothesized relationships were tested using Hayes’ PROCESS macros. The findings indicate that (a) job crafting and physical engagement are positively related to task performance, (b) job crafting is positively related to physical engagement, (c) physical engagement mediates the relationship between job crafting and task performance and (d) task performance mediates between job crafting and job satisfaction. The results also suggest that cognitive engagement moderates between job crafting and physical engagement.

Furthermore, emotional engagement (second moderator) moderates the relationship between job crafting and cognitive engagement (first moderator) in influencing task performance mediated through physical engagement. The three-way interaction between task crafting, emotional engagement and cognitive engagement in influencing physical engagement is a novel contribution of this study. The implications for theory and practice in human resource management and personnel psychology are discussed.

The interplay between leaders’ personality traits and mentoring quality and their impact on mentees’ job satisfaction and job performance

This study focuses on examining the role of leaders’ Five-Factor Model (FFM) personality traits in their mentoring quality and mentees’ job satisfaction. It has also examined how leaders’ mentoring quality impacts mentees’ job satisfaction, leading to their job performance at the workplace. The study used an explanatory research methodology to determine the cause-and-effect relationship between mentors’ FFM personality characteristics, mentoring quality, and mentees’ job satisfaction and job performance. The study was based on path-goal theory and the Big Five-Factor Model of personality characteristics, and a questionnaire was utilized to collect information on the model’s constructs. Following the non-probability convenience sampling technique, the empirical data were collected from the academic and non-academic staff of public and private higher education institutions (HEIs) located within Pakistan on five-point Likert scale. The proposed hypotheses were tested by using PLS software. Four main conclusions were derived from this study. First, the leaders’ openness to new experiences, agreeableness, and emotional stability substantially influenced the mentees’ job satisfaction. Surprisingly, the leaders’ conscientiousness and extraversion qualities did not affect the job satisfaction of the mentees. Second, the findings demonstrated that the openness to experience, conscientiousness, and extroversion has a considerable influence on leaders’ mentoring quality, but agreeableness and emotional stability have a negligible impact. Third, the mentoring quality of the leader had a substantial effect on the job satisfaction and work performance of the mentees. Fourth, this study confirmed the belief that mentees’ job satisfaction has a favorable influence on their job performance within the context of Pakistan’s educational sector. The current study’s findings provided valuable insights to the educational institutions about which personality traits they need to foster in their leaders, making them an excellent leader to enhance their mentees’ job satisfaction and job performance within their organizational settings.

Leader secure-base support and organizational learning culture: synergetic effects on employee state promotion focus and approach job crafting

Purpose

Leader secure-base support, consisting of leader availability, noninterference and encouragement of growth, has important implications for stimulating employee proactivity. This study is aimed at examining whether, why and when leader secure-base support may motivate employees to engage in approach job crafting behavior. Drawing upon regulatory focus theory, we propose leader secure-base support is positively associated with employee approach job crafting via employee state promotion focus. Based on cue consistency theory, we further examine the moderating role of organizational learning culture in the associations of leader secure-base support with employee state promotion focus and subsequent approach job crafting.

Design/methodology/approach

Two-wave data were collected from 281 Chinese workers. Path analyses with Mplus 7 were conducted to test the hypotheses.

Findings

As predicted, we found that leader secure-base support was positively related to employee state promotion focus and, in turn, facilitated employee approach job crafting. Moreover, organizational learning culture accentuated the impact of leader secure-base support on employee job crafting process.

Originality/value

This study is the first to examine the influence of leader secure-base support on employee job crafting. It also identifies a boundary condition for such an influence.