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Yagi K, Iida J, Fuji K. The positive role of authentic leadership in organizations negatively affected by cognitive diversity. Front Psychol 2024; 15:1276585. [PMID: 38725954 PMCID: PMC11079139 DOI: 10.3389/fpsyg.2024.1276585] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 08/12/2023] [Accepted: 04/09/2024] [Indexed: 05/12/2024] Open
Abstract
Workplace diversity has recently gained increasing significance and urgency in business organizations. This promotion may stem from information processing, and specifically from information elaboration. Information elaboration leverages diverse task-related information and skills possessed by members, fostering the exchange of diverse perspectives, elaborate discussions, and achieving high team performance. In this context, cognitive diversity, encompassing members' knowledge, skills, and perspectives, may have a positive impact. However, some previous studies suggest that cognitive diversity can lead to affective conflict and impede information processing. In organizations with highly homogeneous social and cultural backgrounds, cognitive diversity may not be effectively utilized in the information elaboration process, potentially yielding negative effects. Authentic leadership is recognized as a significant contributor to facilitating team processes including information processing, with various studies demonstrating its effectiveness. This study hypothesized that cognitive diversity negatively affects the information elaboration process, while authentic leadership has a positive effect. To test these hypotheses, we employed multilevel structural equation modeling analysis based on data collected from 375 respondents in 90 teams across various industries in Japan. The results showed that cognitive diversity negatively affects information elaboration at the individual level. By contrast, authentic leadership positively affects information elaboration at both individual and team levels. These findings suggest that the effect of cognitive diversity on information processing in the workplace may not always be positive, particularly in a sociocultural context that values homogeneity, as observed in Japanese organizations. This study advances the literature on authentic leadership by validating its effect on information elaboration and provides practical implications for diversity management. Additionally, it underscores the effectiveness of authentic leadership in leveraging team members' cognitive diversity to facilitate information elaboration.
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Affiliation(s)
| | - Junko Iida
- Faculty of Human Sciences, University of Tsukuba, Tsukuba, Japan
| | - Kei Fuji
- Faculty of Human Sciences, University of Tsukuba, Tsukuba, Japan
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Yasmeen A, Khan MM, Ahmed SS. A hurting embrace does not last long: toxicity of abusive supervision erodes leader and organizational identification to cause turnover intention. J Health Organ Manag 2023; ahead-of-print. [PMID: 38047490 DOI: 10.1108/jhom-03-2023-0082] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 12/05/2023]
Abstract
PURPOSE The study aims to investigate the mediating roles of leadership identification and organizational identification linking abusive supervision to employees' turnover intention. DESIGN/METHODOLOGY/APPROACH Using a self-administer survey design, data were collected from 229 nursing workforce employed in hospitals located in Karachi. FINDINGS The research findings show that abusive supervision has a considerably positive influence on turnover intention. The findings also show that abusive supervision negatively affects nurses' leadership identification and organizational identification. Leadership identification and organizational identification were found to be negatively related to nurses' turnover intention. Finally, leadership identification and organizational identification were found to parallelly mediate the relationship between abusive supervision and turnover intention. ORIGINALITY/VALUE This study helped uncover the previously unknown parallel mediating mechanism of organizational identification and leadership identification. Additionally, abusive supervision was found to negatively affect employees' leadership identification.
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Affiliation(s)
- Atiya Yasmeen
- Department of Management Sciences, Bahria University-Karachi Campus, Karachi, Pakistan
| | - Muhammad Mumtaz Khan
- Business Studies Department, Bahria University-Karachi Campus, Karachi, Pakistan
| | - Syed Saad Ahmed
- Business Studies Department, Bahria University-Karachi Campus, Karachi, Pakistan
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3
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Jun K, Hu Z, Lee J. Examining the Influence of Authentic Leadership on Follower Hope and Organizational Citizenship Behavior: The Mediating Role of Follower Identification. Behav Sci (Basel) 2023; 13:572. [PMID: 37504019 PMCID: PMC10376244 DOI: 10.3390/bs13070572] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 06/09/2023] [Revised: 07/02/2023] [Accepted: 07/07/2023] [Indexed: 07/29/2023] Open
Abstract
Authentic leadership's influence on follower outcomes through the mediating roles of identification with the supervisor and social identification forms the core purpose of this research. By studying this less explored relationship within leadership studies, we aim to elucidate how these factors interrelate within the context of follower hope and organizational citizenship behavior (OCB). Using a quantitative methodology, we gathered and analyzed data from a sample of 241 employees across various South Korean businesses. Our main findings reveal that a follower's identification with the supervisor significantly mediates the relationship between perceived authentic leadership and follower outcomes, such as hope and OCB. Concurrently, the study found that strengthening employee identification with their work group positively enhances these outcomes. From these findings, we conclude that authentic leadership can effectively drive follower identification, fostering beneficial outcomes, such as hope and OCB. It also suggests that workplaces that promote authentic leadership and a culture of strong supervisor and social identification can effectively enhance overall employee well-being and organizational performance.
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Affiliation(s)
- Kiho Jun
- Faculty of Business and Management, BNU-HKBU United International College, Zhuhai 519087, China
| | - Zhehua Hu
- Faculty of Business and Management, BNU-HKBU United International College, Zhuhai 519087, China
| | - Joonghak Lee
- College of Business, Gachon University, Seongnam-Si 13120, Republic of Korea
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Zhang T, Sun W, Rong X, Mu J. Home bias and employee social responsibility: Identification vs. benefit exchange. PLoS One 2022; 17:e0278541. [PMID: 36480576 PMCID: PMC9731460 DOI: 10.1371/journal.pone.0278541] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [MESH Headings] [Grants] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 05/28/2022] [Accepted: 11/18/2022] [Indexed: 12/13/2022] Open
Abstract
Employees, as the most valuable assets and critical sources of competitive advantage in enterprises, are among the important stakeholders in enterprises. Employee social responsibility (ESR) has been a continually important research interest in the field of enterprise social responsibility. However, in the literature, few studies explore how personal features affect employee social responsibility. Thus, sampling China's listed companies from 2006 to 2019, we investigate how the home bias of senior executives influences enterprises' employee social responsibility. We identify home bias based on whether a chairperson's or CEO's hometown matches the firm's registration place. Three main results are obtained. First, the home bias of both CEOs and chairpersons can improve the corporate fulfillment of employee social responsibility. Second, further cost-benefit analysis shows that this result is due to not only identification but also benefit exchange. Although senior executives' home bias significantly decreases employee turnover rate, enterprises absorb more employment, which significantly increases their redundant personnel costs. Therefore, firms should balance the potential benefits and costs incurred by home bias via trade-off. Third, in firms facing less market competition, firms with more governmental subsidies or state-owned firms, senior executives' home bias has a more significant promoting effect on the fulfillment of ESR, supporting the view of benefit exchange. Accordingly, by extending theories on the effects of senior executives' home bias and enriching the ESR literature, this paper has important practical value, our findings can guide and promote firms to perform ESR while actively complying with a national policy for stabilizing employment and ensuring people's well-being.
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Affiliation(s)
- Tingting Zhang
- School of Finance, Southwestern University of Finance and Economics, Chengdu, Sichuan, China
| | - Wenjing Sun
- School of Accounting, Southwestern University of Finance and Economics, Chengdu, Sichuan, China
| | - Xing Rong
- School of Finance, Southwestern University of Finance and Economics, Chengdu, Sichuan, China
| | - Jingyi Mu
- School of Finance, Southwestern University of Finance and Economics, Chengdu, Sichuan, China
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5
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The Impact of Leadership on Boosting Employee Creativity: The Role of Knowledge Sharing as a Mediator. ADMINISTRATIVE SCIENCES 2022. [DOI: 10.3390/admsci12040175] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/27/2022] Open
Abstract
In this study, we examined the role that knowledge sharing plays in mediating the relationship between the employee trust in leadership and employee innovation in the service sector in the United Arab Emirates (UAE). We included 346 people employed in the service industry. According to the study’s findings, having faith in one’s leader has a beneficial and discernibly positive impact on the degree to which employees share their knowledge and innovate. Knowledge sharing has a positive and substantial effect on the creativity of employees, and vice versa. According to the study’s findings, the openness of leaders partially mediates the willingness of employees to try new things and share information, which is a consequence of the trust that employees have in their leaders and their willingness to experiment with new concepts.
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Li Q, She Z, Gu J. Managerial coaching and employee knowledge sharing: A daily diary study. JOURNAL OF OCCUPATIONAL AND ORGANIZATIONAL PSYCHOLOGY 2022. [DOI: 10.1111/joop.12402] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/28/2022]
Affiliation(s)
- Quan Li
- Business School Nankai University Tianjin China
| | - Zhuolin She
- School of Public Administration and Policy Renmin University of China Beijing China
| | - Jun Gu
- Department of Management Macquarie University Sydney New South Wales Australia
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Online knowledge sharing and creativity in the context of working from home during the COVID-19 pandemic. VINE JOURNAL OF INFORMATION AND KNOWLEDGE MANAGEMENT SYSTEMS 2022. [DOI: 10.1108/vjikms-03-2022-0078] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The COVID-19 lockdown has forced many organizations and employees to work from home. In such uncertain and unprecedented context, it is crucial for organizations to stimulate their employees’ creativity to adapt to new working environment and thus to sustain and improve organizational performance. This paper aims to examine how to stimulate employees’ creativity by focusing on their online knowledge sharing (OKS) behaviors, their use of online platforms and their organizations’ innovation climate in a working from home (WFH) context because of the lockdown. For empirical analysis, this research uses data from Vietnam – a developing country in the Southeast Asia.
Design/methodology/approach
Data are collected from employees working in Ho Chi Minh City but WFH during the COVID-19 lockdown. Structural equation models are used for analyzing the data.
Findings
Online platform use and organizational innovation climate are positively associated with creativity directly and indirectly via the mediating roles of internal and external OKS.
Research limitations/implications
This research provides policymakers, organizational leaders and managers with an important evidence on how to stimulate creativity by emphasizing the roles of knowledge sharing, online platforms and innovation climate. Accordingly, relevant practical implications are also drawn to sustain or improve organizational performance in the context of WFH context because of COVID-19 lockdown. This research also contributes to knowledge management literature by providing an evidence on the relationships between online platform use, organizational innovation climate, OKS and creativity.
Originality/value
This research is among the early attempts that explore the associations between employees’ use of online platforms, their organizations’ innovation climate, their internal and external OKS behaviors and their creativity in the context of WFH because of a lockdown.
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Liang K, Lin S, Liu J, Zhu Y. Unlock the innovation potential of meaning of work: An empirical study of scientific and technological workers in China. Front Psychol 2022; 13:870318. [PMID: 35936348 PMCID: PMC9355324 DOI: 10.3389/fpsyg.2022.870318] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 02/06/2022] [Accepted: 06/28/2022] [Indexed: 11/13/2022] Open
Abstract
Creativity and innovation have significantly increased in the past years. Amabile and Pratt were the leading proponents of creativity who integrated a dynamic componential model of creativity and innovation in organizations. The present study discusses the concept of innovative behavior within the scientific and technological environment based on the dynamic componential model of creativity and innovation and the Triadic Reciprocal Determinism Theory. The study investigates the mediating effect of achievement motivation and the moderating effect of the organizational innovative climate between the meaning of work and innovative behavior. Meaning of work has a positive impact on innovative behavior based on the structural equation modeling and the results of data collected from the survey of 4,666 scientific and technological workers in China. In addition, achievement motivation plays a partial intermediary role between the meaning of work and innovative behavior. However, innovation within organizational climate plays a negative regulatory role between achievement motivation and innovative behavior. The study finds some existing weaknesses through the Importance-Performance Map Analysis. Lastly, we examine the critical findings and present hypothetical suggestions.
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Deng B, Cao J, Huang J, Wu J. The Influence of Innovation Climate on Creative Role Identity: The Mediating Role of Flow. Front Psychol 2022; 13:866464. [PMID: 35686075 PMCID: PMC9172635 DOI: 10.3389/fpsyg.2022.866464] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 01/31/2022] [Accepted: 04/27/2022] [Indexed: 11/13/2022] Open
Abstract
Creative role identity is an important antecedent of innovative behaviors. Both the mechanism of how external factors and individual factors affect the formation of creative role identity and details of this process have yet to be discovered. Based on data collected from 226 students in 6 classes at a university in Guangdong during the development of innovative projects, the influence of innovation climate on the students' creative role identity, especially the mediating effect of flow, was investigated. The results show that the innovation climate has a positive impact on creative role identity and that flow plays a partial mediating role in this relationship.
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Affiliation(s)
- Baijun Deng
- School of Innovation and Entrepreneurship, Guangzhou Panyu Polytechnic, Guangzhou, China.,Programs' Development Department-DBA Office, Montpellier Business School, Montpellier, France
| | - Jijuan Cao
- School of Innovation and Entrepreneurship, Guangzhou Panyu Polytechnic, Guangzhou, China
| | - Jieqi Huang
- School of Innovation and Entrepreneurship, Guangzhou Panyu Polytechnic, Guangzhou, China
| | - Jun Wu
- School of Innovation and Entrepreneurship, Guangzhou Panyu Polytechnic, Guangzhou, China
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Zhong X, Peng Q, Wang T. Leader reward omission and employee knowledge sharing: the moderating role of proactive personality and perceived organizational unfairness. BALTIC JOURNAL OF MANAGEMENT 2022. [DOI: 10.1108/bjm-02-2022-0045] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeBased on social dilemma theory, the authors analyze the impact of leader reward omission on employee knowledge sharing and the boundary conditions in their relationship.Design/methodology/approachThis study tested the theoretical hypotheses based on empirical data obtained from 264 employees using a two-wave survey method.FindingsThe results indicate that leader reward omission significantly negatively affects employee knowledge sharing. An employee's proactive personality weakens the negative relationship between them; the weakening effects of an employee's proactive personality would decrease along with the perceived increase in organizational unfairness.Originality/valueThis study provides the first insight that leader reward omission can inhibit employee knowledge-sharing behavior. In addition, this study shows that an individual proactive personality and perceived organizational unfairness moderate the relationship between leader reward omission and employee knowledge behavior. Thus, this study provides a more comprehensive understanding of whether and when leader reward omission affects employee knowledge sharing.
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11
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Responsible Leadership and Sustainable Development in East Asia Economic Group: Application of Social Exchange Theory. SUSTAINABILITY 2022. [DOI: 10.3390/su14106020] [Citation(s) in RCA: 2] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
This study aimed to investigate the integrated relationship of responsible leadership, knowledge sharing, and sustainable performance, drawing from social exchange theory. Data from 264 employees of manufacturing firms in China were collected using online survey forms, exhibiting a response rate of 52.80 percent. Subsequently, the partial least square-structural equation modelling (PLS-SEM) was applied to examine responsible leadership’s direct and indirect effect on sustainable performance. Current empirical evidence revealed that responsible leaders influence sustainable performance significantly among these firms. Moreover, knowledge sharing has partially mediated the link between responsible leadership-sustainable performance. Overall, the present study contributed to the responsible leadership theory and enriched the literature on sustainable development, where it was found that responsible leaders play a critical role in the latter. Policymakers and practitioners in organisations should take the initiative in fostering specific leadership training and knowledge sharing activities. Accordingly, several recommendations were suggested to policymakers, in which strong leadership is considered the primary role behind several organisational aspects. These aspects include success, knowledge, and information, encouraging sustainable development goals.
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Le PB, Nguyen DTN. Stimulating knowledge-sharing behaviours through ethical leadership and employee trust in leadership: the moderating role of distributive justice. JOURNAL OF KNOWLEDGE MANAGEMENT 2022. [DOI: 10.1108/jkm-06-2021-0462] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
Drawing on social exchange theory, this paper aims to clarify the influences of ethical leadership (EL) on knowledge-sharing (KS) behaviours of employees through the mediating roles of affective- and cognitive-based trust in leadership. This work further offers deeper insight into the moderating mechanism of distributive justice in the EL–KS relationship.
Design/methodology/approach
Structural equation modelling (SEM) is used to investigate the influential degree of EL, aspects of employee trust in leadership and distributive justice on employee behaviours towards tacit and explicit knowledge via data collected from 339 participants in 75 Vietnamese firms.
Findings
The empirical findings reveal that employee trust in leadership positively mediates the relationship between EL and KS behaviours. In particular, distributive justice significantly fosters the impacts of EL on tacit and explicit KS behaviours.
Practical implications
Managers and practitioners should strengthen EL practices to build and maintain employee trust in them for promoting KS behaviours. In addition, research highlights the necessity of establishing distributive justice in organisations to enhance the effect of EL on KS behaviours of employees.
Originality/value
This paper is unique in its attempts to advance the insights on the theory of leadership and knowledge management by investigating the different moderated-mediation mechanisms in the relationship between EL and specific aspects of KS behaviours.
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The Influence of Leadership Style in China SMEs on Enterprise Innovation Performance: The Mediating Roles of Organizational Learning. SUSTAINABILITY 2022. [DOI: 10.3390/su14063249] [Citation(s) in RCA: 4] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/10/2022]
Abstract
This study explores the relationship among leadership styles (transformation and transaction types), organization learning, and enterprise innovation performance in China SMEs. The main purpose of this study is to find out the innovation performance of Chines SMEs, according to leadership styles. Thus, we collected data from 417 Chinese consumers through on/off line. The major empirical findings are as follows. First, the transformation leadership and transactional leadership style have a positive impact on organizational learning. Second, the research results of this study verify the positive impact of leadership style on innovation performance. Third, organizational learning has a forward impact on innovation performance. We conclude that organizational learning has a partial intermediary role on the relationship between leadership styles and enterprise innovation performance. This study enriches and expands research in leadership style and innovative performance, thus rationalizing improvements in corporate innovation performance. This study also contributes to the provision of theoretical support for leadership decisions of enterprises and other types of of organization.
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Bracht EM, Monzani L, Boer D, Haslam SA, Kerschreiter R, Lemoine JE, Steffens NK, Akfirat SA, Avanzi L, Barghi B, Dumont K, Edelmann CM, Epitropaki O, Fransen K, Giessner S, Gleibs IH, González R, González AL, Lipponen J, Markovits Y, Molero F, Moriano JA, Neves P, Orosz G, Roland‐Lévy C, Schuh S, Sekiguchi T, Song LJ, Story JSP, Stouten J, Tatachari S, Valdenegro D, Bunderen L, Vörös V, Wong SI, Youssef F, Zhang X, Dick R. Innovation Across Cultures: Connecting Leadership, Identification, and Creative Behavior in Organizations. APPLIED PSYCHOLOGY-AN INTERNATIONAL REVIEW-PSYCHOLOGIE APPLIQUEE-REVUE INTERNATIONALE 2022. [DOI: 10.1111/apps.12381] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
Affiliation(s)
| | | | | | | | | | - Jérémy E. Lemoine
- University of East London, United Kingdom; ESCP Business School United Kingdom
| | | | | | | | - Bita Barghi
- London School of Economics and Political Science United Kingdom
| | - Kitty Dumont
- University of South Africa Johannesburg South Africa
| | | | | | | | | | - Ilka H. Gleibs
- London School of Economics and Political Science United Kingdom
| | | | | | | | | | | | | | - Pedro Neves
- Nova School of Business and Economics Lisbon Portugal
| | | | | | - Sebastian Schuh
- China Europe International Business School (CEIBS) Shanghai China
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Pu B, Ji S, Sang W, Tang Z. Entrepreneurial Leadership and Entrepreneurial Performance in Start-Ups: A Moderated Serial Mediation Model. Front Psychol 2022; 13:831555. [PMID: 35250776 PMCID: PMC8895199 DOI: 10.3389/fpsyg.2022.831555] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Grants] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 12/08/2021] [Accepted: 01/27/2022] [Indexed: 11/18/2022] Open
Abstract
The purpose of this study is to explore the impact of entrepreneurial leadership on entrepreneurial performance in start-ups. Specifically, a moderated serial mediation model was developed to investigate the mediating role of tacit knowledge sharing and job embeddedness and the moderating effect of career growth opportunities. Data was collected from 376 start-up employees via an online survey platform. Using hierarchical multiple regression and Hayes' PROCESS Macro by SPSS 21.0, and structural equation modeling by AMOS 23.0, support was found for both mediation and moderation effects. Results showed that entrepreneurial leadership significantly positively affects entrepreneurial performance by mediating with tacit knowledge sharing and job embeddedness. Moreover, career growth opportunities moderate the serial mediating effect of tacit knowledge sharing and job embeddedness between entrepreneurial leadership and entrepreneurial performance. This study provides theoretical guidance for entrepreneurial leadership to improve entrepreneurial performance.
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Affiliation(s)
- Bo Pu
- School of Public Affairs and Administration, University of Electronic Science and Technology of China, Chengdu, China
- School of Business and Tourism, Sichuan Agricultural University, Chengdu, China
- *Correspondence: Bo Pu ; orcid.org/0000-0002-4711-2486
| | - Siyu Ji
- School of Business and Tourism, Sichuan Agricultural University, Chengdu, China
- Siyu Ji
| | - Wenyuan Sang
- School of Business and Tourism, Sichuan Agricultural University, Chengdu, China
| | - Zhiwei Tang
- School of Public Affairs and Administration, University of Electronic Science and Technology of China, Chengdu, China
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Edú-Valsania S, Laguía A, Moriano JA. Validation and adaptation of the multidimensional servant leadership scale in Spanish population. CURRENT PSYCHOLOGY 2022. [DOI: 10.1007/s12144-021-02522-9] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/03/2022]
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17
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Research on the Performance of Knowledge Co-Creation of Science and Technology Enterprises Based on IUR Network. SUSTAINABILITY 2021. [DOI: 10.3390/su132414029] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
The current research on knowledge co-creation mostly starts from the perspective of process, studying the process of knowledge co-creation, but there is very little research on the performance of knowledge co-creation. As the carrier of enterprise knowledge co-creation, the industry-university-research network (IUR network) provides a platform for enterprise knowledge co-creation. The purpose of this article is to explore the influence of the centrality of the IUR network on the performance of corporate knowledge co-creation, and the mediating role of corporate absorptive capacity. Technology companies are knowledge-intensive companies and have more knowledge co-creation behaviors. Therefore, this article selects the top 100 technology companies in China’s electronic information industry from 2015 to 2019 as the research sample, and establishes the IUR network based on their cooperative patent data. Our empirical results show that: (1) in the IUR network, the higher the network centrality, the enterprise may have better knowledge co-creation performance; (2) the centrality of the industry-university-research network has a significant role in promoting absorptive capacity of enterprises; (3) the absorptive capacity of enterprises has a complete intermediary effect between the centrality of the IUR network and the knowledge co-creation of technology-based enterprises. This research uses the IUR network to study the performance of knowledge co-creation, which further enriches the related research fields of knowledge co-creation.
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Hasnat Bhatti M, Qiu J, Akram U, Bhatti MH, Akram Z. Morality impels employees to act: examining how ethical leaders urge employees towards knowledge sharing. KNOWLEDGE MANAGEMENT RESEARCH & PRACTICE 2021. [DOI: 10.1080/14778238.2021.2004949] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/19/2022]
Affiliation(s)
| | - Jiangnan Qiu
- School of Economics and Management, Dalian University of Technology, Dalian, China
| | - Umair Akram
- School of Management, Jiangsu University, Zhenjiang, China
| | - Misbah Hayat Bhatti
- Department of Business Administration, Government College Women University Faisalabad, Faisalabad, Pakistan
| | - Zubair Akram
- Hangzhou College of Commerce, Zhejiang Gongshang University, Hangzhou, China
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A moderated mediation examination of shared leadership and team creativity: a social information processing perspective. ASIA PACIFIC JOURNAL OF MANAGEMENT 2021. [DOI: 10.1007/s10490-021-09786-6] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/20/2022]
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20
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Sainz M, Delgado N, Moriano JA. The Link Between Authentic Leadership, Organizational Dehumanization and Stress at Work. REVISTA DE PSICOLOGÍA DEL TRABAJO Y DE LAS ORGANIZACIONES 2021. [DOI: 10.5093/jwop2021a9] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/22/2022]
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21
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Amber Q, Qazi AB, Javaid N, Khan IA, Ahmad M. Knowledge sharing in public organizations in Pakistan: leaders’ ethical role and psychological capital of employees. INFORMATION DISCOVERY AND DELIVERY 2021. [DOI: 10.1108/idd-11-2020-0148] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
This study aims to examine the role of ethical leaders on the knowledge-sharing behavior of public sector employees. Ethical leaders engender knowledge-sharing behavior of employees by influencing their psychological capital.
Design/methodology/approach
To explore the mechanism by which ethical leaders shape the knowledge-sharing behavior of employees, cross-sectional self-reported data (n = 339) are collected from employees working at decision-making positions in federal ministries in Pakistan.
Findings
Analysis results indicate that ethical leaders influence public employees to share knowledge with colleagues. Moreover, the mediary role of ethical values, organizational identification and altruism is evident, however, the mediary role of self-efficacy is not evident from results.
Practical implications
This implies that policymakers should be cognizant of the indirect mechanism by which ethical leaders positively influence the behavior of public employees. This knowledge helps them consider the recruitment, promotion and training of employees, especially the leaders, in line with the required ethical value consideration in public sector organizations.
Originality/value
This research is based on originally collected data from the field.
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22
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Mindeguia R, Aritzeta A, Garmendia A, Martinez-Moreno E, Elorza U, Soroa G. Team Emotional Intelligence: Emotional Processes as a Link Between Managers and Workers. Front Psychol 2021; 12:619999. [PMID: 33841249 PMCID: PMC8024588 DOI: 10.3389/fpsyg.2021.619999] [Citation(s) in RCA: 3] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 10/21/2020] [Accepted: 02/25/2021] [Indexed: 12/02/2022] Open
Abstract
Research has shown that transformational leaders are able, through emotional contagion mechanisms, to transmit their emotions and boost positive feelings among their followers. Although research on leadership and team processes have shown a positive relation between transformational leadership and workers' well-being, there is a lack of studies examining the “black box” of this association. The present study aimed to assess the mediation effect of team emotional intelligence (TEI) of the management team on the relationship between management's transformational behaviors and employees' responses. Data were gathered from two sources: 1,566 managers grouped into 188 teams pertaining to a total of 90 firms, and 4,564 workers from the same 90 firms. The results showed that management team TEI and the emotional state of “passion” among employees had a full mediation effect on the relationship between management teams' transformational leadership and employees' cohesion. Implications of these results are discussed.
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Affiliation(s)
- Rosa Mindeguia
- Department of Basic Psychological Processes and Their Development, Faculty of Psychology, University of the Basque Country, Donostia-San Sebastian, Spain
| | - Aitor Aritzeta
- Department of Basic Psychological Processes and Their Development, Faculty of Psychology, University of the Basque Country, Donostia-San Sebastian, Spain
| | - Alaine Garmendia
- Mechanical and Industrial Production Department, Faculty of Engineering, University of Mondragón, Mondragón, Spain
| | - Edurne Martinez-Moreno
- Department of Social Psychology and Methodology of Behavioral Sciences, Faculty of Psychology, University of the Basque Country, Donostia-San Sebastian, Spain
| | - Unai Elorza
- Mechanical and Industrial Production Department, Faculty of Engineering, University of Mondragón, Mondragón, Spain
| | - Goretti Soroa
- Department of Clinical and Health Psychology and Research Methodology, Faculty of Psychology, University of the Basque Country, Donostia-San Sebastian, Spain
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Muhammed S, Zaim H. Peer knowledge sharing and organizational performance: the role of leadership support and knowledge management success. JOURNAL OF KNOWLEDGE MANAGEMENT 2020. [DOI: 10.1108/jkm-03-2020-0227] [Citation(s) in RCA: 39] [Impact Index Per Article: 9.8] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 01/22/2023]
Abstract
Purpose
This study aims to focus on a particular type of intra-organizational knowledge sharing that is referred to as peer knowledge sharing. This paper examines how peer knowledge sharing impacts firms’ financial and innovation performance, and the mechanism through which such a relationship is realized. The study also evaluates the extent to which leadership support acts as a key antecedent to peer knowledge sharing.
Design/methodology/approach
Drawing on social capital theory and a knowledge-based view of firms, a theoretical model and related hypotheses are presented for testing. A survey design methodology is used to collect data and test the model. Structural equation modeling is used to test the hypothesized relationships based on data collected from 330 knowledge workers in various service-based organizations in Turkey.
Findings
The results indicate that the extent of employees’ engagement in knowledge sharing behavior with their peers and their managers’ leadership support exert a positive impact on organizations’ knowledge management success, which, in turn, can affect organizations’ innovation performance positively and, subsequently, their financial performance. Leadership support of the immediate manager is found to be an important factor that contributes to the respondent’s peer knowledge sharing behavior. The proposed model’s invariance testing between male and female respondents revealed that peer knowledge sharing’s contribution to knowledge management success may be different in the two groups.
Research limitations/implications
This study contributes to extant research on knowledge sharing by specifically focusing on peer knowledge sharing and reinforcing leadership support’s importance on knowledge sharing. The study also highlights the importance of knowledge management success as an important mediator necessary for linking individual knowledge management behaviors, such as peer knowledge sharing, with organizational performance.
Originality/value
Knowledge sharing is a topic of continuing interest for organizational researchers, yet limited empirical research has been conducted that links individual-level, intra-organizational knowledge sharing to organizational performance. This study examines this linkage and provides empirical support for this relationship, while simultaneously pointing to an important type of knowledge sharing that occurs within organizations, referred to as peer knowledge sharing.
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Zhang R, Wang J, Hao JX. How does knowledge heterogeneity affect transactive memory system in innovation? Evidence from a field study. JOURNAL OF KNOWLEDGE MANAGEMENT 2020. [DOI: 10.1108/jkm-01-2020-0008] [Citation(s) in RCA: 7] [Impact Index Per Article: 1.8] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The dispute over the benefit of diversity on the transactive memory system (TMS) has attracted the attention with the development of global collaboration. This paper aims to discover how knowledge heterogeneity (KH), categorized as explicit and tacit KH, affects TMS and to test the mediation effect of innovation climate (IC).
Design/methodology/approach
Data from a 6-month field study of 207 research and development (R&D) members and 7 expertize observers were analyzed by partial least squares structure equation model. Robustness check and Barron and Kenny mediation test were used to evaluate the model and confirm the mediation effect.
Findings
Tacit KH of R&D team negatively influences the development of TMS. Furthermore, IC partially mediates tacit KHs’ negative influence on the development of TMS.
Research limitations/implications
These results distinguish the different influence of explicit and tacit KH on TMS and explore the mediating role of IC that has been confirmed affecting the development of TMS.
Practical implications
These results could motivate practitioners to address more attention to tacit KH, IC and the development of TMS in the R&D team members composition.
Originality/value
This study contributes not only to elucidate the different influence of explicit and tacit KH on TMS but also to the appropriate members composition of R&D team by considering the relationships among KH, IC, TMS and innovation performance.
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Phong LB, Son TT. The Link Between Transformational Leadership and Knowledge Sharing: Mediating Role of Distributive, Procedural and Interactional Justice. JOURNAL OF INFORMATION & KNOWLEDGE MANAGEMENT 2020. [DOI: 10.1142/s0219649220500203] [Citation(s) in RCA: 8] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/18/2022]
Abstract
Drawing on the social exchange theory, this study investigates the influences of transformational leadership (TL) and specific aspects of justice on employee knowledge sharing (KS) behaviours, namely, knowledge collecting (KC) and knowledge donating (KD). Structural equations modelling (SEM) is applied to examine the correlation among the latent factors using data collected from 365 participants at 85 large manufacturing and service firms. The findings indicated that distributive justice (DJ), procedural justice (PJ) and interactional justice (IJ) act as mediating roles in the relationship between TL and KS processes. Specifically, TL and DJ have more significant effects on KD, whereas PJ and IJ have more significant effects on KC. From a practical perspective, the study brings more deep understanding for directors/managers about the effective pathway to improve KC and KD. The findings of this study provide a theoretical basis, which can be used to analyze relationships TL, aspects of justice and KS behaviours. The paper, therefore, significantly extends and refines theories of leadership and social exchange.
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Affiliation(s)
- Le Ba Phong
- Faculty of Business Management, Hanoi University of Industry, Bac Tu Liem, Hanoi, Vietnam
- School of Business Administration, Hunan University, Changsha, Hunan, P. R. China
| | - Than Thanh Son
- Faculty of Business Management, Hanoi University of Industry, Bac Tu Liem, Hanoi, Vietnam
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Linking supervisor developmental feedback to in-role performance: The role of job control and perceived rapport with supervisors. JOURNAL OF MANAGEMENT & ORGANIZATION 2020. [DOI: 10.1017/jmo.2020.5] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/06/2022]
Abstract
Abstract
This paper investigates the underlying mechanism and boundary condition of the relationship between day-level supervisor developmental feedback (SDF) and day-level in-role performance (IRP) based on the framework of social exchange theory. The current study collects 290 matched surveys nested in 58 Chinese employees for five consecutive days, employing experience sampling method. Using hierarchical linear regression analysis, this paper examines the mediating role of perceived rapport with supervisors (PRS) and the moderating role of job control. Results show SDF has a positive effect on PRS and consequently enhances employee IRP. This indirect effect is moderated by employee job control. When job control is high, SDF helps supervisors develop a high-quality rapport with employees and is conducive to employees improving their IRP. However, when job control is low, the positive effect of SDF on IRP through PRS is not significant.
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Alblooshi M, Shamsuzzaman M. Investigating the relationship between Lean Six Sigma's intangible impacts and organisational innovation climate factors. INTERNATIONAL JOURNAL OF PRODUCTIVITY AND PERFORMANCE MANAGEMENT 2020. [DOI: 10.1108/ijppm-06-2019-0311] [Citation(s) in RCA: 6] [Impact Index Per Article: 1.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/21/2022]
Abstract
PurposeThis paper aims to investigate the relationship between the intangible impacts of Lean Six Sigma (LSS) and organisational innovation climate factors and proposes a conceptual model to link them. This paper ultimately aims to extend the range of LSS application by proposing LSS as a tool for fostering organisational innovation.Design/methodology/approachThe paper followed a qualitative research approach to identify, analyse and categorize the intangible impacts of LSS by reviewing previous literature on its application and conducting in-depth interviews with its experts. Then, a detailed description of organisational innovation climate was provided to highlight its main factors. Finally, a conceptual model was developed to illustrate the relationships among the collected information.FindingsLSS was found to have many intangible impacts categorized as organisational or individual related. Organisational innovation climate is determined by a number of factors that were found to be positively influenced by many of LSS's intangible impacts. Thus, a number of propositions between LSS's intangible impacts and organisational innovation climate factors were proposed, as illustrated by a conceptual model.Originality/valueStudying the relationship between LSS and innovation by considering LSS's intangible impacts and linking them to organisational innovation climate factors is a relatively new approach that makes the contribution of this research valuable and significant to academics and professionals.
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Asurakkody TA, Kim SH. Effects of knowledge sharing behavior on innovative work behavior among nursing Students: Mediating role of Self- leadership. INTERNATIONAL JOURNAL OF AFRICA NURSING SCIENCES 2020. [DOI: 10.1016/j.ijans.2020.100190] [Citation(s) in RCA: 12] [Impact Index Per Article: 3.0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022] Open
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Hao Q, Shi Y, Yang W. How Leader-Member Exchange Affects Knowledge Sharing Behavior: Understanding the Effects of Commitment and Employee Characteristics. Front Psychol 2019; 10:2768. [PMID: 31920820 PMCID: PMC6914851 DOI: 10.3389/fpsyg.2019.02768] [Citation(s) in RCA: 9] [Impact Index Per Article: 1.8] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 09/18/2019] [Accepted: 11/25/2019] [Indexed: 11/29/2022] Open
Abstract
Although leadership is considered a key factor in affecting employees' knowledge sharing behavior (KSB), previous literature has mainly focused on the direct relationship between it and KSB, neglecting the mediators and moderators in this relationship. To address this issue, this study explores when and how leader-member exchange (LMX) promotes KSB by examining affective commitment (AC) as mediator and employee general self-efficacy (GSE) and internal locus of control (ILOC) as boundary conditions. In addition, although these two positive self-view variables (i.e., GSE and ILOC) both exhibit positive effects on various work-related outcomes, based on self-verification theory, we posit that they may exhibit different moderating effects in the LMX-AC-KSB relationship. We empirically validated this moderated mediated model using data collected from 231 supervisor-subordinate pairs from an information technology company in China. The results show that GSE amplifies the mediated relationship between LXM and KSB via AC, but ILOC weakens this mediated relationship. Our study elucidates when and how LMX can effectively facilitate KSB and sheds new and nuanced light on the conceptual distinction between GSE and ILOC. The results of this study might direct managers how to develop relationships with their subordinates and how to maximally facilitate subordinates' KSB.
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Affiliation(s)
- Qi Hao
- The School of Labor and Human Resources, Renmin University, Beijing, China
| | - Yijun Shi
- The School of Foreign Languages, Renmin University, Beijing, China
| | - Weiguo Yang
- The School of Labor and Human Resources, Renmin University, Beijing, China
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Authentic leadership, knowledge sharing, and employees’ creativity. MANAGEMENT RESEARCH REVIEW 2019. [DOI: 10.1108/mrr-04-2019-0164] [Citation(s) in RCA: 12] [Impact Index Per Article: 2.4] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
This paper aims to analyze the influence of authentic leadership on knowledge sharing and employee’s creativity through the mediating role of team environment of psychological safety and trust.
Design/methodology/approach
The participants in this study were 60 team leaders and 300 team members’ working in different Overseas Employment Promoters Agencies (OEPA) at Islamabad region, Pakistan. In addition to the authentic leadership of their supervisors, employees reported their perception of being psychologically safe and in the environment of team trust at work, whereas supervisors rated employee’s creativity at work areas. Confirmatory factor analysis (CFA) was carried out using structural equation modelling (SEM) for validation of results among the variables.
Findings
The major findings of the study were (a) authentic leadership positively predicted knowledge sharing and employees’ creativity through the mediator’s role of team environment (psychological safety and team environment of trust), and (b) team environment of psychological safety and team environment of trust affected both the knowledge sharing and employee’s creativity.
Practical implications
Authentic leadership has to be synergized with environment of psychological safety and team environment of trust, to enhance employees’ creativity. The results of the study delineated practical applications for both the researchers and policymakers. The results of this study would also augment the body of knowledge on human resource practices in both developed and developing countries.
Originality/value
This is one of the first studies to empirically examine the influence of authentic leadership on knowledge sharing and employee’s creativity through the mediator role of team environment of psychological safety and trust in OEPA in Pakistan.
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Laguna M, Walachowska K, Gorgievski-Duijvesteijn MJ, Moriano JA. Authentic Leadership and Employees' Innovative Behaviour: A Multilevel Investigation in Three Countries. INTERNATIONAL JOURNAL OF ENVIRONMENTAL RESEARCH AND PUBLIC HEALTH 2019; 16:ijerph16214201. [PMID: 31671565 PMCID: PMC6861954 DOI: 10.3390/ijerph16214201] [Citation(s) in RCA: 18] [Impact Index Per Article: 3.6] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Download PDF] [Figures] [Subscribe] [Scholar Register] [Received: 09/21/2019] [Revised: 10/24/2019] [Accepted: 10/28/2019] [Indexed: 12/17/2022]
Abstract
The innovativeness of individual employees is a vital source of competitive advantage of firms, contributing to societal development. Therefore, the aim of this multilevel study was to examine how entrepreneurial firm owners' authentic leadership relates to their employees' innovative behaviour. Our conceptual model postulates that the relationship between business owners' authentic leadership (as perceived by their employees) and their employees' innovative behaviour is mediated by employees' personal initiative and their work engagement. Hypotheses derived from this model were tested on data collected from 711 employees working in 85 small firms from three European countries: the Netherlands, Poland, and Spain. The results of the multilevel modelling confirmed our model, showing that when business owners are perceived as more authentic leaders, their employees show higher personal initiative and are more engaged at work and, in turn, identify more innovative solutions to be implemented in the organization. A cross-national difference was observed: employees from Spain (in comparison to Dutch and Polish employees) reported engaging less frequently in innovative behaviour. These research findings suggest that the innovative behaviour of employees can be boosted through leadership training, improving the quality of relationships between leaders and subordinates, and strengthening employees' personal initiative and work engagement.
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Affiliation(s)
- Mariola Laguna
- Institute of Psychology, The John Paul II Catholic University of Lublin, 20-950 Lublin, Poland.
| | - Karolina Walachowska
- Institute of Psychology, The John Paul II Catholic University of Lublin, 20-950 Lublin, Poland.
| | | | - Juan A Moriano
- Department of Social and Organisational Psychology, The National Distance Education University (UNED), 28040 Madrid, Spain.
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Pastor Álvarez A, Molero Alonso F, Bardera Mora MDP, Moriano León JA. Authentic leadership and its relationships with work engagement and organizational citizenship behaviors in military units: The role of identification as a mediating variable. MILITARY PSYCHOLOGY 2019. [DOI: 10.1080/08995605.2019.1646078] [Citation(s) in RCA: 6] [Impact Index Per Article: 1.2] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/26/2022]
Affiliation(s)
| | - Fernando Molero Alonso
- Department of Social and Organizational Psychology, Psychology Faculty of Universidad Nacional de Educación a Distancia (UNED), Madrid, Spain
| | | | - Juan Antonio Moriano León
- Department of Social and Organizational Psychology, Psychology Faculty of Universidad Nacional de Educación a Distancia (UNED), Madrid, Spain
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Newman A, Round H, Wang S, Mount M. Innovation climate: A systematic review of the literature and agenda for future research. JOURNAL OF OCCUPATIONAL AND ORGANIZATIONAL PSYCHOLOGY 2019. [DOI: 10.1111/joop.12283] [Citation(s) in RCA: 42] [Impact Index Per Article: 8.4] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 12/01/2022]
Affiliation(s)
- Alexander Newman
- Faculty of Business and Law Deakin University Burwood Victoria Australia
| | - Heather Round
- Faculty of Business and Law Deakin University Burwood Victoria Australia
| | - Shuanglong Wang
- School of Economics and Management Southwest University Chongqing China
| | - Matthew Mount
- Faculty of Business and Law Deakin University Burwood Victoria Australia
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Gonzalez‐Mulé E, S. Cockburn B, W. McCormick B, Zhao P. Team tenure and team performance: A meta‐analysis and process model. PERSONNEL PSYCHOLOGY 2019. [DOI: 10.1111/peps.12319] [Citation(s) in RCA: 13] [Impact Index Per Article: 2.6] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/28/2022]
Affiliation(s)
- Erik Gonzalez‐Mulé
- Department of Management and EntrepreneurshipKelley School of BusinessIndiana University Bloomington Indiana
| | - Bethany S. Cockburn
- Department of ManagementCollege of BusinessNorthern Illinois University DeKalb Illinois
| | - Brian W. McCormick
- Department of ManagementCollege of BusinessNorthern Illinois University DeKalb Illinois
| | - Peng Zhao
- Department of Management and EntrepreneurshipKelley School of BusinessIndiana University Bloomington Indiana
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Characterizing the relationship between conscientiousness and knowledge sharing behavior in virtual teams: An interactionist approach. COMPUTERS IN HUMAN BEHAVIOR 2019. [DOI: 10.1016/j.chb.2018.09.035] [Citation(s) in RCA: 27] [Impact Index Per Article: 5.4] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/22/2022]
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Chen CL, Lin YC, Chen WH, Heng XS. Determinants of cluster leadership and identification on cluster innovation model. LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL 2018. [DOI: 10.1108/lodj-10-2017-0305] [Citation(s) in RCA: 8] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to prove the importance of both cluster leadership and identification on cluster innovation.
Design/methodology/approach
The case studies presented in this study involve a cluster by micro-enterprises in Yilan, Taiwan. Data collected during interviews, observations and secondary data provide understanding and practices for the impact of cluster identification on cluster innovation.
Findings
This study proved: first, the importance of cluster identification on innovation by representing the need of consensus and collaboration of the members in conducting innovation actions; and second, the cluster identification is influenced by the cluster leadership by showing high satisfaction of the leader, close interaction between the members and high identification with the cluster.
Research limitations/implications
This study predicts the ongoing cluster innovation activities will be achieved due to the transformational leadership and high cluster identification.
Originality/value
This study enriches the factors of cluster innovation accomplishment and proposes the important of cluster identification, which has not been discussed much in the past.
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Liao SH, Chen CC. Leader-member exchange and employee creativity. LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL 2018. [DOI: 10.1108/lodj-05-2017-0129] [Citation(s) in RCA: 23] [Impact Index Per Article: 3.8] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to test the mediating role of LMX in the relationship between knowledge sharing and employee creativity and the extent to which this mediating role is moderated by transactional psychological contract.
Design/methodology/approach
A total of 286 employees working at the theme park in Taiwan and then analyzed using a structuring equation model with SPSS 12.0, LISREL 8.8 and SPSS PROCESS.
Findings
Results suggested that LMX mediated the relationship between knowledge sharing and employee creativity. Also, results suggested that transactional psychological contract moderated this mediating pathway: low transactional psychological contract increases the mediating role of LMX. Furthermore, the study showed that LMX can buffer the negative effects of transactional psychological contract on employee creative performance.
Originality/value
The originality of this study is to explore whether there is a moderated mediation model relationship among research variables and contributed to the LMX literature because there are few studies to discuss how knowledge sharing might stimulate creative outcome through LMX.
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Ahmed F, Naqshbandi MM, Kaur S, Ng BK. Roles of leadership styles and relationship-based employee governance in open service innovation. LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL 2018. [DOI: 10.1108/lodj-08-2017-0225] [Citation(s) in RCA: 11] [Impact Index Per Article: 1.8] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to investigate the relationship of leadership styles (paternalistic, authentic and democratic) with relationship-based employee governance and open service innovation.
Design/methodology/approach
Data were collected using a structured questionnaire from 422 medical professionals working in the Malaysian healthcare sector.
Findings
Results of several statistical analyses showed that the three leadership styles positively influence relationship-based employee governance and open service innovation. Results also confirmed the mediating role of relationship-based employee governance in the relationships between the three leadership styles and open service innovation.
Research limitations/implications
This research used a cross-sectional study design; use of a longitudinal research design in future research can provide a better interpretation of the underlying causality. A policy insight can be drawn from this research to generate awareness about effective leadership styles and the role of relationship-based employee governance in the successful implementation of open service innovation in the Malaysian healthcare sector.
Originality/value
This paper contributes to leadership, open innovation, and organizational governance literature by highlighting how leadership styles affect relationship-based employee governance and open innovation. It also offers policy insights to practitioners in the Malaysian healthcare sector on how to enhance open service innovation outcomes.
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Elrehail H, Emeagwali OL, Alsaad A, Alzghoul A. The impact of Transformational and Authentic leadership on innovation in higher education: The contingent role of knowledge sharing. TELEMATICS AND INFORMATICS 2018. [DOI: 10.1016/j.tele.2017.09.018] [Citation(s) in RCA: 70] [Impact Index Per Article: 11.7] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/18/2022]
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Le PB, Lei H. Fostering knowledge sharing behaviours through ethical leadership practice: the mediating roles of disclosure-based trust and reliance-based trust in leadership. KNOWLEDGE MANAGEMENT RESEARCH & PRACTICE 2018. [DOI: 10.1080/14778238.2018.1445426] [Citation(s) in RCA: 26] [Impact Index Per Article: 4.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/17/2022]
Affiliation(s)
- Phong Ba Le
- School of Business Administration, Hunan University, Changsha, China
- Faculty of Business Management, Hanoi University of Industry, Hanoi, Vietnam
| | - Hui Lei
- School of Business Administration, Hunan University, Changsha, China
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Abstract
This study examines the nature of citations to articles that were retracted in 2014. Out of 987 retracted articles found in ScienceDirect, an Elsevier full text database, we selected all articles that received more than 10 citations between January 2015 and March 2016. Since the retraction year was known for only about 83% of the retracted articles, we chose to concentrate on recent citations, that for certain appeared after the cited paper was retracted. Overall, we analyzed 238 citing documents and identified the context of each citation as positive, negative or neutral. Our results show that the vast majority of citations to retracted articles are positive despite of the clear retraction notice on the publisher's platform and regardless of the reason for retraction. Positive citations can be also seen to articles that were retracted due to ethical misconduct, data fabrication and false reports. In light of these results, we listed some recommendations for publishers that could potentially minimize the referral to retracted studies as valid.
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Affiliation(s)
- Judit Bar-Ilan
- Department of Information Science, Bar-Ilan University, Ramat Gan, Israel
| | - Gali Halevi
- Icahn School of Medicine at Mount Sinai, New York, NY USA
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Malik N, Dhar RL, Handa SC. Authentic leadership and its impact on creativity of nursing staff: A cross sectional questionnaire survey of Indian nurses and their supervisors. Int J Nurs Stud 2016; 63:28-36. [DOI: 10.1016/j.ijnurstu.2016.08.004] [Citation(s) in RCA: 41] [Impact Index Per Article: 5.1] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 11/06/2015] [Revised: 08/10/2016] [Accepted: 08/13/2016] [Indexed: 11/27/2022]
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