The Cross-Level Effect of Shared Leadership on Tourism Employee Proactive Behavior and Adaptive Performance

The impact of empowering and transformational leadership on innovative behaviour: the mediating role of psychological empowerment in health-care sector

PURPOSE

The purpose of this study was to test a four-variable research model using organizational behavior, social and technical systems, and leadership theories. This study set out to determine how different leadership philosophies, such as transformational leadership and empowering leadership, affected innovation. In addition, the model's mediating role for psychological empowerment was quantified.

DESIGN/METHODOLOGY/APPROACH

This study used a quantitative approach, which is primarily a questionnaire, to gather information from 320 health-care sector workers at four public hospitals in the Basrah Governorate.

FINDINGS

The majority of the relationships in the research model were shown to be positive by data analysis outcomes. The findings also showed how crucial the mediating variable was in preserving the link between the independent and dependent variables. Discussions were made on the theoretical and practical ramifications and suggestions for additional research.

ORIGINALITY/VALUE

This study concentrated on the application of contemporary leadership styles, gathered information on them and combined them into a single model to boost innovation. This study, which was conducted in the setting of the Iraqi health-care industry, stands out from previous studies because it used a large sample to provide conclusive and significant results, making it a valuable resource for academicians who seek to cultivate innovation.

Does shared leadership always work? A state-of-the-art review and future prospects

Purpose

The purpose of this study is to sort out the potential dark sides of shared leadership, so as to promote a more comprehensive and balanced views of the impact of shared leadership and provide directions for future research.

Design/methodology/approach

Through extensive database and manual searches, 766 literature records were obtained. After three rounds of literature screening, 17 studies were retained. On this basis, the 17 studies were coded and analyzed.

Findings

From the perspectives of individual motivation, hierarchical functionalism and leadership role configuration, the existing studies have explored the negative impacts of shared leadership on team members, formal team leaders and the overall work teams. Specifically, for team members, shared leadership may cause negative consequences like power struggle, role stress and knowledge hiding. For formal team leaders, shared leadership may cause negative consequences like psychological territorial loss, leadership motivation declines and the dualistic paradox of self and group. For the overall work teams, shared leadership may cause negative consequences like team performance inhibition, low decision-making efficiency, team responsibility dispersion and team creativity decline. Meanwhile, contextual factors play a key role in determining the effects of shared leadership.

Originality/value

Through a systematic review of the negative impact of shared leadership, this study responds to the research calls for exploring the dark sides of shared leadership, provides the academic community with a more comprehensive and balanced view of the impact of shared leadership, and identifies several directions for future research.

The impact of empowering and transformational leadership on organizational performance and innovation: the mediating role of shared leadership and moderating role of organizational culture in the Iraqi healthcare sector

Purpose

In this study, leadership, social and technical system and organizational behavior theories were used to test the research model, consisting of six variables. The purpose of this study was to observe the impact of leadership styles (i.e. transformational leadership and empowering leadership) on organizational performance and innovation. In addition, the mediating role of shared leadership and mediating role of organizational culture in the model were measured.

Design/methodology/approach

This study relied on a quantitative design, specifically, a questionnaire, to obtain data from 301 employees in the health sector (three public-sector hospitals in the Basra Governorate).

Findings

Data analysis results showed that most of the relationships in the research model were positive. In addition, the results demonstrated the importance of the mediating variable in strengthening the relationship between the independent and dependent variables. The results of this study also clearly depicted the role of the mediating variable. Theoretical and practical implications were discussed, and proposals for future studies were presented.

Originality/value

This research focused on the use of modern leadership styles, collected data on such styles and included them in one model to enhance organizational output. This study was conducted in the context of the Iraqi health sector and can be distinguished from other studies by its adoption of a large sample to obtain clear and important results, thereby making it an important reference for researchers to improve organizational performance.

Leadership Styles, High-Involvement Human Resource Management Practices, and Individual Employee Performance in Small and Medium Enterprises in the Digital Era

This research investigates the positive relationship between leadership styles, high-involvement human resource management practices, and individual employee performance. In this study, we adopt servant, shared, and empowering leadership to explain leadership styles in the digital era. We propose four hypotheses and design a research framework to be analyzed. We develop a self-report questionnaire and distribute it online to three hundred targeted respondents, and collect two hundred and seventy-six complete responses from November 2021 to January 2022. This research applies a quantitative method, using structural equation modeling run by SPSS and AMOS. The results reveal well-distributed data, and all the indicators of the three variables are valid and reliable. The use of CFA confirms the indicators’ validity and reliability. The GoF analysis ensures that the research model is feasible for SMEs. The hypothesis analysis shows the acceptance of H1 and H3, but the rejection of H2 and H4. Leadership styles positively affect individual employee performance and high-involvement human resource management practices in SMEs operating in Lubuklinggau. High-involvement human resource management is not a mediator of the relationship between leadership styles and individual employee performance.

Linking workplace spirituality and adaptive performance through a serial mediation of job satisfaction and emotional labor strategies

Purpose

Despite growing interest in workplace spirituality (WPS) and its impact on employee behaviors, there is a dearth of literature discussing an underlying mechanism of how it affects adaptive performance. Against this backdrop, this study aims to develop and test a comprehensive model that examined the effects of WPS on adaptive performance through serial mediation of job satisfaction and emotional labor strategies.

Design/methodology/approach

Using a multi-stage sampling technique, the data is collected from 390 faculty members of the higher education institutions in two-time lags.

Findings

The findings indicate that spirituality practices at the workplace help to increase the adaptive performance of employees through serial mediation of job satisfaction and emotional labor strategies.

Research limitations/implications

This study offers important implications to researchers as well as practitioners and highlights the significance of WPS in increasing the adaptive performance of employees.

Originality/value

This research is among the initial attempts to assess the impact of WPS on adaptive performance through serial mediation.