Article

The relationship between leadership and follower in-role performance and satisfaction with the leader: The mediating effects of empowerment and trust in the leader

Leadership & Organization Development Journal

February 2007
28(1)

DOI:10.1108/01437730710718218

Authors:

Timothy Bartram

La Trobe University

Purpose The purpose of this paper is to provide an examination of the mediating effects of empowerment and trust in the leader on the relationship between transformational leadership and two outcomes (i.e. the in‐role performance of followers as rated by the leader and satisfaction with the leader). Design/methodology/approach In total, 150 customer service operators in an Australian call‐centre were invited to participate in a leadership questionnaire and informed that their performance would be rated by their immediate supervisors (i.e. their line manager) as part of the study. A sample of 109 responses were used in the analysis. Findings Partial least squares analysis revealed that the effects of transformational leadership on the in‐role performance of followers were mediated by empowerment and trust in the leader, whereas the effects of transformational leadership on satisfaction were partially mediated by trust in the leader. Research limitations/implications The implications of the findings for leadership theorists is that a more fine‐grained approach is required to understand the leadership “black box” in that different mediators have been shown to affect different outcomes. Practical implications In a call‐center context, which has high levels of control, standardization and formalization, transformational leadership can improve the performance of followers by empowering them and by developing trust in the leader. Originality/value This paper contributes to the literature by providing a concurrent analysis of the mediating effects of empowerment and trust in the leader on the relationship between transformational leadership and in‐role performance and job satisfaction.

Vietnam's retailer and performance enhancement: proposed theoretical model from strategic leadership and collective organisational engagement perspectives

Article

Full-text available

Oct 2017

This study aims to highlight a key role of strategic view in leadership and engagement as well as emphasise its consistency in modelling a conceptual framework in retail industry. Based on the integrated groundwork of theories (i.e., resource-based view, upper echelons, social exchange and the evolution of strategic leadership), this study attempts to explore the potential drivers of organisational performance in retail industry from the strategic leadership perspectives with the mediating role of collective organisational engagement (COE). All of these variables are approached consistently at organisational level under the light of strategic view. The propositions are also logically formulated to visualise the findings. This study is believed to make significant implications for further empirical research as well as the development of management in retail industry.

Joint mediation of psychological empowerment and work–life balance between transformational leadership and in-role performance of accounting personnel: 360-degree feedback – ERRATUM

Article

Full-text available

Jun 2023

Joint mediation role of psychological empowerment and work–life balance in the relationship between transformational leadership and in-role performance of accounting personnel: 360-degree

Article

Full-text available

May 2023

The study determined whether psychological empowerment and work–life balance jointly mediate between transformational leadership and in-role performance of employees in Nigerian not-for-profit (NFP) universities using data collected through a 360-degree performance review of employees. Data were collected from the employees, their supervisors, colleagues, and customers. A sample of 360 comprising 36 faculty finance officers (the employees), 36 assistant faculty finance officers (colleagues), 36 deans of faculties (supervisors), 36 finance supervisors (supervisors), 108 undergraduate and 108 postgraduate students (customers) from Nigerian universities were surveyed using Multifactor Leadership Questionnaire, employees' in-role performance questionnaire, four dimensions of psychological empowerment questionnaire, and work–life balance questionnaire. The reliabilities of the questionnaires were estimated using Cronbach's α technique. Data collected were analyzed using descriptive statistics and correlations at the preliminary level, while three separate Hierarchical Multiple Regression and 5000 re-samples BC bootstrapping method on PROCESS macro were used to test the hypotheses to determine the total, direct, and indirect effects of the study variables. The study established that psychological empowerment and work–life balance jointly and significantly mediated the high relationship between transformational leadership and the in-role performance of the faculty finance officers. The implications for researchers and organizational practitioners, limitations, and suggestions for future research were discussed.

Transformational leadership and work achievement LLDIKTI lecturer, Region IX: The role of empowerment intervening

Article

Full-text available

Mar 2022

This study aimed to examine the effect of transformational leadership on empowerment, the effect of transformational leadership on work performance either directly or through empowerment and examine the effect of empowerment on work performance. This research was explanatory research with a quantitative approach to explain the relationship (causality) between one variable and other variables. The data collection technique used a questionnaire about transformational leadership, work performance, and empowerment to 196 LLDIKTI lecturers in Region IX Sulawesi Island. The data analysis used descriptive and inferential analysis with Structural Equation Model (SEM). The findings of this study reveal that (1) there was a positive and significant effect of transformational leadership on empowerment, but transformational leadership was not significant on work performance, (2) empowerment was found to have a positive and significant effect on work performance. (3) transformational leadership through empowerment can improve work performance. Moreover, empowerment is one of the most important and influential processes within the framework of the transformational leadership model in encouraging work performance among lecturers. Thus, this study extended empirical research on transformational leadership and its effect on job performance through empowerment. Besides, the limitation of this research was using the unit of analysis, which only comes from LLDIKTI lecturers in Region IX Sulawesi, all private universities without involving state universities. This study showed the urgency of efforts to create greater empowerment for LLDIKTI Region IX lecturers and leaders who can significantly contribute to work performance.

The Role of Servant Leadership in Enhancing Job Satisfaction: The Mediating Effects of Leader-Member Exchange and Trust

Article

Jan 2025

Anas Anas

CONFIANÇA NA LIDERANÇA E IMPACTOS DO COMPROMETIMENTO

Article

Full-text available

Jan 2023

Abusca porresultados tornou-se mais desafiadora pela maior intensidade de trocas e de relações interpessoais. Essas novas condições têm sido enfrentadas pela liderança, por seu poder de fomentar a cooperação entre pessoas e grupos e de energizar a motivação. Sendo a liderança um poder construído nas relações interpessoais, a confiança desponta como variável crucial de sua produção. Sem a confiança comprometemos a capacidade de trocas da qual depende a eficácia e sustentabilidade dos negócios. Estudar a relação entreliderança e confiança é o principal objetivo deste projeto, que foi viabilizado através de uma pesquisa com a finalidade de avaliar como a confiança é construída no contexto das relações da liderança. Tal pesquisa foi desenhada e realizada pela utilizaçãoda Metodologia Q. Os resultados obtidos na Escala Q confirmaram a relação entre confiança e liderança, permitindo diferenciar os desempenhos empoderadores da confiança entre líderes e subordinados e detectar a influência do comprometimento nessa interação.

The Role of Leadership and Digital Transformation in Higher Education Students’ Work Engagement

Article

Full-text available

Mar 2023
Int J Environ Res Publ Health

Teaching and learning processes should be subject to continuous change due to the constant evolution of social, educational and technological environments, which ultimately results in higher levels of student engagement. The current paper describes the technological changes faced by higher education institutions as a result of digital transformation challenges. Further, transformational and transactional leadership styles’ effectiveness is regarded within the context of higher education institutions’ digital enhancements. Over time, these factors have led to contextual shifts that have disengaged students from learning and thus self-development. The current research aimed to examine how higher education institutions should apply different leadership styles within digitally transformed contexts so as to increase students’ learning engagement and reduce the risk of failure in their future developments within (inter)national labor markets. Data gathering and analysis involved a qualitative approach: an online survey was distributed, resulting in 856 responses. Through structural equation modeling, the data revealed a valid higher education digital transformation assessment tool; the results also emphasize the increased role of transactional leadership, as opposed to the traditional transformational style, within a highly digitized higher education institutional framework. Consequently, the linear relationship of students’ work engagement with leadership proved to also be enhanced by quadratic effects. The current study stresses the importance of internal and external peers in higher education performance through high levels of student learning (work) engagement through leadership and a uniformly developed digitally transformed higher education environment.

Influence of Empowering Leadership to Employee Performance of Bank in Indonesia: Mediating Role of Trust in Manager

Article

Feb 2022

This article purposes to investigate the role of trust in manager in influences empowering leadership to employee performance. Drawing on a sample of 217 bank employees in Indonesia, path analysis was employed to analyze data. Firstly, the finds of a path analysis expressed that the influence of empowering leadership has a positive on trust in manager and employee performance. Furthermore, the study examined the mediating influence of trust in manager between empowering leadership and employee performance. The study shows that empowering leadership is not useable to culture of Western only, but it also suitable in Indonesian culture. The study's limitations are the data have been collected from banking employees. This can cause common method bias. In the banking case, empowering leadership can increase employee performance through trust in manager. Training should be prepared for banks leaders with a particular train on simplifying the behaviors of empowering in them. The study on investigating the influence of empowering leadership on employee performance via trust in manager as a mediator variable is very limited.

EMOTIONAL INTELLIGENCE AND TRANSFORMATIONAL LEADERSHIP IN MINISTRIES, DEPARTMENTS, AND AGENCIES IN BAYELSA STATE, NIGERIA

Thesis

Full-text available

Sep 2022

David Ebiegberi Amanawa

The study seeks to examine the relationship between emotional intelligence and leadership effectiveness in leaders of the Ministries, Departments and Agencies of Bayelsa State, Nigeria. Poor leadership and corruption have long been viewed as the root causes of Nigeria's socioeconomic and political problems. Nigeria may be regarded as a nation constructed on the foundations of an oxymoron, owing to its seeming confluence of being a place rich in human and natural resources but lacking in its capacity to manage and sustain the profits from these resources. Bayelsa State is one of the country's semi-autonomous constitutional divisions, sharing powers with the Federal Government. However, available facts show that the majority of those entrusted with administrative responsibilities over the years have demonstrated a lack of basic leadership traits, such as probity, transparency, mature judgment, and a sense of direction. This research seeks to determine the number of leaders in the public institutions in Bayelsa State who understand the concept of emotional intelligence and transformational leadership style, as well as whether there is an existing positive relationship between emotional intelligence and transformational leadership. The research is significant because, following a thorough review of the available literature, this seems to be the first to apply a combination of emotional intelligence and transformational leadership to boost the human capital development efforts of the Bayelsa State Public Service. The research design used in the course of this study is the survey research design; it was used to obtain information from a population sample of 146 respondents via questionnaire administration. From the data gotten, a detailed breakdown of the relationship between emotional intelligence and transformational leadership using their various dimensions and measures, which are self-awareness, self-management, and social awareness, while the measures are idealized influence, individualized consideration, and inspirational motivation, was carried out. The results show that a decent amount of leaders in Bayelsa public institutions are aware of the concept of emotional intelligence and transformational leadership style. However, it becomes obvious that knowledge of what to do will be rendered ineffective if there is little or no practice of what should be done. Emotional intelligence and transformational leadership can only be effective when leaders intentionally demonstrate them.

Study Gaps in Leadership Styles and Employees Performance in Public Sectors: A Review of Literature

Article

Full-text available

Sep 2024

Purpose – The paper aims to examine the relationship of leadership styles and employees job performance in public sectors and to identify study gaps in the areaDesign/methodology/approach – The paper used exploratory study approach and reviewed literatures related to this study. The data used for study was generated from secondary sources of articles, books and review papers.Findings – The paper provides empirical insights about how leadership styles have relations and impacts on employees’ performance and the practice of public service leadership in different contexts and nations.Research limitations/implications – This study used only qualitative method and data were gained from only secondary sources. This may cause generalizability limitations.Practical implications – The paper has significant implication for researchers, role players of public sectors leaders and experts working under the supervision of leaders or managers.Originality/value – This paper is original and own effort of the researcher.

Pengaruh Dukungan Organisasi, Hubungan Kerja dan Lingkungan Kerja terhadap Kepuasan Kerja yang berdampak pada Kinerja Karyawan

Article

Full-text available

Sep 2024

This study aims to examine the effect of organizational support, work relations and work environment on job satisfaction and the impact of job satisfaction on employee performance. Data was collected from 110 respondents, namely employees of the Directorate General of Intellectual Property using a purposive sampling method, with the criteria of employees/employees who worked at home during the Covid-19 pandemic but are now back at work and have worked for at least 1 year. In the current quantitative research, researchers used primary data and used the Partial Least Square-Structural Equation Modeling (PLS-SEM) research method, with data processing and analysis using SmartPLS 4 software. The results of this study are organizational support has a positive effect on job satisfaction, work relationships have a positive effect on job satisfaction, the work environment has a positive effect on job satisfaction, and job satisfaction has a positive effect on employee performance.

Transformational leadership and employee attitudes in a public sector context: the role of trust in management and employee core self-evaluation

Chapter

Full-text available

Jul 2024

There is a national emergency, and it has become more pronounced as South Africa faces challenges of Ethical leadership in both the private and public sector. Recently the Zondo Commission, Public Investment Corporation (PIC) Commission and Courts of Law released reports that cast light on the conduct of public officials. There have also been several reports by the Special Investigating Unit (SIU) dealing with the same matter. This phenomenon is not only unique to South Africa. Reports of multinational companies that have been implicated in unethical and corrupt abound. These include corporate scandals such as those of Enron, WorldCom, Nortel, and AIG. These malfeasances have demonstrated abundantly that corporate leaders are not immune to unethical behaviour (Bedi, Alpasla & Green, 2015; Naidoo, 2012a). What this showed is that the issue of ethics is important in the public sector.

The Influence of Transformational Leadership and Team Climate on Organizational Commitment with Job Satisfaction as Mediation in General Practitioners

Article

Full-text available

Jun 2024

The era of "patient centered care" has great job demands. This also influences the turn-over rate for general practitioners in Indonesian hospital, which is getting higher every year. It is said that the transformational leadership style can be an ideal solution to overcome high turn-over in various fields. Improving the quality of relationships be-tween staff and leadership in hospitals, the importance of team climate, is a necessity to increase the level of job satisfaction and organization-al commitment which is ultimately expected to improve the quality of health services and patient safety in hospitals. This research aims to analyze the influence of transformational leadership and team climate on organizational commitment with job satisfaction as a mediating variable in general practitioners. The research sample was general practitioners at Type C Hospital in Solo Raya. The method used for sampling is non-probability sampling method and quota sampling technique. The results of structural equation modeling analysis show that transformational leadership and team climate have a positive and significant direct and indirect influence mediated by job satisfaction on organizational commitment. The findings of this study are intended to serve as a basis for the application of transformational leadership in healthcare.

The Role of Employee Empowerment in Mediating the Effect of Leader-Member Exchange on Employee Performance in Dekranasda Riau Islands Province 2021-2024

Article

Apr 2024

The decline in the performance of employees at Dekranasda in the eight districts/cities of the Riau Archipelago province is the background of this research. This study aims to uncover and analyze the effect of empowerment, which mediated the effect of Leader Member Exchange (LMX) on employee performance in Dekranasda, which is dispersed toward eight regencies/the city of Riau Islands Province. The study contributes to the development of the LMX concept, which fosters its relation toward employee performance mediated by engagement. Furthermore, the study uses survey methods for gaining the data by questionnaire. The total respondents involved in this study are 303 persons in the Dekranasda Office Riau. The analysis data used Structural Equation Modeling (SEM). This study shows that LMX directly and significantly affects employee performance. Furthermore, empowerment affects employee performance positively but does not mediate the effect of LMX on employee performance. This study merely involves the employees of Dekranasda, who are dispersed in the eight districts/cities of the Riau Archipelago province. This study shows the importance of direct interpersonal relationships between managers and employees in the realm of public service. As suggested by the LMX theory, managers delegate responsibility and provide more support and appreciation to subordinates in the group, which is considered as empowerment. The results of this study are consistent with the LMX theory, which emphasizes the importance of interpersonal factors in the workplace, especially in the local government sphere. The results of this study can be used as a basis or input for stakeholders in Dekranasda in designing an ideal relationship between superiors and subordinates so that subordinates are able to produce good performance to achieve organizational goals.

The Interactive Effects of Behavior-based Sales Control System and Supervisory Support on Work Engagement: A SDT and OST Perspective

Article

Full-text available

Apr 2015

The purpose of this study is to investigate the relationship between Behavioral-based sales control system and salespersons' work engagement dimensions, vis-à-vis examining the role of supervisory support as an effect modifier on these relationships. Drawing on two theoretical foundations i.e. self-determination (SDT) and organizational support theory (OST), the conceptual model not only inspects the main effect of Behavior-based sales control system on three dimensions of salespersons' work engagement but also examines how the interaction among Behavior-based sales control system and supervisory support affects the strength of these relationships. Multi-stage stratified random sampling of national and multinational pharmaceutical firms was used. The data utilized for this empirical research was collected from questionnaire responses by medical representatives of twenty national and multinational pharmaceutical firms. Analysis through structural equation modeling revealed that Behavior-based sales control system was positively related with vigor, dedication and absorption. Regarding the interaction effects supervisory support had a positive effect on the relationships between Behavior-based sales control system and the three dimensions of work engagement. Implications for research and practice are also discussed.

Faktor-Faktor Penentu Task Performance di Industri Kreatif : Studi Empiris di Pulau Jawa, Indonesia

Article

Full-text available

Dec 2023

Kinerja kerja merupakan kemampuan seseorang dalam menyelesaikan tugas yang dilakukan dengan baik dan efektif. Studi ini bertujuan untuk mengeksplorasi Model Task Performance di industri kreatif atas pemberdayaan kepemimpinan, pemberdayaan psikologi, kepemimpinan diri, kreativitas dan upaya kerja. Penelitian ini dilakukan pada bulan Juli 2023. Proses pengumpulan data melalui penyebaran kuesioner secara online melalui platform WhatsApp. Penelitian ini juga memilih responden menggunakan metode purposive sampling. Studi ini menganalisis seratus pekerja di sektor kreatif Indonesia. Metode equation model struktural (SEM) digunakan untuk menganalisis data yang dikumpulkan. Hasil dari penelitian ini menunjukkan pengaruh positif dan signifikan dari pemberdayaan kepemimpinan dengan pemberdayaan psikologi, pemberdayaan kepemimpinan dengan kepemimpinan diri, pemberdayaan psikologi dengan kreativitas, pemberdayaan psikologi dengan upaya kerja, kepemimpinan diri dengan kreativitas, kreativitas dengan kinerja kerja. Disamping itu, ditemukan pengaruh positif dan tidak signifikan antara kepemimpinan diri dengan pemberdayaan psikologi dan kepemimpinan diri dengan upaya kerja.

Business: Theory and Practice

Article

Full-text available

Dec 2023

Leadership has been widely studied worldwide, emphasizing changes that individuals with particular qualities achieve from the transformational and transactional. The objective is to evaluate the relationship between transformational and transactional leadership styles taking into account the effort and effectiveness perceived by followers in Ecuadorian public and private companies. Visions of seminal authors are analyzed on the subject Avolio and Bass, Emeka, Feliciano et al., Gutiérrez et al., Mirzani, among others. The research was quantitative, non-experimental, cross-sectional, and ex- planatory. The MLQ instrument (Avolio & Bass, 1991) was used, the sample was non-probabilistic for convenience, with 519 workers from Ecuador participating. SPSS V25 and SmartPLS4 software were used. Don’t exist significant differences in transformational leadership about gender, but there are in transactional leadership. By type of company, it was evidenced that there are no significant differences regarding transformational leadership, more so when analyzing transactional lead- ership. Men apply transactional leadership to a greater extent than women, demonstrating that transformational leadership is applied in the private sector in a higher percentage. Gender moderates the relationship between transformational lead- ership and effort, as well as the relationship between transactional leadership with effort and effectiveness. No evidence of any moderating effect of company type on the relationship between leadership styles and effort was found.

Extrinsic reward and employee performance in cement manufacturing firms in South-South

Article

Full-text available

Jan 2022

This study made an assessment of the influence extrinsic reward has on employee performance in cement manufacturing firms, south-South, Nigeria. Two variables extrinsic reward and employee performance were respectively decomposed into salary increase, bonus payment, overtime allowance and hazard allowance, as independent variables (X), for extrinsic reward, while employee productivity, output, regularity and work attitude were the dependent variables (Y), for employee performance. Four specific research objectives were developed by crossed-matching the decomposed variables, from which four research hypotheses were also formulated. A survey design was used and this allowed for the use of structured questionnaire. Taro Yamane formula was adopted and a sample size of three hundred and ten respondents (310) was obtained and used for the study. The questionnaire was administered, analysed and Pearson Product Moment Correlation Coefficients were calculated and hypotheses tested using SPSS version 21. The results of the study revealed that only salary increase has a positive correlation with employee productivity. Bonus, overtime and hazard allowances showed negative correlation with employee output, regularity and work attitude. Further findings revealed that salary increase, overtime allowance and hazard allowance have significant relationship with employee productivity, regularity and work attitude, respectively, while bonus has no significant relationship with employee output. Based on these findings, the study concluded that salary increase is an important factor that could enhance employee productivity in the cement manufacturing firms in South-South, Nigeria. Overtime, bonus payments and hazard allowances are not necessarily significant factors that could enhance employee performance in the studied firms. In line with these conclusions, the study recommended among others, that workers' salary should always be increased as at when due, effective bonus scheme put in place, and overtime and hazard allowances given serious consideration in order to enhance employee performance in cement manufacturing firms in South-South, Nigeria.

Internal auditor's interpersonal trust building: the Israeli public sector

Article

Oct 2023

Yovav Eshet

Purpose This paper investigate the antecedents of the public sector's senior management in interpersonal trust relationships involving sceptical internal audits in public services administrations. This is fundamental for a positive audit, as it affects the auditing relationship and assures a sound public administration. Design/methodology/approach The author surveyed 261 senior management from 24 Israel's local authorities (about 30%), representing large, medium and small administrations in Israel's North District. Findings The results indicate that senior management's antecedents to trust sceptically minded internal audits are positive for audit knowledge sharing. Findings also reveal that the internal auditor's ability, integrity and benevolence significantly impact senior management's trust. Whereas open communication does not significantly affect the senior management's propensity to trust, its satisfaction with its internal auditor fosters positive trust and support. Practical implications Understanding the antecedents of the senior public manager on internal audit benefits the audit outcomes. Albeit audit professional scepticism's interpersonal trust relationship with senior public manager influences the audit. Audits efficiently related to organisational culture and outcomes. Originality/value A new practical model of senior management trust antecedents is presented for a more effective auditing system and public administration. The model is original, as no other empirical studies have yet dealt with senior management's trust in internal audits in the public sector.

Influencia del liderazgo y otras variables críticas en la competitividad de Mipymes chilenas

Article

Full-text available

Aug 2022

p>Las empresas de menor tamaño son determinantes en la economía chilena. El objetivo de esta investigación es identificar y analizar variables claves en la generación de la competitividad de las empresas de menor tamaño de la Región de Coquimbo – Chile, representadas por las micro, pequeña y medianas empresas (Mipyme). Esto se fundamenta en las percepciones de 384 integrantes del personal operativo de este tipo de empresas y un análisis multivariado, empleando un modelo de ecuaciones estructurales (basado en covarianza - MBC). Se ratifica con confiabilidad estadística que la competitividad en las empresas de menor tamaño, es consecuencia de la influencia de cinco constructos, que deben ser consideradas variables críticas, pues influyen positiva, directa e indirectamente en la competitividad de estas empresas, las cuales son; liderazgo transformacional, liderazgo transaccional, efectividad en el desempeño, esfuerzo extra y satisfacción laboral. Variables que explican en un 69% la varianza de la competitividad.</p

Reducing employee burnout in the context of a global crisis and remote work: focusing on quality of leader–member exchange, trust in leader and organizational identification

Article

Jul 2023

Employee burnout has received a considerable amount of attention in the literature. However, recent global events such as the COVID-19 pandemic have led to much higher levels of employee burnout. Hence, in this study, we put the spotlight on employee burnout in the context of a global crisis and unpack the factors that reduce employee burnout in such a challenging time. Drawing mainly from the theoretical tenets of leader–member exchange (LMX), social exchange and social identity, the study explored the roles that leaders and organizations played in reducing employee burnout. Two studies were conducted in the Philippines—a country in Asia that experienced substantial lockdowns and restrictions because of the pandemic. Results in both studies provided support for the serial mediation model demonstrating how the quality of LMX inversely relates to employee burnout. Moreover, trust in leader and organizational identification provided additional explanations on the established mechanisms. These findings offered insights both conceptually and in practice on how to reduce employee burnout in a global crisis, remote work context.

Leadership Effect, Non Physical Work Environment and Work Spirit on Employee Performance in PT Telkom Witel West Sumatera

Article

Full-text available

Sep 2019

The purpose of this study was to determine the effect of leadership on the non-physical work environment, leadership and influence of non-physical work environment on work spirit and influence of leadership, non-physical work environment, and the work spirit of the employees' performance. The data used are primary data using questionnaires. The study population was all employees of PT. Telkom Witel Sumbar of 90 employees. The sample used in this study were as many as 74 people using cluster sampling. The results showed that: (1) leadership significantly influence the work environment non-physical, (2) leadership and the working environment of non-physical significant effect on work spirit, and (3) leadership, work environment non-physical, and work spirit significant effect on performance employees.

How Psychological Empowerment Influences Faculty Members’ Change Orientation: Does Knowledge Inertia Have a Mediating Role?

Article

Full-text available

May 2023

Background/purpose – This study aims to determine the effect of faculty members’ psychological empowerment on their change orientation and the mediating role of knowledge inertia (learning and experience) in this effect. Materials/methods – A cross-sectional research design was used to achieve this goal. The opinions of 398 faculty members working in six universities in Türkiye were collected via the survey method. Results – The results showed that the faculty members’ psychological empowerment had a favorable effect on their levels of change orientation and a negative effect on their levels of learning inertia. Additionally, it was shown that the faculty members’ psychological empowerment had little effect on their experiential inertia. Additionally, there was no discernible relationship between degrees of faculty members’ change orientation and perceived knowledge inertia (learning and experience). Conclusion – The study’s results imply that faculty members who see their jobs as meaningful have sufficient knowledge about their jobs, are responsible for making decisions about their jobs, and accept change easily. It was also concluded that these faculty members have high levels of change orientation.

Intercultural Communication in the University: Policy and Practices

Chapter

Full-text available

Apr 2023

A Study on the Drivers of Corporate Culture Impacting Employee Performance in it Industry

Article

Full-text available

Feb 2023

Purpose: Examining the factors that contribute to company culture and how that culture affects employee productivity is the primary focus of this essay. Theoretical framework: This investigation used a mixed research strategy, combining qualitative and quantitative approaches. Design/methodology/approach: In total, 378 IT professionals working in Kerala were recruited to complete the questionnaire. The present study adapted seven dimensions namely Work life, communication, motivation, empowerment, Strategic Decision, Leadership and core values as the drivers of corporate culture. Findings: According to the results, all seven of the identified determinants of corporate culture had a significant role in forming the study's hypothesised culture. Findings also showed that the study's composite variable, "company culture," had an effect on workers' performance. The job performance of workers might be heavily based on the company's culture. Research Practical & Social implications :The findings may assist IT firm leaders strengthen their culture by focusing on the factors that were proven to have the most impact on creating their organization's unique spirit. The corporate culture should be such that it results in improved performance of employees. There should be leadership with a dedicated human resource department in each company, who can nurture the core value in organizational culture, motivate the employees and make the company more competent. Culture in the workplace is complex and takes many forms; it might develop in response to the challenges and difficulties inherent in every given business, or it can be consciously crafted by the company's leadership and employees. Originality/value: This essay provides the assistance for a dialogue. It shows that while corporates are investing in culture and performance improvement programmes, research on the core value of such programmes as drivers that impacts performance has not been explored in detail.

Examining the inter-relationship between leadership styles, organisational learning capability and job satisfaction: an empirical study of Indian IT companies

Article

Jan 2023

Mediating the relationship between Empowering Leadership and Individual Work-Performance through Psychological Empowerment: A Predictive Correlational Study in an Educational Context

Article

Full-text available

Dec 2022

Saleh Alqarni

The present study aimed to identify the direct effects of empowering leadership on task performance and contextual performance among educational supervisors and identify its indirect effects on those two variables through psychological empowerment mediation. The study used a predictive correlational research design. The study tools were applied using a complete census of the target population, which comprised all educational supervisors in Jeddah's education departments. Findings showed direct effects of empowering leadership on both task performance and contextual performance, and direct effects of psychological empowerment on task performance and contextual performance. Empowering leadership had indirect effects on task performance and contextual performance through psychological empowerment mediation; that is, psychological empowerment fully mediates the influence of empowering leadership on task performance and contextual performance. The study recommended investigating educational supervisors' psychological empowerment capabilities and perceptions before implementing structural empowerment initiatives or any organizational interventions to attain organizational outcomes in terms of task performance and contextual performance or any other desired work behaviors.

Empathetic Conversational Systems: A Review of Current Advances, Gaps, and Opportunities

Article

Full-text available

Dec 2022

Empathy is a vital factor that contributes to mutual understanding, and joint problem-solving. In recent years, a growing number of studies have recognized the benefits of empathy and started to incorporate empathy in conversational systems. We refer to this topic as empathetic conversational systems. To identify the critical gaps and future opportunities in this topic, this paper examines this rapidly growing field using five review dimensions: (i) conceptual empathy models and frameworks, (ii) adopted empathy-related concepts, (iii) datasets and algorithmic techniques developed, (iv) evaluation strategies, and (v) state-of-the-art approaches. The findings show that most studies have centered on the use of the EMPATHETICDIALOGUES dataset, and the text-based modality dominates research in this field. Studies mainly focused on extracting features from the messages of the users and the conversational systems, with minimal emphasis on user modeling and profiling. Notably, studies that have incorporated emotion causes, external knowledge, and affect matching in the response generation models, have obtained significantly better results. For implementation in diverse real-world settings, we recommend that future studies should address key gaps in areas of detecting and authenticating emotions at the entity level, handling multimodal inputs, displaying more nuanced empathetic behaviors, and encompassing additional dialogue system features.

Boosting Employees’ Performance through the Affective Commitment and Transformational Leadership: The Role of Employee Engagement as a Mediator

Article

Dec 2022

The current study explores boundary conditions and underlying mechanisms through which commitment and transformational leadership (TFL) affects customer service representatives (CSRs) performance in the telecom sector. Additionally, it investigates how and why the engagement of employees mediates the relationship of commitment and leadership with the productivity of employees. Data collected from the CSRs of telecom companies were analyzed through SmartPLS. The results revealed a positive relationship between leadership style, organizational commitment, and employees performance. This research also found the complementary mediation of employee engagement. Therefore, this research provides evidence regarding effective management style and the requirement of a conducive work environment that nurtures engagement and commitment within CSRs. Furthermore, it stresses the need for a psychological bond between leaders and employees, which fosters productivity with the help of engagement. Organizational efforts directed to enhance performance would be fruitful in a culture that promotes TFL style, commitment, and engagement of employees as performance is largely dependent on these attributes.

The role of collaborative human resource management in supporting open innovation: A multi-level model

Article

Nov 2022
Hum Resource Manag Rev

With open innovation (OI) playing an important role in many organizations' innovation strategy, there is growing interest in the human aspects of OI. An important challenge for managing OI remains the motivation of individuals for knowledge sharing and sourcing (KSS). To address this issue, we argue that managers responsible for OI need to use collaborative human resource management (collaborative HRM) practices to create the conditions to develop relational leadership and an open innovation mindset (OI mindset) among employees. Since OI research is largely focused on the organizational level, the micro-foundations of OI, as well as the in-terdependencies across team and individual levels are not yet fully understood. There is no systematic approach for understanding the role of collaborative HRM and the process through which employees' KSS and use OI within their organizations. We build on social exchange theory to develop a multi-level model of collaborative HRM practices used through relational leadership and OI mindset to enable employees to KSS and improve OI performance.

Transformational leaders’ approach to overcapacity: A study in correctional institutions

Article

Full-text available

Nov 2022
PLOS ONE

This research attempts to examine the effect of transformational leadership (TL) on job satisfaction (JS) and job performance (JP) mediated by leader-member exchange (LMX) at all correctional officers in West Java. The quantitative method is adopted by conducting a questionnaire survey on all officers in the West Java area, with a total of 215 respondents. The questionnaire was done through the Google Forms platform and distributed in a time-lagged method. The sample of respondents who were interviewed was obtained through a purposive sampling technique, namely taking samples with certain considerations. The data in this study was then analyzed using Structural Equation Modeling (SEM), which was assisted by the AMOS program. The findings revealed that TL has a large impact on JS, JP, and LMX, whereas LMX has a significant impact on JS and JP. This study contributes to the literature by linking TL, LMX, JS, and JP. It examines and analyzes how and why TL and LMX can affect JS and JP.

Review of Empirical Research on Leadership and Firm Performance

Article

Full-text available

Jul 2022

This review aims to present a systematic review of empirical research on leadership and firm performance (FP) in order to synthesize the fragmented knowledge and propose a unifying framework for future research. To achieve this purpose, this research adopts systematic literature review methodology. A total of 60 empirical papers published during the period 2002 to 2021 was retrieved through exhaustive manual searches of online databases. A matrix table was developed to extract and organize information from the retrieved articles. The findings revealed four main key themes. First, the topic of leadership and FP has been mostly quantitatively examined in many countries and industries. Second, different leadership approaches have been found to ameliorate FP and transformational leadership remains the most commonly used approach. Third, innovation, learning, and culture were the most common mediators of the leadership-FP relationship. Fourth, support for innovation, competitive intensity, firm size, leaders’ trust, and justice orientation have been found to moderate the effect of leadership on FP.

HOW PLAY FOSTERS CO-CREATION FOR DESIGN-LED INNOVATION

Thesis

Full-text available

Jun 2022

Avinash Jhangiani

To navigate the increasingly uncertain business environment, human-centric design and innovation is becoming a necessity. The ability to think creatively and come up with new solutions is needed to thrive in the future. This requires a shift of mindset from scalable efficiency of the industrial age to sustainable creativity of the digital age for corporate India. While change is hard, it need not be painful. What if there was a more intrinsically motivating and nourishing way to deal with change? This thesis explores the potential of play as a catalyst of co-creation for design-led innovation in organizations struggling to accelerate transformation. First, through the qualitative, interpretative research method, the practical implications of infusing play into work for serious organizational outcomes are discussed using four single case studies that cover empathy, vulnerability, divergent thinking, and creative agility – four integral skills for managers and leaders to rehumanize business, build creative confidence and accelerate change using the human-centric design process. Second, through the cross-case content analysis, this paper quantitatively identifies key micro-behavioral patterns discovered in the co-creation of play-enabled, design-led innovative solutions from six case studies, that result in building design thinking mindsets. Lastly, the within-case and cross-case analysis are compiled and structured to build a conceptual model of skills, behaviors and mindsets resulting from play-infused co-creation, and key implications are provided for organizations struggling to shift mindset and accelerate innovation in the post-pandemic world. Keywords: play, serious play, creativity, creative thinking, co-creation, design thinking, design, innovation, innovation management, transformation, leadership, psychology, empathy, vulnerability, divergent thinking, agility, organization development, organization culture, organization change, organization behavior, learning and development.

Promoting Corporate Culture: Exploring Managerial Trust and Employee Deviance Behavior in Commercial Banks in Pakistan

Article

Full-text available

Jan 2022

Employee deviance is an important issue to be focused on in an organization. Most of the time, positive work behaviors are discussed in the studies but negative behaviors do not get much attention. This research is based on understanding how the negative and deviant behavior of the employees can get affected. This research is based on examining the effect of trust in the manager-employee relationship on employees’ deviance and what would be the impact of job satisfaction by keeping it as the mediator among these variables. This study explored how trust in manager-employee relationships might help the organizations to reduce the employees’ deviance toward their organization, toward their colleagues, and toward their customers, known as organizational deviance, interpersonal deviance, and frontline deviance respectively. To investigate the phenomenon, the employees of private sector banks were taken as a sample for this study. Data was collected through online questionnaires. The results of this study validate that there is a negative impact of trust in the manager-employee relationship on employees’ deviance in the presence of job satisfaction as a mediator. If the employees are satisfied with their jobs and they have trust in their manager, they tend to show less deviant behavior toward the organization, their colleagues, and the customers.

Impact of distance learning programs on employees performance during corona pandemic (COVID-19) in Technical and Vocational Training Corporation: Applied study on Jeddah College of Technology employees

Article

Nov 2024

This study aimed to know the effect of distance training programs in its dimensions (importance, components, reality, obstacles) on the performance of employees of the Technical College in Jeddah. The researcher relied on the descriptive and analytical method for its suitability for the subject of the study. The study community is based on (334) employees of the Technical College in Jeddah. The questionnaire was used as a tool to collect data and it was distributed to (133) male and female employees, who were selected in a simple random way, and number of (120) questionnaires were retrieved by 90%. The data were analyzed through the statistical program (SPSS). Statistical significance between the distance training programs and the performance of workers in light of the Corona pandemic (Covid 19) at the Technical College in Jeddah, as well as finding a direct relationship between the dimensions of the distance training programs represented in (importance, components, reality) and the performance of workers in the technical college in Jeddah. With regard to the obstacles of the distance training, it was found that there is no direct correlational relationship of statistical significance between the distance training obstacles as one of the dimensions of the measure of distance training programs and the performance of workers in light of the Corona pandemic (Covid 19) In the Technical College in Jeddah, as there are no statistically significant differences due to the difference in demographic variables, and based on these results, the study recommended the adoption of adopting distance training programs as a strategic option within the human resources management strategy that contributes to the development and development of human resource capabilities in the college and keeps pace with rapid and urgent changes, whether economic, social or technological, which helps to raise individual and institutional performance. And communications that support the safe operation and flow of information to implement distance training programs that have the ability to deal with the largest number of workers, especially in light of the rapid development in information and communication technology, study distance training needs on an ongoing basis and pay attention to providing quality training programs aimed at developing the performance of employees Current and future, in addition to providing the institution with the necessary competencies and capabilities to achieve rapid rates in human resource development and achieving the desired goals.

Influence of distributed leadership on employee innovative behaviour: the mediating role of psychological empowerment

Article

Full-text available

Nov 2024

Employee innovative behaviour shapes the core competitiveness of an enterprise. Leadership style has been shown to influence employee innovative behaviour significantly. This research paper fills the gap by exploring the relationship between distributed leadership as an emerging leadership style and employee innovative behaviour along with psychological empowerment as mediator and organizational innovation climate as a moderator. 567 responses were collected from 29 different regions in China based on their availability through an adapted questionnaire. The data were analyzed using statistical software Mplus 6.0 and SPSS 19.0. The research results show that distributed leadership not only positively affects the innovative behaviour of employees but also has a positive impact on psychological empowerment and such empowerment positively influences employee innovative behaviour. The results also confirm that psychological empowerment mediates the relationship between the innovative behaviour of employees and distributed leadership. In addition, the organizational innovation climate moderates the relationship between psychological empowerment and the innovative behaviour of employees. The study not only contributed by confirming the moderating effect of organizational innovation climate on the relationship between psychological empowerment and employee innovative behaviour but also added directions for future researchers to explore more about the relationship between psychological empowerment and employee innovative behaviour along with theoretical research on enterprise leadership and management.

Understanding employee empowerment in the Arab world: Evidence from Abu Dhabi’s government sector

Article

Jan 2023

Does a leader’s motivating language enhance the customer-oriented prosocial behavior of frontline service employees?

Article

May 2023

LEADERSHIP STYLES AND SUSTAINABLE COMPETITIVE PERFORMANCE IN PAKISTANI SMES: AN INDUSTRY 4.0 PERSPECTIVE

Article

Full-text available

Oct 2023

Previous research has primarily concentrated on the technological and operational aspects of Industry 4.0 in SMEs, leaving a significant gap in our understanding of the leadership's role in this context. This article aforesaid gap by empirically investigating impact of entrepreneurial leadership, transformational leadership, transactional leadership, and ethical leadership on the sustainable competitive performance of Small and Medium-sized Enterprises (SMEs) in Pakistan within the context of Industry 4.0. The study adopts a quantitative approach and collects data from Pakistani SMEs sector, including manufacturing sports, and textiles, using purposive sampling. A total of 500 questionnaires were distributed. The study's findings reveal that entrepreneurial leadership and ethical leadership significantly influence organizational learning. Furthermore, a significant relationship is observed between organizational learning and sustainable competitive performance. However, the study does not find a significant relationship between transactional leadership and organizational learning. Moreover, the research highlights a significant mediating relationship between organizational learning and the impact of entrepreneurial leadership, ethical leadership, and transformational leadership on sustainable competitive performance. However, transactional leadership does not exhibit a significant mediating effect. The study's contributions to the existing literature on Industry 4.0 are valuable as they shed light on the role of leadership styles in the context of SMEs in Pakistan. In the era of Industry 4.0, where technological advancements are transforming industries, understanding the impact of leadership on sustainable competitive performance is crucial. This research offers insights into which leadership styles are most effective in this rapidly changing landscape.

High-Performance Work Systems in the Healthcare Industry: A Systematic Literature Review

Article

Aug 2023

This research study aims to unveil the key features of contemporary literature on high-performance work systems (HPWS) in the domain of healthcare by carrying out a systematic literature review of relevant scientific studies from existing literature published in top-rated journals (Australian Business Deans Council (ABDC) listed). The article aims to develop a comprehensive understanding of theoretical foundations, concepts, level of the study, variables and recent trends in the area. The Scopus database is used to identify the scientific publications for this study. Based on the search query and inclusion & exclusion criteria, the short-listing process resulted in 72 articles published between 2006 and 2021. From the short-listed articles, the authors have identified 45 relevant studies connected to the HPWS area in the healthcare domain that was published in top-rated journals listed in ABDC. The authors have systematically analysed the selected studies. A critical review of the existing literature helped gather and present details relating to the theoretical framework referred to, intervening variables, performance outcomes, methodological concerns, etc., Also, research gaps have been identified and the avenues for future research are suggested. In addition to this, the authors have conducted a bibliometric analysis to check for the domain knowledge structure, trending topics and themes of HPWS research in the healthcare industry.

Employee Performance Implications of CSR for Organizational Resilience in the Banking Industry: The Mediation Role of Psychological Empowerment

Article

Full-text available

Aug 2023

Corporate social responsibility (CSR) has been found to be important in boosting organizations’ sustainability and resilience against crisis. Although employees constitute key internal stakeholders for CSR, limited attention has been paid to them. The purpose of this research is to examine how employee perceptions of CSR activities affect employee performance through their sense of psychological empowerment. Drawing upon a sample of 203 employees in the Cypriot banking sector, a structured questionnaire was administered to measure employee performance, psychological empowerment, and CSR activities as perceived by employees. The analysis of data, based on path modeling using the partial least squares (PLS) approach, confirms the mediating role of psychological empowerment between CSR activities (philanthropic, ethical, and environmental) and job performance. This study contributes to the theoretical evolvement of the CSR literature, as it established the mediating role that psychological empowerment plays between perceived CSR and job performance. The findings suggest that CSR should be treated not just as a pressing obligation but as a dynamic investment in organizational effectiveness, sustainability, and resilience because positive employee perceptions of CSR can contribute to staff empowerment and indirectly to job performance.

CEO Leadership and Gender

Chapter

May 2023

Kenneth Uzoma Chukwuba

Prioritizing those who follow: How do Transformational leadership and Servant leadership stimulate on employee outcomes? Using Self-determination Theory

Article

Full-text available

Apr 2023

In this modern era of business and competition, no organization can achieve its organizational goals and objectives or success without the role of leaders. Transformational and Servant leadership play an important role in enhancing employee outcomes like engagement, task performance and organizational citizenship behaviour. The current study put forward a theoretical framework and core effect of transformational and Servant leadership on different employee outcomes. We also consider the mediating role of dimensions of self-determination theory. The collection questionnaire method and a non-probability convenient sampling technique were used for data collection. During two and half months, we distributed 540 questionnaires and received 372 questionnaires properly filled. After applying statistical tests using SPSS and Amos, we find that transformational leadership and servant leadership increase employee engagement, task performance and organizational citizenship behaviour. And for leaders, employees' psychological needs (autonomy, competence and relatedness) must be fulfilled because psychological needs (autonomy, competence and relatedness) significantly affect transformational leadership, Servant leadership and employee outcomes such as employee engagement, task performance and organizational citizenship behaviour.

Followerfirst: A Motive for Servant Leadership

Chapter

Apr 2023

Followerfirst: A Motive for Servant Leadership

Chapter

May 2022

Trust as a mediation of transformational leadership relationships and welfare of hotel employees psychology

Article

Full-text available

Dec 2022

The hotel industry is one that is vulnerable to crises such as the COVID-19 pandemic. The condition can create an uncertain outlook for the hotel industry due to a decline in demand. This condition can create vulnerability for employees. Transformational leadership influences employees' psychological well-being and trust that the most significant thing about the link between transformational leaders and their employees. The objective of this study is to examine the effect of (1) transformational leadership on trust; (2) transformational leadership on psychological well-being; (3) trust on psychological well-being; and (4) trust as a mediator in the correlation between transformational leadership and psychological well-being. This study is a quantitative study, with a cross-sectional approach. The sampling technique was purposive sampling with 162 employees from 4 and 5-star hotels in DKI Jakarta Province as respondents. Data analysis using PLS-SEM. The findings revealed that the four hypotheses proposed in the study, and the results of data analysis showed that all the hypotheses stated were accepted. The implication of this research is to become a reference for management to improve psychological well-being by developing transformational leadership and trust. This study has limitations, in future research, it would be possible to examine the overall employee well-being and be carried out in other locations to overcome the limitations of the study.

The Effect of Perceived Changes in Budget Allocations on Employee Motivation and Performance: Case Study on a Deputy of an Indonesian Coordinating Ministry

Article

Mar 2022

Licensed under Creative Common INSTITUTIONALIZING TRANSFORMATIONAL LEADERSHIP PRACTICES IN THE PERFORMANCE OF MARKETING CO-OPERATIVES IN KENYA

Article

Full-text available

Aug 2018

Uncertainty and unpredictability as a result of rapid technological, social, political and economic changes in the operational environment of many firms calls for transformational leadership that enables cooperatives to adapt to such competitive business environment, being an approach that causes change in individuals and social systems strategically. It develops followers into leaders. This study sort to establish the transformational leadership practices as exhibited in the Bass theory to improve-performance of marketing cooperatives .as business organizations and generate positive change in the cooperative movement. The return on investment of cooperative shareholders has not been realized as per shareholders' expectations. The study adopted descriptive survey design and used purposive sampling to collect data from 45 cooperative committee members using structured questionnaires. Data was analyzed using descriptive statistics and transformational leadership practices that influence performance of the marketing cooperative societies was established. The findings of the study indicate that committee members in high performing cooperatives employ competitive ©Author(s) Licensed under Creative Common Page 78 transformational leadership practices with inspiring a shared vision and challenging the conventional processes as two best practices that have the biggest effect on cooperative societies performance.

Pengaruh Empowerment, Self Efficacy, dan Budaya Organisasi Terhadap Kinerja Karyawan

Article

Full-text available

Jun 2022

Employee performance affects the company's ongoing activities, and better employee performance will help the company develop the company for the better. Improved employee performance will bring progress for the company to survive in an unstable competitive business environment. This study aims to examine and analyze the effect of empowerment, self-efficacy, and organizational culture on PT employees' performance. Zebra Agrindo Utama Jember. The variables used are Empowerment (X1), self-efficacy (X2), corporate culture (X3), and employee performance (Y). The population in this study were employees of PT. Zebra Agrindo Utama Jember, totaling 60 employees. The sampling technique used is the saturated sample. This study uses multiple linear regression analysis with independent variables, namely empowerment, self-efficacy, and organizational culture. The dependent variable is employee performance. This study uses qualitative data quantified with primary data sources obtained through questionnaires distributed to respondents, namely employees of PT. Zebra Agrindo Utama Jember, and secondary data obtained from journals, articles, and literature related to empowerment, self-efficacy, organizational culture, and employee performance. The results showed that empowerment, self-efficacy, and corporate culture had a positive and significant effect. On the variable performance of employees of PT. Zebra Agrindo Utama Jember, so that the better the employee's perception of empowerment, self-efficacy, and organizational culture by employees, the better the employee's performance

Do Authentic Leadership and Transformational Leadership Promote LMX in a Context of Political Instability?: Case of Tunisian Companies

Article

Jan 2021

In a context of change, the literature highlights the importance of both transformational and authentic leadership styles in maintaining the quality of the relationship between leaders and followers. To the authors' knowledge, no research has addressed this relationship in a context of political instability. So, this research seeks to study the influence of both transformational and authentic leadership styles on LMX in a period of political instability. The objective is to know whether these two styles of leadership remain effective in a context of democratic transition. To this end, a quantitative approach is adopted. A questionnaire was distributed to 126 managers belonging to industrial firms in Tunisia. Unlike the literature, authentic leadership does not influence the LMX. The latter is partially influenced by transformational leadership. Therefore, it is important to consider other factors such as political skills in order to maintain the quality of LMX in a situation of political instability.

Self-Efficacy: Toward a Unifying Theory of Behavioral Change

Article

Full-text available

Mar 1977

Albert Bandura

Presents an integrative theoretical framework to explain and to predict psychological changes achieved by different modes of treatment. This theory states that psychological procedures, whatever their form, alter the level and strength of self-efficacy. It is hypothesized that expectations of personal efficacy determine whether coping behavior will be initiated, how much effort will be expended, and how long it will be sustained in the face of obstacles and aversive experiences. Persistence in activities that are subjectively threatening but in fact relatively safe produces, through experiences of mastery, further enhancement of self-efficacy and corresponding reductions in defensive behavior. In the proposed model, expectations of personal efficacy are derived from 4 principal sources of information: performance accomplishments, vicarious experience, verbal persuasion, and physiological states. Factors influencing the cognitive processing of efficacy information arise from enactive, vicarious, exhortative, and emotive sources. The differential power of diverse therapeutic procedures is analyzed in terms of the postulated cognitive mechanism of operation. Findings are reported from microanalyses of enactive, vicarious, and emotive modes of treatment that support the hypothesized relationship between perceived self-efficacy and behavioral changes. (21/2 p ref)

The Partial Least Squares Approach to Structural Equation Modeling

Article

Full-text available

Jan 1998

Provides a nontechnical introduction to the partial least squares (PLS) approach. As a logical base for comparison, the PLS approach for structural path estimation is contrasted to the covariance-based approach. In so doing, a set of considerations are then provided with the goal of helping the reader understand the conditions under which it might be reasonable or even more appropriate to employ this technique. This chapter builds up from various simple 2 latent variable models to a more complex one. The formal PLS model is provided along with a discussion of the properties of its estimates. An empirical example is provided as a basis for highlighting the various analytic considerations when using PLS and the set of tests that one can employ is assessing the validity of a PLS-based model. (PsycINFO Database Record (c) 2012 APA, all rights reserved)

Leadership: Do Traits Matter?

Article

Full-text available

May 1991

The study of leader traits has a long and controversial history. While research shows that the possession of certain traits alone does not guarantee leadership success, there is evidence that effective leaders are different from other people in certain key respects. Key leader traits include: drive (a broad term which includes achievement, motivation, ambition, energy, tenacity, and initiative); leadership motivation (the desire to lead but not to seek power as an end in itself); honesty and integrity; self-confidence (which is associated with emotional stability); cognitive ability; and knowledge of the business. There is less clear evidence for traits such as charisma, creativity and flexibility. We believe that the key leader traits help the leader acquire necessary skills; formulate an organizational vision and an effective plan for pursuing it; and take the necessary steps to implement the vision in reality.

The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory

Article

Full-text available

Nov 1993

The empirical literature on charismatic or transformational leadership demonstrates that such leadership has profound effects on followers. However, while several versions of charismatic leadership theory predict such effects, none of them explains the process by which these effects are achieved. In this paper we seek to advance leadership theory by addressing this fundamental problem. We offer a self-concept based motivational theory to explain the process by which charismatic leader behaviors cause profound transformational effects on followers. The theory presents the argument that charismatic leadership has its effects by strongly engaging followers' self-concepts in the interest of the mission articulated by the leader. We derive from this theory testable propositions about (a) the behavior of charismatic leaders and their effects on followers, (b) the role of followers' values and orientations in the charismatic relationship, and (c) some of the organizational conditions that favor the emergence and effectiveness of charismatic leaders.

Transformational Leadership and the Falling Dominoes Effect

Article

Full-text available

Mar 1987

This investigation examined the practice of tranformational leadership at two levels of management in a New Zealand government agency. Transformational leadership was defined as the extent to which a manager is seen as charismatic, as treating each subordinate as an individual, and as intellectually stimulating. Like falling dominoes, transformational leadership at a higher level of management was expected to appear concomitantly at the next lower level. Analyses of leadership behavior questionnaire data collected independently at the two levels of management generally provided support for this falling dominoes effect. However, one exception was that more charismatic first-level supervisors said they required less charisma in the second- level managers to whom they directly reported. implications were drawn con cerning the importance of developing transformational leadership abilities at upper levels of management to enhance the likelihood of such leadership at lower levels.

Technical and Strategic Human Resource Management Effectiveness as Determinants of Firm Performance

Article

Full-text available

Feb 1997

We evaluated the impact of human resource (HR) managers' capabili- ties on HR management effectiveness and the latter's impact on corpo- rate financial performance. For 293 U.S. firms, effectiveness was asso- ciated with capabilities and attributes of HR staff. We also found rela- tionships between HR management effectiveness and productivity, cash flow, and market value. Findings were consistent across market and accounting measures of performance and with corrections for biases.

The Logic and Limits of Trust.

Article

May 1984

Credibility: How Leaders Gain and Lose It Why People Demand It

Book

Jul 2011

Citizenship Behavior and Social Exchange

Article

Jun 1994

Beyond Self-Management: Antecedents and Consequences of Team Empowerment

Article

Feb 1999

Taking Empowerment to the Next Level: A Multiple-Level Model of Empowerment, Performance, and Satisfaction

Article

Jun 2004

Transformational leadership and organizational culture

Article

Jan 1993

The dual effect of transformational leadership: Priming relational and collective selves and further effects on followers

Article

Jan 2002

The bases of social power

Article

Jan 1959

Injustice in social exchange

Article

Jan 1965
ADV EXP SOC PSYCHOL

J.S. Adams

The empowerment process: Integrating theory and practice

Article

Jan 1988

Despite increasing attention on the topic of empowerment, our under-standing of the construct and its underlying processes remains limited. This article addresses these shortcomings by providing an analytical treatment of the construct and by integrating the diverse approaches to empowerment found in both the management and psychology literatures. In addition, the authors identify certain antecedent conditions of powerlessness and practices that have been hypothesized to empower subordinates.

Cognitive elements of empowerment: An ‘interpretive’ model of intrinsic task motivation

Article

Jan 1990

This article presents a cognitive model of empowerment. Here, empowerment is defined as increased intrinsic task motivation, and our subsequent model identifies four cognitions (task assessments) as the basis for worker empowerment: sense of impact, competence, meaningfulness, and choice. Adopting an interpretive perspective, we have used the model also to describe cognitive processes through which workers reach these conclusions. Central to the processes we describe are workers' interpretive styles and global beliefs. Both preliminary evidence for the model and general implications for research are discussed.

The shared leadership challenge in strategic alliances: Lessons from the US healthcare industry

Article

May 2001

Although most of the academic research on strategic alliances has focused on structural characteristics of international alliances in global manufacturing-based industries, many executives are struggling to make strategic alliances work within other contexts. Using insights from the strategic-alliance literature and anecdotes from the healthcare industry, we refocus attention away from the? traditional, solitary model of leadership to or shared model of leadership among the top executives of the partner organizations. In so doing, we advance three lessons for leaders to predict and explain strategic alliance success in the healthcare industry. Specifically, these lessons direct attention to top executives' joint abilities to collaborate from or distance, to focus on creating customer value above all ease, and to experiment and implement innovative ways to compete in the industry with or partner.

From control to commitment in the workplace

Article

Jan 1985
HARVARD BUS REV

R.E. Walton

Toward a common ground in defining empowerment

Article

Jan 1997

G.M. Spreitzer

Transformational leadership in teams. B. M. Bass, B. J. Avolio, eds. Improving Organizational Effectiveness Through Transformational Leadership. Sage, Thousand Oaks, CA

Article

Leadership: Do traits matter?

Article

Jan 1991

The shared leadership challenge in strategic alliances: Lessons from the U.S. healthcare industry

Article

May 2001

William Judge

Although most of the academic research on strategic alliances flas on structural characteristics of international alliances in global manufacturing-based industries, many executives are struggling to make strategic alliances work within other contexts. Using insights from the strategic-alliance literature and anecdotes from the healthcare industry, we refocus attention away from the traditional, solitary model of leadership to a shared model of leadership among the top executives of the partner organizations. In so doing, we advance three lessons for leaders to predict and explain strategic alliance success in the healthcare industry. Specifically, these lessons direct attention to top executives" joint abilities to collaborate from a distance, to focus on creating customer value above all else, and to experiment and implement innovative ways to compete in the industry with a partner.

Psychological Empowerment in the Workplace: Dimensions, Measurement, Validation

Article

Oct 1995

Gretchen M. Spreitzer

Fairness Perceptions and Trust as Mediators for Transformational and Transactional Leadership: A Two-Sample Study

Article

Dec 1999

Rajnandini Pillai

This research presents a comprehensive model of relationships between transformational and transactional leadership, procedural and distributive justice, trust, job satisfaction, organizational commitment, and organizational citizenship behaviors (OCBs). Structural equation modeling was used to test a theoretical model with two independent samples that were comprised of 192 and 155 matched leaders and subordinates. Several rival models were also tested. Finally, “stacked” modeling techniques showed that the parameter estimates developed from the two samples were invariant except for one additional relationship, which was significant in the second sample only. The results supported the indirect effect of transformational leadership on OCBs through procedural justice and trust. Implications and directions for future research are discussed.

Beyond Self-Management: Antecedents and Consequences of Team Empowerment

Article

Feb 1999

We examined the antecedents, consequences, and mediational role of team empowerment using 111 work teams in four organizations. The results indicated that the actions of external leaders, the production/service responsibilities given to teams, team-based human resources policies, and the social structure of teams all worked to enhance employee team empowerment experiences. More empowered teams were also more productive and proactive than less empowered teams and had higher levels of customer service, job satisfaction, and organizational and team commitment.[ABSTRACT FROM AUTHOR]

A Dimensional Analysis of the Relationship between Psychological Empowerment and Effectiveness Satisfaction, and Strain

Article

Oct 1997

Gretchen M. Spreitzer

This paper examines the contribution of each of the four dimensions in Thomas and Velthouse’s (1990) multidimensional conceptualization of psychological empowerment in predicting three expected outcomes of empowerment: effectiveness, work satisfaction, and job-related strain. The literature on the four dimensions of empowerment (i.e., meaning, competence, self-determination, and impact) is reviewed and theoretical logic is developed linking the dimensions to specific outcomes. The expected relationships are tested on a sample of managers from diverse units of a manufacturing organization and then replicated on an independent sample of lower-level employees in a service organization using alternative measures of the outcome variables. The results, largely consistent across the two samples, suggest that different dimensions are related to different outcomes and that no single dimension predicts all three outcomes. These results indicate that employees need to experience each of the empowerment dimensions in order to achieve all of the hoped for outcomes of empowerment.

High-Involvement Management

Article

Sep 1988

Work and The Nature of Man

Book

Jan 1966

Frederick Herzberg

A Dimensional Analysis of the Relationship between Psychological Empowerment and Effectiveness Satisfaction, and Strain

Article

Oct 1997

This paper examines the contribution of each of the four dimensions in Thomas and Velthouse's (1990) multidimensional conceptualization of psychological empowerment in predicting three expected outcomes of empowerment: effectiveness, work satisfaction, and job-related strain. The literature on the four dimensions of empowerment (i.e., meaning, competence, self-determination, and impact) is reviewed and theoretical logic is developed linking the dimensions to specific outcomes. The expected relationships are tested on a sample of managers from diverse units of a manufacturing organization and then replicated on an independent sample of lower-level employees in a service organization using alternative measures of the outcome variables. The results, largely consistent across the two samples, suggest that different dimensions are related to different outcomes and that no single dimension predicts all three outcomes. These results indicate that employees need to experience each of the empowerment dimensions in order to achieve all of the hoped for outcomes of empowerment. © 1997 JAI Press Inc. All rights of reproduction in any form reserved.

Self-Efficacy: Implications for Organizational Behavior and Human Resource Management

Article

Jul 1987

Marilyn E. Gist

Self-efficacy (one's belief in one's capability to perform a task) affects task effort, persistence, expressed interest, and the level of goal difficulty selected for performance. Despite this, little attention has been given to its organizational implications. This paper reviews the self-efficacy concept and then explores its theoretical and practical implications for organizational behavior and human resource management.

Cognitive Elements of Empowerment: An "Interpretive" Model of Intrinsic Task Motivation

Article

Oct 1990

From Transactional to Transformational Leadership: Learning to Share the Vision

Article

Dec 1990
ORGAN DYN

Bernard M. Bass

Trust and the Relationship Between Leadership and Follower Performance: . . Opening the Black Box in Australia and China

Article

Mar 2006

This study provides a cross-cultural comparison of the mediating effects of trust in the leader on the relationship between the in-role performance of followers (as rated by their leaders) and two types of leadership: transactional and transformational. Participants were 119 full-time Australian followers and 122 full-time Chinese followers. Australian followers reported higher levels of trust in their leaders than did Chinese followers. Culture moderated the mediation effects of trust on the leadership-performance relationship. The findings highlight the need to consider the cultural context within which leadership occurs when attempting to understand mediated relationships with performance outcomes.

Distributed PropertiesA New Architecture for Leadership

Article

Jul 2000
Educ Manag Admin Leader

Peter Gronn

This article argues for a reconceptualization of leadership. Possible substitutes for leadership are reviewed along with a number of existing dualisms. These are rejected in favour of the claim that the leadership of organizations is most appropriately understood as a distributed, rather thanas a focused, phenomenon. Various attributes, dimensions and applications of distribution are then considered, and a revised approach to action and influence in organizations centred on conjointly performed activities is thenproposed. For this new formulation a summary is provided of the core concepts of, and recent developments in, activity theory. It is shown that two particular advantages of this approach include the helpful model it provides for contextual analysis—an aspect sorely neglected by the field of leadership—and its focus on the evolving division of labour in organizations, the prime mover for tracking emerging patterns of distributed leadership.

The Dynamics of Taking Charge

Article

Jan 1987

John J. Gabarro

Fairness Perceptions and Trust as Mediators for Transformational and Transactional Leadership: A Two-Sample Study

Article

Dec 1999

Transformational Leadership And Organizational Culture

Article

Jan 1994
Int J Publ Admin

Nine types of organizational cultures are defined in terms of the extent transformational and transactional leadership and their effects form accepted ways of behaving. The Organizational Description Questionnaire (ODQ) is used by members of the organizations to describe their cultures.The nine types of organizations include the high-contrast culture with both strong transformational and transactional qualities to the "garbage can" which lacks either kind of leadership of consequence. A majority of organizations are somewhere inbetween either loosely guided, coasting, or contractual.

New work attitude measures of trust, organizational commitment, and personal need fulfillment

Article

Jan 1980

Defining and Measuring Employee Empowerment

Article

Sep 1999
J Appl Behav Sci

The study had three objectives: to define employee empowerment, to develop a measure of the concept, and to examine the measure’s validity. A working definition was specified and a 140-item measure developed. The measure was administered to 698 employees of a high technology company located in the Midwest. Responses were factor analyzed and an 8-factor solution was identified as best representing the concepts underlying the responses. A validity study examined the ability of the 8 dimensions to differentiate among 28 workgroups, identified independently either as more empowered or as less empowered. Two dimensions, fairness of the recognition system and decisions about work processes, clearly contributed to discriminating between the two types of groups. A third dimension, clarity of company goals, was a somewhat less clear contributor. Reasons why some dimensions discriminated more from less empowered groups whereas others did not are discussed.

The Logic and Limits of Trust

Article

Jan 1983

Bernard Barber

Men and Women of The Corporation

Article

Mar 1980

Rosabeth Moss Kanter

Effects of transformational leadership on empowerment and team effectiveness

Article

Sep 2003

Nurdan Özarallı

The purpose of this article is to investigate transformational leadership in relation to empowerment and team effectiveness. As part of an integrative model of leadership, transformational leadership style of superiors is proposed to be related to the strength of subordinate empowerment and team effectiveness. A total of 152 employees from various industries rated their superiors’ transformational leadership behaviors and also how much they felt empowered. They also evaluated their teams’ effectiveness in terms of innovativeness, communication and team performance. Findings suggest that transformational leadership contributes to the prediction of subordinates’ self-reported empowerment and that the more a team’s members experience team empowerment, the more effective the team will be.

The Empowerment Process: Integrating Theory and Practice

Article

Jul 1988

Despite increasing attention on the topic of empowerment, our understanding of the construct and its underlying processes remains limited. This article addresses these shortcomings by providing an analytical treatment of the construct and by integrating the diverse approaches to empowerment found in both the management and psychology literatures. In addition, the authors identify certain antecedent conditions of powerlessness and practices that have been hypothesized to empower subordinates.

Leaders: Strategies for taking charge

Article

Jan 1985

In Search of Excellence: Lessons From America's Best-Run Companies

Book

Mar 2004

The "Greatest Business Book of All Time" (Bloomsbury UK), In Search of Excellence has long been a must-have for the boardroom, business school, and bedside table. Based on a study of forty-three of America's best-run companies from a diverse array of business sectors, In Search of Excellence describes eight basic principles of management -- action-stimulating, people-oriented, profit-maximizing practices -- that made these organizations successful. Joining the HarperBusiness Essentials series, this phenomenal bestseller features a new Authors' Note, and reintroduces these vital principles in an accessible and practical way for today's management reader.

Does Leadership Matter? CEO Leadership Attributes and Profitability Under Conditions of Perceived Environmental Uncertainty

Article

Feb 2001

Using data from 48 Fortune 500 firms, the authors assessed transactional and charismatic CEO leadership as predictors of financial performance. The authors also hypothesized that the relationship between CEO leadership attributes and performance depends on perceived environmental uncertainty, as reported by immediate CEO subordinates. Uncertainty strongly moderated the relationships between performance (measured in later years) and both transactional leadership and charisma. However, the interaction of transactional leadership and uncertainty had no significant effect beyond that of the charisma-uncertainty interaction. Consistent with expectations, charisma predicted performance under conditions of uncertainty but not under conditions of certainty. ABSTRACT FROM AUTHOR Copyright of Academy of Management Journal is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)

Leadership Performance Beyond Expectations

Book

Jan 1985

Bernard M. Bass

Managers as Initiators of Trust: An Exchange Relationship Framework for Understanding Managerial Trustworthy Behavior

Article

Jul 1998

In many approaches to interpersonal and organizational trust, researchers focus on employees' perceptions that their managers are trustworthy. We turn the tables, however, and examine the antecedents of managerial trustworthy behavior and the challenge oi initiating trust. Drawing on agency and social exchange theories, we present an exchange relationship framework that identifies organizational, relational, and individual factors that encourage or constrain managerial trustworthy behavior.

Taking Empowerment to the Next Level: A Multiple-Level Model of Empowerment, Performance, and Satisfaction

Article

Jun 2004

Most research to date has approached employee empowerment as an individual-level phenomenon. In this study we proposed a work-unit-level construct, empowerment climate, and tested a multiple-level model integrating macro and micro approaches to empowerment. Empowerment climate was shown to be empirically distinct from psychological empowerment and positively related to manager ratings of work-unit performance. A cross-level mediation analysis using hierarchical linear modeling showed that psychological empowerment mediated the relationships between empowerment climate and individual performance and job satisfaction.

The relationship between leadership and follower in-role performance and satisfaction with the leader: The mediating effects of empowerment and trust in the leader

Abstract

No full-text available

Recommended publications

Transformational leadership and innovative work behavior among nursing staff

Leader-Member Exchange (LMX) and Culture: A Meta-Analysis of Correlates of LMX Across 23 Countries

Percieved organizational politics as a moderator in leadership-outcome relationship

Latina perceptions of Diversity Climate in the Military