Leadership & Organization Development Journal最新文献

{"title":"Spiritual leadership and corporate social entrepreneurial orientation: the mediating role of workplace spirituality","authors":"T. Luu","doi":"10.1108/lodj-05-2022-0244","DOIUrl":"https://doi.org/10.1108/lodj-05-2022-0244","url":null,"abstract":"PurposeThe main aim of this study is to examine a moderated–mediated model empirically to understand whether and how spiritual leadership (SL) affects corporate social entrepreneurial orientation (SEO) with the role of workplace spirituality (WS).Design/methodology/approachThe study adopts a sample of 524 key role employees at 76 four–five-star hotels and tourism firms in Ho Chi Minh City of Vietnam, using a partial least square structural equation model (PLS-SEM).FindingsSL of social entrepreneurs can vigorously promote corporate SEO's formation and development, with WS's mediating role.Originality/valueThis study demonstrates how SL and WS can help organisations achieve higher corporate SEO levels in contradictory empirical evidence and a lack of theoretical framework.","PeriodicalId":132021,"journal":{"name":"Leadership & Organization Development Journal","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-10-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127945795","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"“One of these things is not like the others”: the role of authentic leadership in cross-cultural leadership development","authors":"Clif P. Lewis, Maryam Aldossari","doi":"10.1108/lodj-10-2021-0449","DOIUrl":"https://doi.org/10.1108/lodj-10-2021-0449","url":null,"abstract":"PurposeThe purpose of this research is to explore a possible relationship between the presence of authentic organisational leadership and the leadership development experience.Design/methodology/approachThis study uses a qualitative exploratory hybrid research design which draws on data from multiple sources. Data were collected by means of semi-structured interviews, document analysis and non-participant observations across two case study organisations in Saudi Arabia.FindingsThe authors' findings suggest that the presence of authentic leadership (AL) within an organisation is a significant factor in the leadership development experience. This study also highlights the key importance of advancing leadership development theory that is holistic and comprehensive.Research limitations/implicationsThe study was conducted as case studies within a specific social context. Findings cannot be generalised but offer valuable direction for future research.Originality/valueThe research advances leadership development theory by highlighting the inadequacy of the person-focussed perspective and offering exploratory evidence for the role of social context, organisational leadership and organisational artefacts in the leadership development process.","PeriodicalId":132021,"journal":{"name":"Leadership & Organization Development Journal","volume":"178 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-10-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127008792","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Covid Shift: working women's punctuated equilibrium","authors":"Jennifer W. Purcell, D. Rodriguez, K. Ring","doi":"10.1108/lodj-01-2022-0044","DOIUrl":"https://doi.org/10.1108/lodj-01-2022-0044","url":null,"abstract":"PurposeThe purpose of this paper is to present a conceptual framework for examining the impact of the COVID-19 pandemic on working women.Design/methodology/approachThis conceptual paper on women in the formal workforce is grounded within the leadership and organization development literature.FindingsThe authors posit the COVID-19 pandemic and the subsequent instability in the US workforce, particularly among women and mothers, is effectively examined through the lens of punctuated equilibrium. Specifically, the widespread disruption initiated by the pandemic provides an opportunity for transformative change within organizations and society. Furthermore, working women impacted during this punctuated equilibrium are likewise positioned for transformation. The authors suggest the pandemic and its impact on the formal workforce can be leveraged for individual and organizational development as well as transformation, resulting in advancement toward self-authorship and increased equity within organizations, respectively.Originality/valueThis paper offers a novel integration and application of three leadership and organization development concepts: punctuated equilibrium, the self-authorship theory and Theory U, to better understand the impact of the COVID-19 pandemic on working women.","PeriodicalId":132021,"journal":{"name":"Leadership & Organization Development Journal","volume":"216 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-10-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115068330","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Authentic leader(ship) development and leaders' psychological well-being: an outcome-wide analysis","authors":"Ayse Yemiscigil, Dana Born, Scott Snook, Emily Pate","doi":"10.1108/lodj-11-2021-0525","DOIUrl":"https://doi.org/10.1108/lodj-11-2021-0525","url":null,"abstract":"PurposeDespite a fast-growing interest in leadership development programs, there is limited research on the impacts of leadership development and a narrow focus on professional competencies as outcomes. The authors’ aim was to test whether authentic leadership development (ALD), an identity-based leadership development approach, is associated with positive changes in leaders' psychological well-being.Design/methodology/approachIn a large sample of leaders (N = 532) from five different ALD programs, the authors conducted a pre-registered outcome-wide analysis and tested within-person changes in key indicators of psychological well-being and explored individual differences moderating these changes.FindingsResults showed significant increases in self-concept clarity, sense of purpose in life and personal growth about two to three weeks after the programs ended. Changes in stress and health were not consistent. These changes did not differ across socio-demographic status (gender, age), work-related factors (leadership, industry and tenure) and most personality factors (extraversion, agreeableness, openness to experience). Those with high emotional variability experienced greater improvements in some outcomes of well-being while individuals with higher income and conscientiousness (who had high baseline self-concept clarity) experienced smaller improvements. Longer follow-up assessments were associated with smaller changes.Originality/valueAs one of the most comprehensive assessments of ALD outcomes to date, this study shows the potential of ALD for improving outcomes beyond leadership skills, the well-being of leaders, highlighting the return on value in leadership development and pointing to learning and development as a workplace well-being intervention.","PeriodicalId":132021,"journal":{"name":"Leadership & Organization Development Journal","volume":"56 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-10-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123962363","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Does benevolent leadership consistently lead to employees' voluntary behaviors?","authors":"J. Huang","doi":"10.1108/lodj-04-2021-0141","DOIUrl":"https://doi.org/10.1108/lodj-04-2021-0141","url":null,"abstract":"PurposeBenevolent leadership is a leadership style in which leaders show consideration for their employees' work and life. Empirical studies have shown inconsistent relationships between benevolent leadership and employees' voluntary behaviors. Therefore, this study examined benevolent leadership's mediating (gratitude) and moderating (trust) mechanisms.Design/methodology/approachOverall, 792 questionnaires were collected from Executive Master of Business Administration (EMBA) and continuing education students at a public university in Taiwan. The research model was tested using confirmatory factor analysis and the PROCESS module.FindingsBenevolent leadership influenced three voluntary behaviors of employees directly and indirectly through enhanced gratitude. Emotional trust moderated the relationship between work care and employee gratitude such that the positive relationship was stronger for employees with higher emotional trust levels.Practical implicationsBenevolent leadership is an effective leadership style that cares about employees' work and lives, enhancing their gratitude and engagement in voluntary behaviors.Originality/valueThe mediating effect of gratitude and the moderating effect of trust provide a possible explanation for the inconsistent relationships between benevolent leadership and voluntary behaviors.","PeriodicalId":132021,"journal":{"name":"Leadership & Organization Development Journal","volume":"105 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-10-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123142998","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"How CEO transformational leadership impacts organizational and individual innovative behavior: collaborative HRM as mediator","authors":"Muhammad Ayyaz Abid Awan, Khawaja Jehanzeb","doi":"10.1108/lodj-05-2021-0197","DOIUrl":"https://doi.org/10.1108/lodj-05-2021-0197","url":null,"abstract":"PurposeThe purpose of this research is to examine how the chief exective officers (CEO's) transformational leadership impacts organizational innovation and individual innovative behavior, through the mediating role of collaborative human resource management (HRM) practices.Design/methodology/approachBy using a stratified sampling technique, the data were obtained from ten Microfinance banks located in five metropolitan cities of Pakistan. By adopting a purposive sampling technique, total 427 responses were received out of which 411 responses were considered for data analysis. Structural equation modeling (SEM) technique was adopted using AMOS 21.0 to test the developed hypotheses.FindingsThe findings of the study described a significant and positive relationship between CEO transformational leadership and collaborative HRM. The collaborative HRM has also a positive impact on organizational innovation and individual innovative behavior. Moreover, the results revealed that collaborative HRM fully mediates between CEO transformational leadership and organizational innovation. However, partial mediate between CEO transformational leadership and individual innovative behavior.Practical implicationsThe results of this study can be helpful for bank organizations and policymakers who have extended vision and anticipate the significance of innovation in a fast-changing market. The results of the study also provide the space and scope for prospective researchers and scholars for further research.Originality/valueThere is substantial literature existing on the relationship between CEO transformational leadership, organizational innovation and individual innovative behavior. However, the study finds this that only few researchers took the opportunity to observe the mediating role of collaborative HRM on the relationship between CEO transformational leadership, organizational innovation and individual innovative behavior in the context of Pakistan.","PeriodicalId":132021,"journal":{"name":"Leadership & Organization Development Journal","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-10-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131413014","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Leader humor and newcomer adjustment: The mediating role of role breadth self-efficacy","authors":"F. Kang, Jiyu Li, Han Zhang, Ying Zhang","doi":"10.1108/lodj-02-2021-0053","DOIUrl":"https://doi.org/10.1108/lodj-02-2021-0053","url":null,"abstract":"PurposeDespite the increasingly growing empirical research on leader humor, the critical issue of how and when leader humor affects newcomer adjustment was largely overlooked. The purpose of this study is to examine the relationship between leader humor and newcomer adjustment. Based on social information processing theory, the authors identify newcomers' role breadth self-efficacy (RBSE) as the mediator and suggest that newcomers' cognitive flexibility moderates the effects.Design/methodology/approachData were obtained from a 2-wave sample of 195 newcomers. The authors utilized the PROCESS procedure developed by Hayes to assess the hypothesized moderated mediation model.FindingsThe findings showed that leader humor could boost newcomers' RBSE which, in turn, was beneficial to newcomer adjustment. Besides, newcomers' cognitive flexibility plays a moderating role in the relationship between leader humor and newcomers' RBSE.Research limitations/implicationsThis study utilized a cross-sectional research design, making the design difficult to obtain causal conclusions. Moreover, the data were all based on self-reports from newcomers, which may raise a concern of common method bias.Originality/valueThis paper extends the literature on leader humor and newcomer adjustment by treating RBSE as the mediator and newcomers' cognitive flexibility as the moderator. This study is one of several empirical studies to test the link between leader humor and newcomer adjustment.","PeriodicalId":132021,"journal":{"name":"Leadership & Organization Development Journal","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-10-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123941495","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Comparing models of follower outcomes: destructive and constructive leader behavior","authors":"Tago L. Mharapara, H. Cooper–Thomas, Matthias Stadler, A. Hutchison","doi":"10.1108/lodj-10-2021-0488","DOIUrl":"https://doi.org/10.1108/lodj-10-2021-0488","url":null,"abstract":"PurposeTo provide evidence-based recommendations on the types of leader behaviors organizations should target for a better return on leader training investment the authors draw on the destructive and constructive leadership behavior model and the bad is stronger than good proposition to examine the following question: Compared to constructive leader behavior, does destructive leader behavior have a greater effect on follower outcomes or is something more nuanced occurring?Design/methodology/approachThe authors used Qualtrics online panels to collect data (N = 211 and N = 342) from full-time office-based participants. They used multivariate latent regression and dominance weights analyses to examine the relative strength of destructive versus constructive leader behaviors on followers' satisfaction with leader, and task performance.FindingsAcross both samples, leader hypocrisy and leader social undermining had relatively stronger effects on follower satisfaction with leader. Leader knowledge hiding had a relatively strong effect on follower task performance. Leader ethical conduct had the strongest association with follower satisfaction with leader in both samples. Hence, the authors' results were aligned with the bad is stronger than good proposition.Originality/valueThe authors' show that white-collar organizations can benefit from improved follower attitudes and performance by reducing leader hypocrisy and social undermining (destructive behavior) while simultaneously promoting leader ethical conduct (constructive behavior).","PeriodicalId":132021,"journal":{"name":"Leadership & Organization Development Journal","volume":"297 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-09-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132851308","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Contextual, interpersonal, and personal predictors of young adults' affective-identity motivation to lead","authors":"J. Barling, Julie G. Weatherhead, Shani Pupco, Nick Turner, A. W. Montgomery","doi":"10.1108/lodj-05-2021-0219","DOIUrl":"https://doi.org/10.1108/lodj-05-2021-0219","url":null,"abstract":"PurposeWhy some people are motivated to become leaders is important both conceptually and practically. Motivation to lead compels people to seek out leadership roles and is a distinct predictor of leader role occupancy. The goal of our research is to determine contextual (socioeconomic status and parenting quality), interpersonal (sociometric status), and personal (self-esteem and gender) antecedents of the motivation to lead among young adults.Design/methodology/approachThe authors tested the model using two samples of Canadian undergraduate students (Sample 1: N = 174, M age = 20.02 years, 83% female; Sample 2: N = 217, M age = 18.8 years, 54% female). The authors tested the proposed measurement model using the first sample, and tested the hypothesized structural model using the second sample.FindingsThe proposed 5-factor measurement model provided an excellent fit to the data. The hypothesized model also provided a good fit to the data after controlling for potential threats from endogeneity. In addition, gender moderated the relationship between sociometric status and affective-identity motivation to lead, such that this interaction was significant for females but not males.Practical implicationsThe findings make a practical contribution in understanding how parents, teachers, and organizations can encourage greater motivation to lead, especially among young adults who have faced poverty and marginalization and tend to be excluded from leadership positions in organizations.Originality/valueThe authors conceptualize and test the contextual, interpersonal, and personal predictors of affective-identity motivation to lead among young adults.","PeriodicalId":132021,"journal":{"name":"Leadership & Organization Development Journal","volume":"44 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-09-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114625057","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Virtuous leadership, moral behavior, happiness and organizational citizenship: the mediating effect of virtues-centered moral identity","authors":"Gordon Wang, R. Hackett","doi":"10.1108/lodj-11-2021-0499","DOIUrl":"https://doi.org/10.1108/lodj-11-2021-0499","url":null,"abstract":"PurposeGuided by the importance ascribed to the self-cultivation of virtue, the authors examined virtues-centered moral identity (VCMI) as a mediator of the positive relationship between virtuous leadership and several valued personal and organizational outcomes.Design/methodology/approachHypotheses were tested using data from 131 leader–subordinate dyads based in the USA and Canada, using the SPSS Statistics Software 27.0 PROCESS Macro v 3.5.FindingsLeaders’ VCMI mediates the positive effects of virtuous leadership (subordinate-rated) on leaders’ moral behavior (subordinate-rated) and their self-rated happiness. Followers’ VCMI mediates the positive effects of virtuous leadership on organizational citizenship (as judged by leaders) and self-rated happiness of followers. Followers’ VCMI did not mediate between virtuous leadership and followers’ moral behavior.Research limitations/implicationsAlthough participants of this study were from a variety of industries, the sample was based in the USA and Canada; hence, any culture-specific leader behaviors and processes were likely missed. Moreover, some of the relationships examined involved data from the same source such that these associations may have been artificially inflated by common method variance. Even so, in each case, the sources we used (leader and follower) were appropriate to the research question. Nonetheless, for example, to collect Virtuous Leadership Questionnaire (VLQ)-based assessments from other stakeholders (e.g. peers and customers) remains of interest.Practical implicationsA practiced strong sense of VCMI has the potential to short-circuit unethical behavior and contribute to happiness among both subordinates and leaders. VCMI is implicated in the fostering of subordinates’ organizational citizenship as well.Social implicationsThe authors' findings imply that leaders and followers can acquire knowledge structures associated with moral virtues and virtuous acts through formal and informal learning, suggesting an affirmative answer to the question, “Are virtuous acts teachable? This is an important starting point in developing theoretically sound programs for promoting virtuous acts as called for by many scholars and practitioners. The authors' study highlights the importance of virtues-related education because VCMI is likely developed through formal learning.Originality/valueThe authors' VCMI mediation-based findings offer a completely new explanation for the positive functioning of virtuous leadership, which formerly had been grounded in attribution and social learning processes only.","PeriodicalId":132021,"journal":{"name":"Leadership & Organization Development Journal","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-09-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122292516","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}