Leadership & Organization Development Journal最新文献

{"title":"The mediating effect of psychological empowerment on leadership styles and task performance of academic staff","authors":"S. N. Ambad, Khairiah Mazdiah Kalimin, Dayang Haryani Diana Ag Damit, Jasmine Vivienne Andrew","doi":"10.1108/LODJ-05-2020-0197","DOIUrl":"https://doi.org/10.1108/LODJ-05-2020-0197","url":null,"abstract":"PurposeThe purpose of this research is to identify the effect of transformational leadership and transactional leadership on task performance, as well as the mediating role of psychological empowerment.Design/methodology/approachA questionnaire survey was sent to 177 academic staff in a Public University in Malaysia. The data were analysed using SmartPLS 3.2.9.FindingsThe results show that only psychological empowerment is positively associated with task performance. Unexpectedly, transformational leadership and transactional leadership have no direct effect on task performance. However, there is an indirect positive relationship between leadership styles and task performance, whereby this relationship is mediated by psychological empowerment. Furthermore, both leadership styles positively influenced psychological empowerment.Research limitations/implicationsThis study was conducted among academicians from Public Universities in Malaysia using two types of leadership styles. Therefore, it is recommended for future study to include academician from private universities and also to consider more leadership styles dimensions. The finding of this study shows that R2 was 35.3% for psychological empowerment; according to Cohen (1988), this percentage indicates substantial predictive accuracy in explaining psychological empowerment. Nevertheless, it would be interesting to explore other factors.Practical implicationsEmpowered employees were highly responsible, put extra work effort and creative in doing their jobs, which tends to increase their performance at work. It is also found that psychological empowerment has the highest and largest effect, contributing to task performance (f2 = 0.389).Originality/valueThe inconsistencies of the previous studies' results provide evidence and opportunities for this study to review by including the mediating variable of leadership styles and task performance relationship.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":"42 1","pages":"763-782"},"PeriodicalIF":4.9,"publicationDate":"2021-04-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42247982","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"When learning how to lead, an exploratory look at role models","authors":"B. Posner","doi":"10.1108/LODJ-05-2020-0191","DOIUrl":"https://doi.org/10.1108/LODJ-05-2020-0191","url":null,"abstract":"PurposeThe purpose of this study is to identify who people indicate are their role models for learning how to lead and explore how demographic characteristics may affect these choices.Design/methodology/approachA global online survey, involving over 34,000 respondents, indicated, from a list of 14 possibilities, the role model category from whom they learned to lead. Respondents indicated their age, gender, ethnicity, nationality, educational level, hierarchical level and job function. Chi-square analysis was used to identify how these factors may have affected the choice of role models distribution.FindingsFamily member (parents, siblings and other family outside of the immediate family) was found to be the most important role model category when it came to learning how to lead. Ranked second was immediate supervisor/manager. The rank order in terms of frequency of role model choices was not substantially different across demographic characteristics, though there were statistically significant differences regarding the relative importance of the various role model categories by demographics.Research limitations/implicationsThe results offer plentiful opportunities for future scholars to delve more into both the nature and actions of role models, in keeping with social learning theory. Future scholars can investigate the nature of people's relationships with leadership role models, especially conceptualizing why and how various demographic factors affect how people learn to lead.Practical implicationsUnderstanding who people have as role models for what they have learned about leadership can provide important insights for those responsible for leadership development. Similarly, individuals who are in role model “positions” (e.g. parents, teachers, managers) can be more aware of how their behaviors have implications for how their audience learns what effective leadership looks like in action.Originality/valueThis study addressed a relatively unexplored area in the leadership literature, namely within what category of role model have people found to be most important in helping them learn to lead. The large and diverse sample, across a multitude of demographic characteristics, strengthens the generalizability of the findings.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2021-04-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47085615","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Inclusive leadership, ambidextrous innovation and organizational performance: the moderating role of environment uncertainty","authors":"L. Gong, Zhiying Liu, Yan Rong, Lihua Fu","doi":"10.1108/LODJ-06-2020-0253","DOIUrl":"https://doi.org/10.1108/LODJ-06-2020-0253","url":null,"abstract":"PurposeThe purpose of this study is to explore how inclusive leadership promotes organizational performance through ambidextrous innovation (i.e. exploratory and exploitative innovation). Moreover, the authors examine the moderating role of environmental uncertainty in the relationship between inclusive leadership and ambidextrous innovation.Design/methodology/approachThis study conducted a questionnaire survey of high-tech enterprises in China and obtained 325 useable samples. The hypotheses were tested using latent path analysis and ordinary least squares regression.FindingsThe results indicate that exploratory and exploitative innovations mediate the relationship between inclusive leadership and organizational performance. Moreover, environmental uncertainty positively moderated the relationship between inclusive leadership and exploitative innovation.Practical implicationsManagers should value the critical role of inclusive leadership in promoting exploratory and exploitative innovation, which in turn improves organizational performance. Meanwhile, managers need to pay attention to the risk caused by environmental uncertainty.Originality/valueThis paper extends the influence of inclusive leadership on innovation from the individual level to the organizational level and reveals the influence mechanism of inclusive leadership on organizational performance. In addition, this study supplements the knowledge regarding the boundary conditions under which the influence of inclusive leadership is strengthened or weakened.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2021-04-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43742465","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Leadership as an art: an enduring concept framed within contemporary leadership","authors":"Jay L. Caulfield, Felissa K. Lee, B. Richards","doi":"10.1108/LODJ-11-2020-0524","DOIUrl":"https://doi.org/10.1108/LODJ-11-2020-0524","url":null,"abstract":"PurposeThe aim of this viewpoint paper is to refine the meaning of “leadership as an art” in the context of wicked (complex) social problems and in the realm of contemporary leadership research and practice.Design/methodology/approachIn this paper we explore the meaning of “leadership as an art,” a concept often alluded to but rarely defined concretely. The authors examine the concept by comparing artistic and scientific knowledge paradigms, identifying descriptors of the “leadership as art” concept appearing in the literature and illustrating key attributes of the “leadership as art” concept with real-world examples.FindingsLeadership as an art is conceptualized as empathetically engaging and normatively uniting people in a vision to promote the common good through collectively formulating an understanding of a complex social problem and its resolution that when courageously and creatively pursued has the potential to make an extraordinary contribution to humanity.Social implicationsThe magnitude and complexity of social problems impact communities on a daily basis, making them worthy of attention. History has demonstrated that practicing leadership as an art from a normative power base has the potential of uniting diverse collectives in creatively resolving wicked social problems for the benefit of the common good.Originality/valueAlthough leadership as an art has been discussed in the literature over several decades, the term has not been positioned explicitly within contemporary leadership in the context of resolving complex social problems within social networks.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":"42 1","pages":"735-747"},"PeriodicalIF":4.9,"publicationDate":"2021-04-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47013480","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Sense of calling, job crafting, spiritual leadership and work meaningfulness: a moderated mediation model","authors":"Po-Chien Chang, Gao Xiaoxiao, Ting Wu","doi":"10.1108/LODJ-09-2020-0392","DOIUrl":"https://doi.org/10.1108/LODJ-09-2020-0392","url":null,"abstract":"PurposeThe purpose of this paper is to examine the relationship between sense of calling and work meaningfulness with job crafting as a mediator and spiritual leadership as a moderator.Design/methodology/approachAdopting a three-wave procedure, data were collected from 333 participants across industries from Guangdong province, China.FindingsResults indicate that job crafting partially mediates the relationship between employee sense of calling and work meaningfulness. Moreover, the positive relationship between job crafting and work meaningfulness is more significant when spiritual leadership is high than when it is low. Additionally, spiritual leadership moderates the indirect relationship of sense of calling and work meaningfulness through job crafting such that the indirect effect of sense of calling is stronger when spiritual leadership is high than when it is low.Originality/valueBased on self-determination theory, this study adds to current literatures examining the importance of sense of calling on a person's career and explores the boundary conditions, which bring desirable outcomes.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2021-04-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45960584","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Being suspicious in the workplace: the role of suspicion and negative views of others in the workplace in the perception of abusive supervision","authors":"B. Schyns","doi":"10.1108/LODJ-06-2020-0242","DOIUrl":"https://doi.org/10.1108/LODJ-06-2020-0242","url":null,"abstract":"PurposeResearch reported in this manuscript focuses on the relationship between trait suspicion and the perception of abusive supervision. Based on previous research, the authors assume that suspicion is positively related to the perception of abusive supervision. The role implicit theories play in this relationship is examined.Design/methodology/approachTwo studies are presented to examine the relationship between trait suspicion and the perception of abusive supervision as moderated by implicit leadership theories. The first study is a survey study, and the second study is an experimental vignette study.FindingsResults of both studies indicate that suspicion is positively related to the perception of abusive supervision and that implicit leadership theories moderate the relationship between suspicion and the perception of abusive supervision.Research limitations/implicationsResults are interpreted in terms of biases in leadership perception as well as the reversing-the-lens perspective.Originality/valueWhile there is progress in taking into account follower characteristics and the resulting perceptual biases in the study of constructive leadership phenomena such as transformational leadership, less is know about the follower perception aspect of destructive leadership phenomena. With this research, the authors extend research into the influence of follower characteristics on the perception of abusive supervision and also look at boundary conditions of this relationship by including implicit leadership theories as a moderator.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2021-04-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43529344","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Silence and proactivity in managing supervisor ostracism: implications for creativity","authors":"Sadia Jahanzeb, D. Bouckenooghe, R. Mushtaq","doi":"10.1108/LODJ-06-2020-0260","DOIUrl":"https://doi.org/10.1108/LODJ-06-2020-0260","url":null,"abstract":"PurposeAnchored in a social control theory framework, this study aims to investigate the mediating effect of defensive silence in the relationship between employees' perception of supervisor ostracism and their creative performance, as well as the buffering role of proactivity in this process.Design/methodology/approachThe hypotheses were tested using three-wave survey data collected from employees in North American organizations.FindingsThe authors found that an important reason for supervisor ostracism adversely affecting employee creativity is their observance of defensive silence. This mechanism, in turn, is less prominent among employees who show agency and change-oriented behavior (i.e. proactivity).Practical implicationsFor practitioners, this study identifies defensive silence as a key mechanism through which supervisor ostracism hinders employee creativity. Further, this process is less likely to escalate when their proactivity makes them less vulnerable to experience such social exclusion.Originality/valueThis study establishes a more complete understanding of the connection between supervisor ostracism and employee creativity, with particular attention to mediating mechanism of defensive silence and the moderating role of proactivity in this relationship.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2021-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42055349","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Effects of emerging leadership styles on engagement – a mediation analysis in a military context","authors":"Antonia Ruiz Moreno, María Isabel Roldán Bravo, Carlos García-Guiu, Luis M. Lozano, Natalio Extremera Pacheco, Ginés Navarro-Carrillo, Inmaculada Valor-Segura","doi":"10.1108/LODJ-05-2020-0222","DOIUrl":"https://doi.org/10.1108/LODJ-05-2020-0222","url":null,"abstract":"PurposeThis paper aims to report the findings of a study examining the relationship between different leadership styles and engagement through the mediating role of proactive personality.Design/methodology/approachServant leadership, paradoxical leadership, authentic leadership, employee engagement and proactive personality were assessed in an empirical study based on a sample of 348 military personnel in Spain. The questionnaire data were analyzed through SEM using EQS and bootstrapping analysis using the PROCESS macro for SPSS.FindingsThe results reveal that servant leadership style in officers partially impacts their cadets' engagement through proactive personality but that authentic and paradoxical leadership styles do not mediate the relationship. The authors also verify a direct relationship between proactive personality and engagement.Practical implicationsThe study implications advance the literature on leadership in emphasizing new leadership styles to increase proactive personality and engagement in the military context. This study verifies the importance of military leaders fostering servant leadership as an antecedent of proactive personality. Finally, the authors show that servant leadership partially impacts engagement through proactive personality.Originality/valueThis study explores the relationship among servant, paradoxical and authentic leadership styles, proactive personality, and engagement – relationships that have not been explored theoretically and tested empirically in the military context.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2021-03-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41818998","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The effects of shared leadership on team performance","authors":"J. Han, Jeewhan Yoon, Woojae Choi, Gyehoon Hong","doi":"10.1108/LODJ-01-2020-0023","DOIUrl":"https://doi.org/10.1108/LODJ-01-2020-0023","url":null,"abstract":"PurposeThis study aims to investigate the relationship between shared leadership and team performance at the team level. Drawing on conservation of resources (COR) theory, the authors examine whether shared leadership is associated with team performance through team positive psychological capital (PsyCap). This study further examines whether task-oriented and relationship-oriented shared leadership affect team performance differently.Design/methodology/approachMulti-source survey data were obtained from 92 team leaders and 319 employees. An aggregation approach was used to analyze the data at the team level.FindingsA high level of shared leadership positively influences team performance through the mediation of team PsyCap. Moreover, relationship-oriented shared leadership is positively associated with team performance through team PsyCap, while task-oriented shared leadership is negatively associated with team performance without the mediating effect of team PsyCap.Practical implicationsBy focusing on the negative effects of task-oriented shared leadership and the positive effects of relationship-oriented shared leadership and team PsyCap on team performance, this study suggests new ways to manage team performance effectively and extends shared leadership literature.Originality/valueThis study applied COR theory to analyze the effect of shared leadership mediated by team PsyCap on team performance. It contributes to shared leadership literature by shedding light on the negative effects of task-oriented shared leadership and on the positive aspects of relationship-oriented shared leadership.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2021-03-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42143858","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Becoming morally disengaged: how long does it take?","authors":"T. Almeida, F. Abreu, N. Ramalho","doi":"10.1108/LODJ-01-2020-0005","DOIUrl":"https://doi.org/10.1108/LODJ-01-2020-0005","url":null,"abstract":"PurposeLeadership is a time-dependent process and a recent leadership research trend posits a central role of time-based variables. The dyadic tenure plays a keystone role in understanding leader–follower dynamics, especially as regards leader ethics. In line with this, from a social learning theory perspective, the authors propose a model that explains how and when ethical leaders' behaviors influence subordinates' moral disengagement.Design/methodology/approachWith a sample of 220 employees, the present study tests the conditional indirect effect of ethical leadership on followers' moral disengagement via instrumental ethical climate (IEC), using dyadic tenure as the moderator variable. The analyses were conducted with Hayes PROCESS macro.FindingsResults suggested that IEC fully mediates the relationship between ethical leadership and moral disengagement. Thus, when followers perceive low levels of ethical leadership, they notice higher levels of IEC, which is positively related to moral disengagement. However, IEC perception only influences moral disengagement when dyadic tenure approaches the third year.Originality/valueThis paper answers calls to include time-based variables in leadership studies. Hence, using dyadic tenure, this study gives support to previous propositions that were still awaiting empirical test.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2021-03-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43848908","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}