Entrepreneurial Leadership and Employees' Proactive Behaviour: Fortifying Self Determination Theory

The prevailing pandemic (COVID-19) has increased socioeconomic problems and caused psychological distress due to work uncertainty, specifically in emerging economies. Small and medium enterprises (SMEs) in emerging economies have been severely affected. Particularly, work uncertainty is becoming a hindrance towards proactive work behaviour (PWB) that can be improved by an effective entrepreneurial leadership role and proactive personality attribute. Based on fortifying self-determination theory, this research answered the question to what extent proactive personality moderates the relationship between work uncertainty and PWB and strengthens the relationship between entrepreneurial leadership and PWB. To empirically examine the study's underlying theoretical framework, respondents were selected from SMEs working in Pakistan from the high-tech industry. Multisource data were accumulated from 420 workers and their leaders utilizing a two-wave, time-lagged research design. Conclusions revealed that entrepreneurial leadership first reduced individuals' work uncertainty, which in turn, led to enhanced proactive work behaviour of employees. Furthermore, the results revealed that work uncertainty mediates the relationship between entrepreneurial leadership and proactive work behaviour. Moreover, proactive personality moderates the link concerning work uncertainty and proactive work behaviour, such that this association is significant only when proactive personality is low. Additionally, the moderated mediation analysis indicated that less proactive people, compared with their extraordinarily proactive colleagues, trusted entrepreneurial leadership to be more proactive in the workplace. These findings have important implications to induce PWB among employees.

Impact of Inclusive Leadership on Innovation Performance During Coronavirus Disease 2019 Outbreak: Mediating Role of Employee Innovation Behavior and Moderating Role of Psychological Empowerment.

This study investigates the effect of inclusive leadership on innovation performance with a mediating role of employee innovation behavior and the moderating role of psychological empowerment (PE). Supervisors and employees of Saudi manufacturing firms are the participants of this study. This study used a quantitative research technique with a cross-sectional approach and a self-administrative survey questionnaire to collect the data. The data were analyzed by using the Smart PLS 3 software. The results depict that inclusive leadership has a significant positive impact on the firm's innovation performance. Employees' innovation behavior has a significant mediating effect on the association of inclusive leadership and innovation performance. Findings revealed that PE has an important moderating role in the association of inclusive leadership and innovation performance. The findings of this study contribute to the body of knowledge by finding that inclusive leadership has a significant effect on the firm's innovative performance and PE is crucial to enhance innovation performance.

Entrepreneurial Leadership and Employee Wellbeing During COVID-19 Crisis: A Dual Mechanism Perspective

This study examined the potential impacts of entrepreneurial leadership on followers' psychological wellbeing and proactive work behavior through sustainable employability and work uncertainty in a sample of 218 employees employed in SMEs of Pakistan. Hierarchical regression results demonstrated that entrepreneurial leadership was positively connected with sustainable employability and negatively linked with work uncertainty. Sequentially, sustainable employability was positively correlated with proactive work behavior and employees' psychological wellbeing, and work uncertainty was negatively associated with proactive work behavior and employees' psychological wellbeing during the COVID-19 crisis. Furthermore, bootstrapping confirmed the mediation effects of work uncertainty and sustainable employability on proactive work behavior and the psychological wellbeing of employees. Sustainable employability did not mediate the relationship between entrepreneurial leadership and psychological wellbeing. Mediators, sustainable employability, and work uncertainty positively linked employees' psychological wellbeing and proactive work behavior. The results highlighted the significant roles of sustainable employability and work uncertainty and interpreted why entrepreneurial leadership may affect employees' positive behaviors.

Charity Begins at Home: Understanding the Role of Corporate Social Responsibility and Human Resource Practices on Employees’ Attitudes During COVID-19 in the Hospitality Sector

The COVID-19 outbreak wreaked havoc on the hospitality business, resulting in significant layoffs, salary cuts, and unpaid leaves globally. This study uses the sensemaking theory to investigate how COVID-19 induced unfavorable human resource (HR) practices affect the link between perceived corporate social responsibility (CSR) and employee identification and commitment. We tested this model using the data collected from 392 hospitality sector employees in Pakistan. The results reveal that “cut in salaries” and “work from home” positively moderate CSR’s impact on employees’ identification and commitment. On the other hand, employee layoff and leave without pay do not impact the positive relationship between CSR and employees’ attitudes. Furthermore, the study finds that CSR during this pandemic has a significant positive impact on employees’ attitudes. However, this relationship becomes insignificant for employees who reported unfavorable HR practices in their organizations. The finding further reveals that CSR’s impact during COVID-19 on employees’ attitudes is moderated by the different levels of CSR importance in employees’ minds. This evidence is significant since HR practices implemented during this crisis need to be identified and framed to understand the effects of CSR on employee commitment and identification. CSR involvement in the pandemic can help managers keep their employees committed to organizations;only if this charity begins from their internal stakeholders first.