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Purpose: This study aims to investigate employee behavior toward work engagement with an integrative research framework that combines human resource practices, employee psychological empowerment and well-being. Moreover, the moderating effect of transformational leadership is tested between employee engagement at workplace during crisis such as COVID-19 and sustainable employment. Design/methodology/approach: This study empirically investigates research framework with 353 responses retrieved from employees working in private sector organizations. The data were collected through structured, closed-ended questionnaires. For inferential analysis, structural equation modeling approach has been used. To test the predictive power of the research framework, blindfolding procedure Q2 is incorporated. Findings: Statistical findings indicate that HR compensation, HR training, opportunity enhancing, motivation enhancing, psychological well-being and empowerment have explained substantial variance (R2 = 67.5%) in employee work engagement during crisis. Concerning with sustainable employment, the transformational leadership and work engagement have shown significant variance (R2 = 20.6%) in determining sustainable employment. Moving further psychological empowerment has revealed maximum effect size (f2) to determine employee engagement behavior at work place during pandemic crisis. The blindfolding procedure Q2 has exhibited substantial power to predict employee work engagement and sustainable employment during crisis such as COVID-19 pandemic. Practical implications: This study has several contributions to theory and practice. Theoretically, this study develops an integrative research framework with the help of human resource practices and employee psychological factors such as employee well-being and empowerment. Therefore, practically, this research suggests that factors such as opportunity enhancing, transformational leadership and employee psychological empowerment need managerial attention to increase employee engagement at workplace and sustainable employment during pandemic crisis. Social implications: With the growing concerns of layoff during pandemic crisis, employees have shown lack of interest at workplace because of psychological fears. Nevertheless, this study has established that policymakers could enhance employee engagement at workplace and sustainable employment during crisis by redesigning HR practices and improving employee psychological well-being and empowerment. In addition to that, employee psychological well-being and empowerment are considered healthy factors for human beings and nurture society at large. Originality/value: This research is original as it establishes an integrative research framework grounded in HR practices, employee psychological empowerment and employee psychological well-being to investigate employee behavior at work place during crisis such as pandemic. In addition to that, this study has enriched leadership literature by examining the moderating effect of transformational leadership between employee work engagement and sustainable employment. © 2023, Emerald Publishing Limited.
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Societal crises such as the recent COVID-19 pandemic challenge public organizations in many ways. Yet, there is little knowledge of how varying crisis intensity can spark different reactions among public leaders and employees. This study examines the dynamics of the COVID-19 crisis in relation to leadership behaviors and employee outcomes for 920 individuals in 45 organizational units within the police, hospitals, and assisted living facilities. By conducting a panel study that combines nationwide data on crisis intensity with survey data from 2019 to 2021, the study shows that employee outcomes such as public service motivation and job satisfaction are higher in severe stages of the crisis. Likewise, crisis intensity is positively associated with employee perceived use of visionary transformational leadership, but negatively associated with employee perceived use of verbal transactional leadership. Hence, public leaders should be prepared to handle complex employee reactions when the next crisis occurs.
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This phenomenological qualitative research aimed to examine transformational leadership practices that cultivate an affirmative school culture amid post-traumatic events such as Covid19. The study explored the extent to which crisis management was incorporated within the school safety plan. This research was grounded in two theoretical frameworks, Bridges' (2009) Transition Model and Scharmer's (2017) Theory U, focusing on the social-emotional effects of change throughout the public health crisis. Educational leaders in the Northeastern region of the United States were interviewed. The research gathered the participant's perception of a school's culture and crisis management as a public health crisis disrupted traditional instruction and leadership.The study found that cultivating collaborative relationships rooted in shared vision and trust was fundamental to creating an affirmative school culture. Additionally, the study revealed the significance of creating culturally responsive school safety plans grounded in the historical context of the community's shared lived experiences. Finally, the research highlights how the Covid-19 global pandemic presented an opportunity for educational leaders and stakeholders to develop culturally responsive support systems and structures, which created learning partnerships. (PsycInfo Database Record (c) 2023 APA, all rights reserved)
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PurposeThe purpose of this paper was to lay the necessary conceptual and empirical groundwork of agape in organizations. Specifically, the authors reviewed literature on agape;advanced formal definition of agape;explained the relationship of agape with related variables;developed a scale to measure agape and provided evidence of its reliability and construct validity;showed how agape uniquely predicted employee outcomes beyond transformational leadership;and showed how agape compensated for the lack of transformational leadership.Design/methodology/approachThe authors conducted a survey with 214 working executives who rated their manager on transformational leadership and agape behaviours, and later indicated their own work attitudes. Next, the authors conducted a 20-min between-subjects vignette experiment with 147 business management students who were provided with a description of a supervisor and asked to indicate their work attitudes under the supervisor.FindingsThe authors advanced an operational definition and a scale to measure agape. The findings of this study indicated that agape was a unidimensional construct with high reliability. It had significant positive relationships with followers' job satisfaction, faith and loyalty, team commitment, satisfaction and risk-taking;explained incremental variance in employee outcomes beyond transformational leadership;and compensated for the lack of transformational leadership.Research limitations/implicationsThe present research has the potential to inform recruitment, selection, training, promotion and performance evaluation decisions in organizations.Originality/valueThe authors responded to calls for developing a clear and consistent conceptualization and operationalization of agape for improving scholarly research and leadership training and development.
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Predominantly white institutions (PWIs) struggle to attract and retain underrepresented faculty. Despite aspirations for diversity, the reality remains that underrepresented faculty are not hired and retained in numbers sufficient to change the institution's demographics. The leadership of PWIs strives for solutions to ameliorate the trend in recruitment, retention, and climate. The issue has gained even more significance recently due to the global coronavirus pandemic when layoffs, non-renewals, and hiring freezes have been widely imposed. This case examines how systemic leadership problems, mindsets, and climates keep PWIs at the status quo, and invites application of leadership and adult learning theories to develop a strategy for improving faculty diversity at PWIs.
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An organizational crisis is a low-probability, high-impact event that threatens the survival of organizations and individuals, often with little warning. In response, people seek clarity, reassurance, and hope from organiza-tional leaders. Yet, crises also vary in nature and impact (e.g., a product failure versus the COVID-19 pan-demic), which presents diverse challenges to leaders and differing stakeholder perceptions. Based on a critical analysis of 69 empirical articles, we provide a comprehensive, systematic, interdisciplinary review of the crisis leadership literature. Our review utilizes the Coombs and Holladay (1996) crisis typology, where crises are categorized according to mutually exclusive attributional dimensions (i.e., internal-external and intentional-unintentional). We conduct a thematic analysis of crisis leadership within and across these four cri-sis categories and find that each is associated with a different leadership theme. We also examine the method-ological quality and rigor of the qualitative and quantitative articles in our review. Based on our findings, we also offer suggestions to guide future crisis leadership research, and provide guidance for organizational lead-ers in how to respond to various crises.
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Drawing on the social exchange approach and an accompanying sub-theory pertaining to upper echelons theory, which are the most influential theories for describing the behavior of workers in the workplace, this study empirically investigates some corresponding moderated serial mediation variables, such as affective commitment, work meaningfulness, and perceived organizational support, which impact the relationship between Phoenix leadership and organizational change. A total of 150 employees working in the Sudanese Electricity Company participated in the questionnaire survey. The response rate was 88%. The results revealed that Phoenix leadership significantly influences organizational change and affective commitment. Affective commitment significantly influences work meaningfulness. Affective commitment and work meaningfulness mediate the relationship between Phoenix leadership and organizational change. Affective commitment mediates the relationship between Phoenix leadership and work meaningfulness. Work meaningfulness mediates the relationship between affective commitment and organizational change, but perceived organizational support does not moderate the relationship between work meaningfulness and organizational change. By testing the mediated moderation effects on the relationship between Phoenix leadership and organizational change, this research proposes a new framework for assessing the impact of mediators and moderators on teams of employees during the COVID-19 pandemic.(c) CIKD Publishing
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Even before the COVID-19 pandemic forced the American school system into various forms of distance learning, remote learning schools were a small but growing segment of the educational system within the United States. This causal-comparative quantitative study examined demographic variables to assess differences in K-12 teachers' views of their administrator's leadership skills in remote school settings. The sample population of credentialed California public charter school teachers (n = 449) completed the Adapted Multifactor Leadership Questionnaire (MLQ) about the leadership abilities of their remote working administrator. Transformational leadership served as the theoretical foundation of this study though transactional and laissez-faire leadership were included. The literature review identified significant research on transformational leadership within K-12 education and leadership in remote or virtual workplaces. However, a gap in the literature exists on leadership in remote K12 school settings. No prior studies explored teacher demographics' role in impacting teacher views of their remote school administrator. Research methods included statistical analysis using t-test, Mann-Whitney, and ANOVA statistical tests. Study results found that neither teacher gender nor race nor years of experience as a teacher made a statistically significant difference (p < .05) in how teachers view their administrator. The application of findings recommends additional research on different demographics using different sample populations. Implications from the research include increasing the preparation and professional development of educators desiring to work in remote school environments. (PsycInfo Database Record (c) 2023 APA, all rights reserved)
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AIM: To examine and summarize the reported association of nurse managers' transformational leadership and quality of patient care based on the perceptions of registered nurses. BACKGROUND: Transformational leadership behaviors of nurse managers result in staff nurses' satisfaction and retention and patient satisfaction. Patient safety and quality of care are vital to high-performing healthcare organizations. Perceptions of registered nurses are important because nurses are frontline healthcare providers fundamental to patient safety and quality of care and are considered the final line of defense in preventing adverse events and errors and improving the safety of patients. MATERIALS AND METHODS: We searched the CINAHL, ProQuest, PubMed, Science Direct, and Web of Science databases for evidence published between 2018 and 2022 in the English language. We adhered to the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines in carrying out this meta-analysis. RESULTS: Nine quantitative studies were appraised using the Joanna Briggs Institute checklists and were included in the final review that involved a total sample of 3633 registered nurses. The included studies were reported across Asian, Middle East, and European countries within the past five years. The association between the transformational leadership behaviors of nurse managers and the quality of patient care was found in varying degrees (i.e., insignificant, weak, indirect, and strong direct association) based on the perceptions of registered nurses. CONCLUSIONS: There is a direct and indirect association between the transformational leadership behaviors of nurse managers and the quality of patient care internationally. This association is influenced by confounding and mediating factors, including gender, organizational culture, structural empowerment, and job satisfaction. IMPLICATIONS FOR NURSING AND HEALTH POLICIES: Healthcare organizations need to support nursing leaders to have a stronger transformational leadership style by considering several factors that influence their leadership to improve the quality of patient care their staff nurses provide at the bedside.
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Nurse Administrators , Nursing Staff, Hospital , Humans , Europe , Health Personnel , Job Satisfaction , Leadership , Surveys and QuestionnairesABSTRACT
PurposeEngaged employees are an organization's competitive advantage because the employees are willing to strive for organizational excellence. This paper examines employee engagement (EE), taking workplace digitalization as the mediator. The authors developed an integrated framework introducing transformational leadership and innovative culture as EE antecedents in workplace digitalization settings. Specifically, the authors argue that transformational leadership and innovative culture influence EE directly and indirectly through workplace digitalization.Design/methodology/approachA total of 256 valid online-survey samples were used in the structural equation modeling (SEM) tests. The respondents were the management-level executives of Selangor/Kuala Lumpur-based Malaysian companies.FindingsThe authors' findings support that workplace digitalization positively influences EE. Unlike transformational leadership, innovative culture positively influences workplace digitalization. Further, innovative culture directly affects EE and indirectly through workplace digitalization, albeit partially. Transformational leadership directly influences EE but is insignificant through workplace digitalization.Practical implicationsThe findings suggest that organizations that wish to fast-track EE can cultivate an innovative culture to facilitate employees' acceptance of workplace digitalization and enhance EE.Originality/valueThe authors' research expands the interdisciplinary theoretical foundation on how employees' perception and acceptance of workplace digitalization add to EE by highlighting the roles of transformational leaders and innovative culture. The authors' research is among the first few investigating how transformational leadership and innovative culture affect EE in the presence of workplace digitalization. The authors also discussed workplace digitalization as a mediator to innovative culture–EE relationships.
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BACKGROUND: In May 2019, the World Health Organization (WHO) added burn out to the list of occupational phenomena in the 11th Revision of the International Classification of Diseases (ICD-11). Soon thereafter, in March 2020, a global pandemic of SARS-COV-2 was declared. OBJECTIVE: To investigate the interplay between transformational leadership, a proactive personality, employee proactive behaviors, and burn out in the field of physiotherapy during the SARS-COV-2 pandemic. METHODS: Physiotherapists working at the Meuhedet Health Maintenance Organization (HMO) were asked to fill an online cross-sectional survey, in which they were asked to evaluate the transformational behavior of their manager and to assess their own burn out rate, degree of self-efficacy, proactive personality, and proactive behaviors. Eighty-one physical therapists (average age of 37.3 years (SD = 9.0)) responded to the survey, most of whom were female (67.9%, n = 55). RESULTS: Transformational leadership and proactive personality were negatively associated with occupational burn out (ß = -0.231, p < 0.05, ß = -0.243, p < 0.05, respectively) among physiotherapists. The effect of the interaction between transformational leadership and proactive personality on proactive behaviors at work was not significant. However, a strong, significant positive relationship was found between proactive personality and proactive behaviors (ß = 0.425, p < 0.001), and between self-efficacy and proactive behaviors (ß = 0.479, p < 0.001). CONCLUSIONS: This up-to-date survey of transformational leadership and proactive personality among physiotherapists highlights these traits' important impact on burn out and proactive behaviors during the SARS-COV-2 pandemic. Furthermore, the transformational manager plays an important role in reducing burnout levels among physiotherapists, especially during a crisis such as the SARS-COV-2 pandemic.
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Frontline homeless service provision is both rewarding and challenging work. Some have raised concerns about elevated burnout risk, traumatic stress, compassion fatigue, and high levels of staff turnover in the sector. Previous research has shown that the COVID-19 pandemic exacerbated existing challenges and added new ones, such as adapting to changing public health guidance, which created particularly stressful conditions for workers and agencies. The aim of this study was to explore to what extent homeless service workers have experienced burnout during the pandemic and the primary work-based contextual factors they believe contribute to burnout. Qualitative interviews were conducted with 21 frontline homeless service workers in Texas. While all participants described some burnout during the pandemic, the severity varied. Participants' burnout experiences aligned with the three dimensions of burnout: energy depletion, mental distancing from work, and reduced professional efficacy. Workers also pointed to multiple organization-level factors as causes of burnout during the pandemic. These included poor communication, top-down decision making, lack of organization support, reduced peer support from co-workers, and inadequate supervision. Recognizing how organizational factors can impact worker well-being, recommendations for strengthening leadership, improving supervision strategies, and creating opportunities for peer support between co-workers are offered.
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The COVID-19 crisis provides an opportunity for sustainable renewal and requires responsible leaders who are responsive to stakeholder needs and able to innovate in light of new challenges. This study draws on stakeholder theory and responsible leadership theory to examine (a) the challenges industry leaders face as a result of COVID-19 and (b) their innovative responses in light of their responsibilities to stakeholders and society. We conducted a corpus linguistics study based on high-volume media websites reporting tourism and hospitality news on leadership and innovation. We applied a stakeholder and social responsibility lens to the data analysis. We discovered that, despite the challenges that leaders faced, some transcended self-interest or integrated self-interest with consideration for the interest of others and formed partnerships with other stakeholders resulting in win-win solutions. In particular, we found evidence of leaders who (1) responded to the needs of owners, employees, customers, and community stakeholders and (2) developed not only incremental innovations but substantial ones benefitting stakeholders in business and society. We discuss responsible leadership as a pathway for transforming the tourism and hospitality industry towards a more sustainable and community-centred 'new normal'. Based on our findings, we present recommendations for future research and policymakers.
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This paper focused on role-based public leadership's impact and internal mechanism on subordinate taking charge behavior (TCB). The explanatory model of rationality and value dual paths was proposed and verified through hierarchical regression and bootstrap tests, with the data from a questionnaire survey to the Bureau of Commerce. The main conclusions are as follows: (1) Public service motivation is a mediating variable between public leadership and TCB;(2) political skills have a double-edged sword effect. Political skills positively moderate the impact of public leadership on TCB. Meanwhile, it negatively moderates the effects of public leadership on public service motivation and the effects of public service motivation on TCB;(3) under the high political skill level of subordinates, public leadership has a direct impact on the TCB, while under the low political skill level of subordinates, the direct effect of public leadership on the TCB is insignificant.
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PurposeEmployee turnover, a reality that Indian retail organizations cannot ignore, is the central theme of this paper. The authors have aimed to empirically establish corporate social responsibility initiatives (CSRI) and transformational leadership (TL) as rather unconventional predictors that can potentially influence retail employees' intention to stay (ITS) through sequential mediation by employer branding (EB) and organizational identification (OI).Design/methodology/approachData collected using a structured questionnaire from three hundred and five frontline employees working with twenty-nine Indian retail outlets in the Delhi-National Capital Region (NCR) region was tested using structural equation modelling.FindingsFindings confirmed the impact of both CSRI and TL on ITS, with sequential mediation by EB and OI. While OI partially mediated the effect of EB on ITS, TL exerted more influence than CSRI in enhancing EB.Originality/valueThis study enhances retail literature by empirically testing a unique fusion of organization and individual-level predictors that influence ITS as an individual-level outcome. Having TL and a firm corporate philosophy of CSR spending can enhance a retailer's image as a preferred employer brand and generate OI to successfully address employee turnover
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Purpose: This research aims to determine the impact of the CEO's risk-taking tendencies and the transformational leadership style on the use of the management accounting system information, as well as the mediating impact of product creativeness and organizational citizenship behavior in this context. It also provides empirical evidence from Vietnamese enterprises. Design/methodology/approach: The current research was conducted using quantitative methods. It was conducted during the ongoing Covid-19 pandemic in Vietnam. The study population is represented by all of the Vietnamese enterprises listed on stock exchanges. Therefore, an online email questionnaire was used for data collection. Specifically, 670 emails were sent to CEOs and 146 complete responses were collected (21.79% rate). Findings: By using the partial least squares structural equation modeling (PLS-SEM), the study results show that the CEO's risk-taking tendencies and transformational leadership style have a significant positive effect on the use of the management accounting system information. Additionally, product creativeness mediates the relationship between the CEO's risk-taking tendency, and the use of the management accounting system information. Also, organizational citizenship behavior mediates the relationship between transformational leadership style and the use of the management accounting system information. Research limitations/implications: Despite attempts to overcome by GDP contribution ratio, convenience sampling tends to cause common method bias. Furthermore, small sample sizes can lead to heterogeneity and unstable estimates of the parameter. Causality issues may also arise because the model has no control variables. Therefore, later studies should take the necessary additional steps when sampling to stay consistent with the study population, possibly conducting surveys in several batches to determine the correlation between changes in variables, and allowing the ability to discover and add any necessary control variables. Originality/value: This research acts as a bridge between management and management accounting, confirming the importance of this combination when efficiently using the management accounting system. © 2023, Emerald Publishing Limited.
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ESG is a sustainable development concept that integrates environmental, social, and corporate governance. Most studies on ESG have been conducted based on secondary data from listed companies and have not used questionnaires as a method for analysis. Given this research gap, this paper examines whether transformational leadership influences ESG performance in SMEs, whether organizational innovation mediates the relationship between transformational leadership and ESG performance, and the moderating effect of external social capital on transformational leadership and organizational innovation. Based on higher-order theory, resource-based theory, stakeholder theory, etc., we tested this hypothesis by conducting a regression analysis with a questionnaire collected from SMEs in China. After controlling for firm ownership, firm size, firm industry, and years in business, the results of the study indicate that transformational leadership has a positive effect on ESG performance and that organizational innovation partially mediates the relationship between transformational leadership and corporate ESG performance. Furthermore, external social capital moderates the direct relationship between transformational leadership and organizational innovation and moderates the role of organizational innovation as a mediator between transformational leadership and ESG performance. This study adds to our further understanding of the relationship between transformational leadership and ESG performance in SMEs, expanding the antecedent research on ESG performance and providing a basis for sustainable SME development.
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The COVID-19 pandemic has created unprecedented chaos all over the world, and schools and their leaders have not escaped its impacts. This article analyses the leadership actions of the team from one international school in reopening after mandated lockdown;it seeks to contribute to the discourse on school leadership during these unprecedented times and to share leadership lessons with those bearing the weight of responsibility of leadership during the pandemic. Using the lens of a framework drawn from the example of Prime Minister Jacinda Ardern's leadership of New Zealand during the crisis, the actions of the school leaders are examined and linked to each of the good practices outlined. To connect this firmly to school leadership, the actions are categorised as either educational management or educational leadership, and then assessed to determine to what extent transactional and/or transformational leadership was appropriate to how the leaders responded to the various issues that arose during the events. From the analysis, I conclude that the actions of school leaders should fall under the guise of both leadership and management in order to successfully take a school through a period of uncertainty such as this, and should utilise both transformational and transactional leadership, dependent upon the circumstances with which they are faced. © The Author(s) 2023.
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There is limited research on effective leadership approaches in 501(c)(3) non-profit organizations. Non-profit organizations help to build community sustainability. The problem to be addressed by the study is the difficulty of identifying the appropriate leadership approach to use in 501(c)(3) non-profit organizations that enhance community sustainability. This qualitative multiple case study aimed to explore the leadership approaches 501(c)(3) non-profit organization decision makers in North Carolina use and why they perceive these approaches to be effective in enhancing the community sustainability of the communities they serve. The aspect of community sustainability focused on was social well-being. Participants were decision makers in a 501(c)(3) non-profit organization in North Carolina;were two executive directors, a president, and a program director, from different 501(c)(3) non-profit organizations;and had experience planning programs and events for the community. The sample size for this study was four. Semi-structured interviews, participant observations, and a leadership checklist were used to collect data. The data were analyzed using thematic analysis. Five themes answered the research question: (a) focused approach, (b) additional approaches, (c) decision making, (d) employee growth, and (e) impact. The findings from this study may help 501(c)(3) non-profit organization leaders understand which leadership approaches may effectively enhance the social well-being of the communities they serve. A limitation of this study is the small sample size due to COVID-19. Another limitation is not being able to talk to all 501(c)(3) non-profit organization decision makers. Future researchers can improve this study by conducting sustained interviews and multiple participant observations in person with each participant. Future researchers should also interview other employees, volunteers, and constituents in the organization. (PsycInfo Database Record (c) 2023 APA, all rights reserved)
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Orientation: Organisations are facing several challenges pertaining to effective leadership, fairness and loyalty of employees. The moderating influence of transformational leadership (TL) on the relationship between justice and employee commitment is still largely unknown and needs to be explored further, especially within the customer service industry. Research purpose: The aim of this study was to determine the relationship between organisational justice and employee commitment and to examine the moderating effect of TL on the relationship between organisational justice and employee commitment in a customer service organisation. Motivation for the study: The research setting of this study is a customer service organisation. This organisation calls for a role model leadership approach, such as TL, to create a just, fair workplace and ultimately increase the level of employee commitment. Research approach/design and method: A quantitative cross-sectional survey design was used to collect the data from a sample of 111 permanently employed staff in a South African customer service organisation. Main findings: The findings indicate that TL had a significant positive relationship with organisational justice and employee commitment. Furthermore, the results indicate that TL moderated the relationship between organisational justice and employee commitment. Practical/managerial implications: The findings showed that TL could be vital as an effective leadership approach that can enhance justice perceptions and psychological attachment in the workplace. Contribution/value-add: This study contributes to the theoretical debate on TL, workplace fairness and psychological attachment by providing empirical support on the effect of TL on the relationship between justice and commitment perceptions.