Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy.

The present study investigates the direct impact of learning organizations on organizational innovations and investigates the mediating mechanism of change self-efficacy between learning organizations and organizational innovations. Furthermore, this study proposes adaptive leadership as a moderator between learning organizations, change self-efficacy, and organizational innovations. Three hundred seventy-three permanent employees from the pharmaceutical industry voluntarily participated. Data was collected using a simple random sampling technique through the temporal separation method (One-month interval between two temporal separations). SPSS v.25, AMOS v.22, and Smart-PLS were utilized to analyze reliability, validity, descriptive statistics, and correlations, and PROCESS-macro v3.4 was used for direct, indirect (mediation), and interaction (moderation) effects analysis. The study supports the hypothesized link between learning organizations and organizational innovations. In addition, change self-efficacy partially mediates the learning organizations - organizational innovations relationship. Moreover, adaptive leadership moderates the association between learning organization and organizational innovation, learning organizations and change self-efficacy, and change self-efficacy and organizational innovations relationship. The study's findings suggest that adaptive leadership is imperative not only for higher change self-efficacy of the individuals but also helps the organizations for organizational innovations with the utilization of learning organizations phenomenon. Additionally, this study highlights the importance of change self-efficacy, which plays a vital role in learning organizations for organizational innovations. Supplementary Information: The online version contains supplementary material available at 10.1007/s12144-023-04669-z.

Unfairness in stressful job environments: the contingent effects of perceived organizational injustice on the relationships between job stress and employee behaviors.

Adopting the transactional model of stress and affective events theory, we examine the boundary effects of injustice types (i.e., procedural and distributive) on the relationships between job stress and employee behaviors (i.e., creativity, organizational retaliatory behavior and organizational citizenship behavior). Using two sources of field data (N = 691) with independent measures for predictors (self-reports) and outcomes (peer reports), in the service sector of Pakistan, we tested our hypothesized model using Preacher and Hayes' bootstrapping method for testing moderator effects. The results of the moderation analyses reveal that job stress worsened employees' creativity, citizenship and retaliatory behaviors when injustice levels (procedural and distributive) were high. No support was found for the moderating effect of procedural injustice on the relationship between job stress and retaliatory behavior. In conclusion, this study addresses an important theme that has not previously been explored in a developing country context.

Effects of bullying on job insecurity and deviant behaviors in nurses: Roles of resilience and support.

AIM: The present study tested a moderated mediation model in the Hospital industry of Pakistan. Extending the Conservation of Resources theory, we conducted a joint investigation of the mediating role of (a) Job Insecurity in linking Workplace Bullying with victim's deviant work behaviors and (b) the moderating roles of Resilience and Perceived Supervisor Support in influencing the mediation. BACKGROUND: Although the direct effects of bullying on deviant work were well established, the mechanisms and the boundary conditions through which bullying triggers deviant behaviors are still unknown. METHOD: Utilizing temporally segregated field data from a sample of nurses and their fellow colleagues (n = 251 dyads), a quantitative study was conducted in Pakistani hospitals. RESULTS: Results were consistent with our hypothesized moderated mediation (mod-med) framework in which workplace bullying led to deviant work behaviors in nurses via job insecurity. Moreover, this indirect effect was salient under nurses' low resilience and perceptions of supervisor support. CONCLUSION: Based on these findings, the relationship between workplace bullying and deviant work behaviors appears to be more complex than what is commonly believed. IMPLICATIONS FOR NURSING MANAGEMENT: The findings of the present study emphasize how and why bullying at workplace (particularly nurses) generates deviant work behavior.

Combined effects of workplace bullying and perceived organizational support on employee behaviors: does resource availability help?

BACKGROUND AND OBJECTIVE: This research examines the detrimental effects of workplace bullying as a social stressor on employees' job performance, organizational retaliatory behaviors, and organizational citizenship behaviors and how the availability of support can reduce the negative impact of bullying. Using social exchange theory and the conservation of resources theory as theoretical frameworks, we propose that workplace bullying drains personal resources, leading to reduced job performance, low citizenship behaviors, and increased organizational retaliatory behaviors. We also propose that perceived organizational support acts as moderator, such that it reduces the detrimental effects of bullying on employee behaviors. RESEARCH DESIGN AND METHODS: We tested our hypotheses in two field studies (N = 478 and N = 395) conducted in Pakistan. RESULTS: The results of both studies supported the assertion that workplace bullying exacerbates employees' job performance, reduces organizational citizenship behaviors and intensifies organizational retaliatory behaviors. The idea that perceived organizational support would moderate the bullying-work behavior relationships found mixed support. While perceptions of organizational support reinforced the bullying-job performance and bullying-retaliatory behaviors relationships, it did not moderate the bullying-citizenship behaviors relationship in the suggested direction. CONCLUSION: The findings show that workplace bullying leads to more organizational citizenship behaviors when employee's perceptions of organizational support is high.

Effect of Perceived Politics and Perceived Support on Bullying and Emotional Exhaustion: The Moderating Role of Type A Personality.

Recognizing that bullying can occur in varying degrees of severity, the current study suggest the importance of individual traits in individual perceptions of being targets of bullying and ensuing emotional exhaustion. The present study extends the work environment hypothesis and trait activation theory by a joint investigation of the mediating role of (a) workplace bullying in linking perceived organization politics and perceived organization support with emotional exhaustion and (b) the moderating role of Type A behavioral pattern in influencing the mediation. Using a field sample of 262 employees working in different organizations of Pakistan, this study tested a moderated mediation model. Results were consistent with the hypothesized model, in that workplace bullying mediated the relationship of perceived organization politics and perceived organization support with emotional exhaustion. Type A behavior moderated the perceived politics-bullying, perceived support-bullying, and bullying-emotional exhaustion relationships. The mediation of bullying varied with levels of Type A behavior in these relationships.