Creating an Engaged Workforce Jiang, Hua; Men, Rita Linjuan
Communication research,
03/2017, Volume:
44, Issue:
2
Journal Article
Peer reviewed
Scholars have increasingly recognized the importance of studying factors leading to employee engagement. However, few researchers have created and tested theoretical models that propose mechanisms ...linking employee engagement to social contextual variables. Based on a random sample of employees (n = 391) working across different industrial sectors in the United States, we proposed and tested a model (rooted in the Social Exchange Theory and the Job Demands-Resources Model) that examined how authentic leadership, transparent organizational communication, and work-life enrichment are interrelated. A simplified model containing both significant direct and indirect effects fits the data. Theoretical contributions and managerial ramifications of the study were discussed.
Purpose: This paper analyzes the publications on the authentic leadership construct, based on systematic literature review and bibliometric analysis techniques, and aims to identify and analyze data ...regarding the chronology of publications, the identification of the most prolific journals and authors, research approaches, and the existence of authentic leadership measurement/assessment tools and its applications, besides analyzing the construction of these tools. Originality/value: Of the 431 articles analyzed, those dealing with reviews of literature do not present bibliometric data associated with the analysis of the construct measurement instruments. Design/methodology/approach: A literature review was performed systematically, using the query authentic leadership on the Academic Search Premier (Ebsco), Scopus, and Web of Science databases, with no starting date delimitation, with the deadline of December 2018, which resulted in the identification of 1390 articles. After eliminating duplicates and three filters, 431 documents remained for analysis. Findings: Three specific construct measurement/assessment tools were identified: the Authentic Leadership Questionnaire (ALQ), the Authentic Leadership Inventory (ALI), and the Authentic Leadership Integrated Questionnaire (AL-IQ). There is a predominance of quantitative studies from 2008, with a wide application of ALQ. Instruments of quantitative measurement of authentic leadership did not emerge, only tools that evidence the presence of authenticity of leaders.
To build the sustainable service excellence, organizations should fuel sales employees’ drive to serve customers and recover service failures to their utmost satisfaction. The primary aim of our ...study is to delve into the role of authentic leadership in fostering customer-oriented organizational citizenship behavior (OCB) and service recovery performance among sales employees. Respondents for our surveys comprised employees and managers from sales departments of pharmaceutical companies in Vietnam. The data analyses justified the positive relationships between authentic leadership and customer-oriented OCB as well as service recovery performance in a business to business (B2B) context. Job crafting served as a mediator for the links between authentic leadership and customer-oriented OCB as well as service recovery performance. Furthermore, human resource (HR) flexibility was found to play a moderating role for the effect of authentic leadership on job crafting among sales employees.
•Provided support for the role of authentic leadership in fostering customer-oriented OCB and service recovery performance•Job crafting served as a mediator for such relationships.•Human resource (HR) flexibility was found to play a moderating role for the effect of authentic leadership on job crafting.
We explore some challenges that face authentic leadership scholarship including problems related to how the construct is understood and measured. We present a model of authentic leadership that looks ...at it, not as a leadership style, but as an outcome of a legitimation process. Authentic leadership represents legitimated follower perceptions of a leader's authenticity which are activated by moral judgments. We explain how a follower-centered assessment of the moral component helps explain leadership dynamics in situations involving ethical relativism, thus alleviating concerns regarding the presumed moral component of the construct. The overlap between leaders' and followers' value systems leads to impressions of authenticity, even in cases in which there are no clear universal moral standards. An authentic person's behavior cannot be labeled as “leadership” unless it is embraced by a follower who grants moral legitimacy to the leader. We then discuss the implications of our study for scholars and practitioners.
Purpose
This study aims to investigate the relationship between perceptions of authentic leadership (AL) and affective commitment (AC) both directly and indirectly through the mediating effect of ...happiness at work.
Design/methodology/approach
Empirical research has analyzed the data from a questionnaire administered to a sample of 543 employees belonging to various public and private organizations in Cape Verde. Structural equation modeling was used to test the model.
Findings
It was found that the perceptions of AL explain employees’ happiness at work. Perceptions of AL also predict AC both directly and through the mediating effect of happiness at work.
Practical implications
The findings suggest that AL predicts happiness at work, which, in turn, explain employees` emotional bond to the organization. These results provide evidence that the quality of working environment created by leaders plays an important role in the extent to which employees develop a better emotional bond at work. So, the organizations, particularly in Cape Verde, should focus on training leaders with authentic characteristics.
Originality/value
In addition to verifying the direct relationship between AL and AC, this study introduced the mediating effect of the happiness, providing a model that depicts the chain effect between AL, AC and happiness, integrating these concepts in a single study.
Background: Innovation is one of the keys for organizations to win the competition and be able to survive. State-owned enterprises require employees to face the competition by showing innovative work ...behavior where leadership factors and organizational culture could influence this behavior. This study examines the role of authentic leadership in innovative work behavior through organizational culture as a mediator.
Methods: Participants in this survey study were 272 employees of Indonesian state-owned enterprises, but only 153 employees from 17 work teams were involved in data analysis at the group level. The research instrument was adapted from the innovative work behavior scale, authentic leadership questionnaire, and the Indonesian state-owned enterprises culture scale, which consists of six core values: trustworthy, competent, harmonious, loyal, adaptive, and collaborative. Data collection in this study was carried out by distributing questionnaires in the form of a Likert scale online via a google form. The data were analyzed using partial-least square analysis.
Results: The results showed that organizational culture mediated the relationship between authentic leadership and innovative work behavior.
Conclusions: The group experience of the presence of an authentic leader can improve the implementation of organizational culture, which in turn may increase innovative work behavior at the group level.
The professional experiences and career advancement perceptions of Black, female, higher education professionals were examined in an effort to obtain qualitative and quantitative data that could ...positively impact practice and policy in higher education leadership. Data were collected using a mixed questionnaire that included survey items, open-ended questions, and demographic inquiries. One-Way Analysis of Variance (ANOVAs) was conducted to assess the difference in mean perception career advancement scores based on participants’ professional classification, highest level of education, and years of professional experience. No statistically significant differences (p > .05) were found. The lack of differences across demographics indicates that Black, female, higher education professionals have similar perceptions of career advancement, regardless of professional classification, education achieved, or years of experience.
This study compares the effectiveness of servant versus authentic leadership in hospitality firms by examining relationships with group-level trust and individual-level work outcomes (i.e., ...organizational commitment, work engagement, and work performance), and their influencing mechanisms through trust climate. Using two-wave data from 1,132 employee–supervisor pairs from 80 departments in 16 star-level hotels in China, we find that these two forms of leadership have positive effects on group trust climate and employee work outcomes; however, the magnitudes and paths of their effects are distinct. In comparison with authentic leadership, servant leadership has a more significant effect on creating a trust climate and a more direct effect regarding increasing employees’ positive work attitudes (i.e., organizational commitment and work engagement), ultimately influencing work performance. This study also demonstrates the importance of group trust climate in relationships between group-level leadership and individual-level employee work attitudes and performance. These findings extend the scope of servant and authentic leadership research, and advocate servant leadership in the hospitality industry.
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