Leadership & Organization Development Journal

Amankwaa, Albert; Gyensare, Michael Asiedu; Susomrith, Pattanee

2019 Leadership & Organization Development Journal

doi: 10.1108/lodj-10-2018-0358

The purpose of this paper is to examine simultaneously multiple mediating mechanisms through which transformational leadership affects innovative work behaviour (IWB). Specifically, the authors test job autonomy, affective commitment and supportive management as the three mediating paths through which transformational leadership predicts innovative wok behaviour.Design/methodology/approachData were collected from 358 employees working in large retail banks in Accra, the capital of Ghana. A partial least squares structural equation modelling technique was used to estimate the measurement and structural models.FindingsJob autonomy and supportive management rather than affective commitment mediated the relationship between transformational leadership and IWB. In addition, transformational leadership positively relates to job autonomy, affective commitment, supportive management and IWB.Practical implicationsBy adopting leadership behaviours that seek to offer employees freedom on the job, a feeling of attachment to the organisation and positive perception of leadership support, managers and HR professionals can potentially foster employee innovation. This could stimulate organisational innovation and business success in the financial sector.Originality/valueAlthough it is important to understand the mechanisms or processes through which transformational leadership behaviour promotes IWB, research in this area is scanty and scarce. This study theorises and empirically examines job autonomy and support management as novel mechanisms through which transformational leadership behaviour translates into workers’ innovative behaviour in formal banking institutions.

Brown, Mary Ellen; Rizzuto, Tracey; Singh, Pallavi

2019 Leadership & Organization Development Journal

doi: 10.1108/lodj-05-2018-0180

Communities are best able to tackle complex social problems when solutions are achieved collaboratively. Inter-organizational partnerships are strongest and provide the greatest benefit to communities when the relationships are mutually compatible. The purpose of this paper is to introduce an evidence-informed approach to identifying and forming mutually compatible collaborations among organizations responsible for promoting community well-being and carrying out community-level interventions.Design/methodology/approachA three-stage case study examines the utility of a novel measurement tool for identifying opportunities for strategic collaboration. The strategic compatibility assessment (SCA) was designed to identify inter-organizational collaborative capacities within and across sectors as a means to motivate collaborative behaviors that are essential to community change initiatives that advance the collective impact.FindingsThe findings of this paper indicate the SCA is an effective tool for fostering mutually beneficial collaborative partnerships. A high degree of content, face and practical validity was evidenced in two independent studies of SCA, and organizations using the SCA tool reported a moderate-to-high degree of collaborative behavior in a post-intervention assessment of SCA outcomes. These findings provide field-based support for the SCA to promote cross-sector collaboration for community-level interventions.Originality/valueThe SCA tool describes the degree of collaboration among organizations that operate within a neighborhood; identifies potential points of mutual compatibility within the network; and creates pathways for leveraging collaborative behavior to promote community capitals. The aim of this research is to examine the potential of the SCA tool to shift the non-profit sector climate away from one characterized by competition toward one rich with collaboration.

Wu, Wann-Yih; Nguyen, Khanh-Van Ho

2019 Leadership & Organization Development Journal

doi: 10.1108/lodj-06-2018-0233

The purpose of this paper is to focus on psychological capital (PsyCap) – one of the emerging topics of human resource management, by examining its antecedents and outcomes through the lens of social exchange theory.Design/methodology/approachA meta-analytic approach was applied to validate the proposed hypotheses. Altogether, 105 primary studies published between 2000 and 2018 were collected and used.FindingsResults show that leadership styles (authentic leadership, ethical leadership, abusive leadership) and organizational support are antecedents and desirable work attitudes (job satisfaction, organizational commitment, organizational citizenship behavior) are consequences of PsyCap. Employee’s characteristics significantly moderated the relationship between PsyCap and work attitudes.Originality/valueThis was the first attempt to examine PsyCap in a theoretical framework with its antecedents and outcomes and furthermore, to apply a meta-analytic method. The moderating role of employee characteristics in the relationship between PsyCap and work attitudes is also explored.

Brandt, Eva Norrman; Kjellström, Sofia; Andersson, Ann-Christine

2019 Leadership & Organization Development Journal

doi: 10.1108/lodj-07-2018-0273

The purpose of this paper is to examine people’s experience of a change process and if and how post-conventional leadership principles are expressed in the change process.Design/methodology/approachThe study used a retrospective exploratory qualitative design. In total, 19 semi-structured interviews and 4 workshops were conducted and analyzed in accordance with a thematic qualitative analysis.FindingsThe post-conventional leadership appears to have facilitated an organizational transformation where explorative work methods aimed at innovation and improvement as well as holistic understanding was used. Dispersed power and mandate to employees, within set frames and with clear goals, created new ways of organizing and working. The leader showed personal consideration, acknowledged the importance of the emotionally demanding aspects of change and admitted the leader’s own vulnerability. Balance between challenge and support created courage to take on new roles and responsibilities. Most employees thrived and grew with the possibilities given, but some felt lack of support and clear directions.Practical implicationsInspiration from this case on work methods and involvement of employees can be used on other change efforts.Social implicationsThis study provides knowledge on leadership capabilities needed for facilitation of transformational change.Originality/valueFew transformational change processes by post-conventional leaders are thoroughly described, and this study provides in-depth descriptions of post-conventional leadership in transformational change.

Al-Asadi, Rami; Muhammed, Shahnawaz; Abidi, Oualid; Dzenopoljac, Vladimir

2019 Leadership & Organization Development Journal

doi: 10.1108/lodj-09-2018-0337

The purpose of this paper is to examine the extent to which perceived servant leadership of the supervisors impacts the intrinsic and extrinsic job satisfaction of the followers.Design/methodology/approachServant leadership factor structure was evaluated by applying Liden et al.’s (2008) measure, and used the second-order model to test its relationship with the intrinsic and extrinsic job satisfaction. Confirmatory factor analysis and structural equation modeling were used to test data from 205 individuals working in service-sector organizations in Kuwait.FindingsThe seven-factor structure proposed by Liden et al. (2008) holds valid in this sample, thus providing greater validity for this measure to be used in similar contexts. The results also indicate that second-order factor of servant leadership positively affects both intrinsic and extrinsic job satisfaction.Research limitations/implicationsServant leadership was measured using follower perception of their leader attributes. Next, the cross-sectional data limit the ability to demonstrate causality between servant leadership and employee satisfaction. Further, data were collected only from service-sector organizations in Kuwait, which limits the generalizability of results.Practical implicationsThis research helps in highlighting the significance of embracing more altruistic leadership approach in enhancing job satisfaction. Leaders in the analyzed region must be aware of the positive outcomes of this approach on job satisfaction, which can eventually contribute to engaged employees and their performance.Originality/valueThis research tries to add to the growing body of knowledge in terms of assessing relationship between servant leadership and job satisfaction in the service sector in the Middle East.

Yuan, Chuqin; Wang, Yanfei; Huang, Wenyuan; Zhu, Yu

2019 Leadership & Organization Development Journal

doi: 10.1108/lodj-01-2018-0009

The purpose of this paper is to explore the influencing mechanism of coaching leadership (CL) on employee voice behavior (VB) based on cognitive-affective system theory of personality (CAPS). Specifically, the study intends to build a model of psychological security (PS) and openness to change (OC) that mediate the relationship between CL and employee VB at an individual-level and group-level from cognitive-affective dual perspective.Design/methodology/approachCL, employee VB, PS and OC were assessed in an empirical study based on a supervisor–subordinate dyads sample of 287 employees and 72 team leaders from enterprises in Southern China.FindingsFrom CAPS theory perspective, the authors found that CL promotes employee VB and that PS and OC mediate the relationship between CL and VB.Practical implicationsResults underscore the importance of encouraging managers to engage in CL behaviors, which are conductive to enhancing employee PS and OC thereby improving employee VB. These results also highlight the significance of managerial attention to a secure voice atmosphere and the improvement of employees’ affective commitment to organizational change.Originality/valueThe research findings provide a significant contribution to the literature in that it shows PS and OC as crucial dual mediating mechanism through which CL influences VB. Moreover, this paper is one of the few studies answering the call to examine the effect of leadership at multiple levels.

Latif, Khawaja Fawad; Marimon, Frederic

2019 Leadership & Organization Development Journal

doi: 10.1108/lodj-01-2019-0041

The purpose of this paper is twofold. First is the validation of a scale to measure the servant leadership of the university leaders. Second is to analyze how servant leadership affects the career satisfaction and life satisfaction of the academics.Design/methodology/approachUsing a survey of 148 academics at universities located in Spain collected in May 2018, a couple of models were conducted using structural equation model techniques: a confirmatory factor analysis of second order in order to assess the leadership scale and a mediation model to assess how servant leadership impacts on the life satisfaction through career satisfaction.FindingsResults reveal that leadership is a multi-dimensional construct having dimensions namely: behaving ethically, development, emotional healing, empowerment, pioneering, relationship building and wisdom. The total effect of servant leadership on life satisfaction is null due to a competitive mediation of career satisfaction.Originality/valueResearch on servant leadership has primarily focused on business organizations through extensive search in peer-reviewed databases the authors could not find a scale to measure servant leadership behavior in higher education. Additionally, the study assesses the role of career satisfaction as mediator between servant leadership and life satisfaction. Existing research has called for further research into both career and life satisfaction. Life satisfaction research has been criticized on the grounds that it has mainly overlooked the work/organizational settings. Moreover, the authors could only find little research into life satisfaction in higher education, that too in context of students.

Sarkar, Anita

2019 Leadership & Organization Development Journal

doi: 10.1108/lodj-06-2018-0224

The purpose of this paper is to examine the impact of both work and non-work domain contextual factors (meaningful work, mentoring support, family support and challenging life events) on authentic leadership (AL).Design/methodology/approachPrior to survey-based study, a qualitative interview-based research was carried out with seven senior leaders in India. In the final study, data collected from 201 senior and middle-level managers and 554 followers were used to examine the influence of each of the contextual factors on AL.FindingsResults suggest that except mentoring support, all other factors have a significant positive influence on AL. The implications of the results for authentic leadership development are discussed.Originality/valueThis is the first study where meaningful work, mentoring support, family support and challenging life events are empirically examined in the context of AL.