Leadership & Organization Development JournalTable of Contents for Leadership & Organization Development Journal. List of articles from the current issue, including Just Accepted (EarlyCite)https://www.emerald.com/insight/publication/issn/0143-7739/vol/45/iss/2?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestLeadership & Organization Development JournalEmerald Publishing LimitedLeadership & Organization Development JournalLeadership & Organization Development Journalhttps://www.emerald.com/insight/proxy/containerImg?link=/resource/publication/journal/ef6a637a4cb4fd439209d9c8f6184138/urn:emeraldgroup.com:asset:id:binary:lodj.cover.jpghttps://www.emerald.com/insight/publication/issn/0143-7739/vol/45/iss/2?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestEffectiveness of educational leadership through directors' performance in online higher education. The biggest online university in Spainhttps://www.emerald.com/insight/content/doi/10.1108/LODJ-02-2023-0055/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe study aims to analyze pedagogical e-leadership in online higher education in Spain through the application of VAL-ED at the International University of La Rioja. The methodology used to achieve the objectives has been a descriptive and quantitative methodology through a cross-sectional study based on the implementation of the questionnaire: Adaptation of the VAL-ED to the university context, developed by Palomino et al. (2022a). Indeed, the data obtained allow the authors to affirm how both directors and supervisors, as well as teachers, have been able to evaluate the leadership behavior of directors, compared to the competence standards of VAL-ED, having obtained very positive results that show how their leadership is, without a doubt, oriented to students. Given the fact that in the second specific objective the study sets out to determine to what extent the three groups of respondents (faculty, supervisors and directors) coincide in the effective performance of the pedagogical leadership of the directors, it can be highlighted that no great differences have been found in the responses of effectiveness obtained from directors, supervisors and teachers, since the results of the resulting scores among these three groups of respondents were reasonably similar. The research is original as the sample was collected personally by the authors of this article.Effectiveness of educational leadership through directors' performance in online higher education. The biggest online university in Spain
José Manuel Palomino Fernández, María Pilar Cáceres Reche, Fernando Lara Lara, Blanca Berral Ortiz
Leadership & Organization Development Journal, Vol. 45, No. 2, pp.169-189

The study aims to analyze pedagogical e-leadership in online higher education in Spain through the application of VAL-ED at the International University of La Rioja.

The methodology used to achieve the objectives has been a descriptive and quantitative methodology through a cross-sectional study based on the implementation of the questionnaire: Adaptation of the VAL-ED to the university context, developed by Palomino et al. (2022a).

Indeed, the data obtained allow the authors to affirm how both directors and supervisors, as well as teachers, have been able to evaluate the leadership behavior of directors, compared to the competence standards of VAL-ED, having obtained very positive results that show how their leadership is, without a doubt, oriented to students. Given the fact that in the second specific objective the study sets out to determine to what extent the three groups of respondents (faculty, supervisors and directors) coincide in the effective performance of the pedagogical leadership of the directors, it can be highlighted that no great differences have been found in the responses of effectiveness obtained from directors, supervisors and teachers, since the results of the resulting scores among these three groups of respondents were reasonably similar.

The research is original as the sample was collected personally by the authors of this article.

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Effectiveness of educational leadership through directors' performance in online higher education. The biggest online university in Spain10.1108/LODJ-02-2023-0055Leadership & Organization Development Journal2023-11-17© 2023 José Manuel Palomino Fernández, María Pilar Cáceres Reche, Fernando Lara Lara and Blanca Berral OrtizJosé Manuel Palomino FernándezMaría Pilar Cáceres RecheFernando Lara LaraBlanca Berral OrtizLeadership & Organization Development Journal4522023-11-1710.1108/LODJ-02-2023-0055https://www.emerald.com/insight/content/doi/10.1108/LODJ-02-2023-0055/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 José Manuel Palomino Fernández, María Pilar Cáceres Reche, Fernando Lara Lara and Blanca Berral Ortizhttp://creativecommons.org/licences/by/4.0/legalcode
Being at one with each other: leader–follower (in)congruence in transformational leadership and team performancehttps://www.emerald.com/insight/content/doi/10.1108/LODJ-05-2022-0240/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this study is to examine the impact of the (in)congruence between team leader self-evaluation and follower evaluation about the leader's transformation leadership (TL) on team performance, as well as the conditions under which the impact can be strengthened or weakened. This study adopts a survey method to collect data from matched sales team leaders and sales team members in 81 teams. A multi-level polynomial regression analysis was conducted. Team performance was higher in teams with balanced or high TL than with balanced or low TL. Among the teams with incongruence, no difference was found between leader underestimation and leader overestimation. TL congruence plays a moderating role in the relationship between team follower evaluation of TL and team performance, such that the relationship is stronger when team leader self-evaluation and follower evaluation are congruent than incongruent. This study extends the authors' current understanding of TL literature by combining and contrasting the different perceptions of TL from both the leaders themselves and the followers towards leaders. The findings highlight the importance of congruence versus incongruence rather than just the high or low levels of follower TL evaluation. It provides a more complete understanding of the TL and team performance relationship than the traditional view that promotes a linear relationship between TL and performance.Being at one with each other: leader–follower (in)congruence in transformational leadership and team performance
Xin Zhao, Na Fu, Yseult Freeney
Leadership & Organization Development Journal, Vol. 45, No. 2, pp.190-207

The purpose of this study is to examine the impact of the (in)congruence between team leader self-evaluation and follower evaluation about the leader's transformation leadership (TL) on team performance, as well as the conditions under which the impact can be strengthened or weakened.

This study adopts a survey method to collect data from matched sales team leaders and sales team members in 81 teams. A multi-level polynomial regression analysis was conducted.

Team performance was higher in teams with balanced or high TL than with balanced or low TL. Among the teams with incongruence, no difference was found between leader underestimation and leader overestimation. TL congruence plays a moderating role in the relationship between team follower evaluation of TL and team performance, such that the relationship is stronger when team leader self-evaluation and follower evaluation are congruent than incongruent.

This study extends the authors' current understanding of TL literature by combining and contrasting the different perceptions of TL from both the leaders themselves and the followers towards leaders. The findings highlight the importance of congruence versus incongruence rather than just the high or low levels of follower TL evaluation. It provides a more complete understanding of the TL and team performance relationship than the traditional view that promotes a linear relationship between TL and performance.

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Being at one with each other: leader–follower (in)congruence in transformational leadership and team performance10.1108/LODJ-05-2022-0240Leadership & Organization Development Journal2023-12-07© 2023 Emerald Publishing LimitedXin ZhaoNa FuYseult FreeneyLeadership & Organization Development Journal4522023-12-0710.1108/LODJ-05-2022-0240https://www.emerald.com/insight/content/doi/10.1108/LODJ-05-2022-0240/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Enhancing prosocial behavior in the aviation industry through responsible leadership and importance of ethics and social responsibility: examining a moderated mediation modelhttps://www.emerald.com/insight/content/doi/10.1108/LODJ-10-2022-0481/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe aim of this research, which uses the theories of social identity and social exchange, is to investigate the relationship between responsible leadership, prosocial behavior and the mediating role of psychological ownership in this relationship. In addition, the moderating role of ethical and social responsibility in the relationship between responsible leadership and psychological ownership is tested in the study. The sample of the research consists of 246 participants who work full-time at İstanbul Sabiha Gökçen Airport in ground handling services (GHS). The convenience sampling method was used in the research, and the research data were collected by the face-to-face survey method. The hypotheses of the research were tested with the partial least squares structural equation model (PLS-SEM) and SPSS Process Macro. According to the results, it was determined that responsible leadership affects prosocial behavior positively and significantly, and psychological ownership plays a mediating role in this relationship. In addition, the moderating effect of ethical and social responsibility on the relationship between responsible leadership and psychological ownership was determined. When ethical and social responsibility is perceived as high by the employees, it was revealed that the conditional indirect effect of responsible leadership on prosocial behavior through psychological ownership was strong. When responsible leadership encourages employees to take psychological ownership, they are more likely to engage in prosocial behavior. This study contributes to the field by evaluating the structures discussed with social identity and social exchange theory. In the management practice of organizations, responsible leadership should be strengthened and training should be given to develop responsible leadership. In the literature review, it was observed that although there are studies conducted with responsible leadership, the concept was not examined with prosocial behavior, and it was not studied in the aviation sector, which has become indispensable for the world economy. With these features, the study distinguishes itself from others and constitutes a source of motivation for researchers.Enhancing prosocial behavior in the aviation industry through responsible leadership and importance of ethics and social responsibility: examining a moderated mediation model
Osman Seray Özkan, Seval Aksoy Kürü, Burcu Üzüm, Önder Ulu
Leadership & Organization Development Journal, Vol. 45, No. 2, pp.208-230

The aim of this research, which uses the theories of social identity and social exchange, is to investigate the relationship between responsible leadership, prosocial behavior and the mediating role of psychological ownership in this relationship. In addition, the moderating role of ethical and social responsibility in the relationship between responsible leadership and psychological ownership is tested in the study.

The sample of the research consists of 246 participants who work full-time at İstanbul Sabiha Gökçen Airport in ground handling services (GHS). The convenience sampling method was used in the research, and the research data were collected by the face-to-face survey method. The hypotheses of the research were tested with the partial least squares structural equation model (PLS-SEM) and SPSS Process Macro.

According to the results, it was determined that responsible leadership affects prosocial behavior positively and significantly, and psychological ownership plays a mediating role in this relationship. In addition, the moderating effect of ethical and social responsibility on the relationship between responsible leadership and psychological ownership was determined. When ethical and social responsibility is perceived as high by the employees, it was revealed that the conditional indirect effect of responsible leadership on prosocial behavior through psychological ownership was strong.

When responsible leadership encourages employees to take psychological ownership, they are more likely to engage in prosocial behavior. This study contributes to the field by evaluating the structures discussed with social identity and social exchange theory. In the management practice of organizations, responsible leadership should be strengthened and training should be given to develop responsible leadership.

In the literature review, it was observed that although there are studies conducted with responsible leadership, the concept was not examined with prosocial behavior, and it was not studied in the aviation sector, which has become indispensable for the world economy. With these features, the study distinguishes itself from others and constitutes a source of motivation for researchers.

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Enhancing prosocial behavior in the aviation industry through responsible leadership and importance of ethics and social responsibility: examining a moderated mediation model10.1108/LODJ-10-2022-0481Leadership & Organization Development Journal2023-12-26© 2023 Emerald Publishing LimitedOsman Seray ÖzkanSeval Aksoy KürüBurcu ÜzümÖnder UluLeadership & Organization Development Journal4522023-12-2610.1108/LODJ-10-2022-0481https://www.emerald.com/insight/content/doi/10.1108/LODJ-10-2022-0481/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Inclusive leadership, employee performance and well-being: an empirical studyhttps://www.emerald.com/insight/content/doi/10.1108/LODJ-03-2023-0159/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study examines the impact of inclusive leadership on two important work outcomes, i.e., employee performance and well-being. In order to better understand the above relationships, this study theorizes that employee psychological capital is a mediating mechanism and family motivation is a moderating mechanism. The authors collected 370 responses in three different time waves with an interval of one week. All the constructs of the study were rated by employees except for the supervisor’s family motivation, which was rated by their supervisors. Given the predictive nature of the study, partial least squares structural equation modeling (PLS-SEM) was used for data analysis. The authors' findings confirm the mediating role of employee psychological capital in the relationship between inclusive leadership and employee performance and in the relationship between inclusive leadership and employee well-being. The moderating effects of supervisor family motivation in the relationship between inclusive leadership and employee performance were also significant; however, the authors did not find empirical support for the moderating effects of family motivation in the relationship between inclusive leadership and employee well-being. Drawing on the conservation of resources (COR) theory, the present study extends the authors' understanding of the unique ways in which inclusive leadership improves employee performance and benefits their well-being.Inclusive leadership, employee performance and well-being: an empirical study
Waheed Ali Umrani, Alexandre Anatolievich Bachkirov, Asif Nawaz, Umair Ahmed, Munwar Hussain Pahi
Leadership & Organization Development Journal, Vol. 45, No. 2, pp.231-250

This study examines the impact of inclusive leadership on two important work outcomes, i.e., employee performance and well-being. In order to better understand the above relationships, this study theorizes that employee psychological capital is a mediating mechanism and family motivation is a moderating mechanism.

The authors collected 370 responses in three different time waves with an interval of one week. All the constructs of the study were rated by employees except for the supervisor’s family motivation, which was rated by their supervisors. Given the predictive nature of the study, partial least squares structural equation modeling (PLS-SEM) was used for data analysis.

The authors' findings confirm the mediating role of employee psychological capital in the relationship between inclusive leadership and employee performance and in the relationship between inclusive leadership and employee well-being. The moderating effects of supervisor family motivation in the relationship between inclusive leadership and employee performance were also significant; however, the authors did not find empirical support for the moderating effects of family motivation in the relationship between inclusive leadership and employee well-being.

Drawing on the conservation of resources (COR) theory, the present study extends the authors' understanding of the unique ways in which inclusive leadership improves employee performance and benefits their well-being.

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Inclusive leadership, employee performance and well-being: an empirical study10.1108/LODJ-03-2023-0159Leadership & Organization Development Journal2023-12-21© 2023 Emerald Publishing LimitedWaheed Ali UmraniAlexandre Anatolievich BachkirovAsif NawazUmair AhmedMunwar Hussain PahiLeadership & Organization Development Journal4522023-12-2110.1108/LODJ-03-2023-0159https://www.emerald.com/insight/content/doi/10.1108/LODJ-03-2023-0159/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Research streams, gaps and opportunities in servant leadership researchhttps://www.emerald.com/insight/content/doi/10.1108/LODJ-02-2023-0072/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose is to use co-citation analysis of servant leadership (SL) research to investigate the evolution of the field, its subfields, gaps and opportunities for future research in a systematic manner. A document co-citation technique and three clustering algorithms (latent semantic index (LSI), the log-likelihood ratio (LLR) and the mutual information (MI) index) were employed to analyse 24,030 references from 549 articles spanning a period of 50 years. Cluster analyses reveal that SL research consists of eight distinct subfields: (1) conceptualisation and measurement of SL; (2) SL and related theories; (3) methodological foundations and empirical expansion of SL research; (4) individual-level cognitive effects of SL and related theories; (5) “Warmth effects” of leadership behaviour; (6) antecedents of effective leadership; (7) SL, marketing, sales management and ethics and (8) SL, job design and work engagement. Important gaps and opportunities for future research are identified. The analyses do not show a complete picture of research on SL. Interesting works used by subgroups of SL researchers may not have enough citations to be included in the results. Moreover, bibliometric analyses do not explain the impact of books, journals and articles on the practice of SL. The authors welcome future analyses of the most influential sources of SL practice. The authors expect that managerial and practice-oriented books and journals, such as the International Journal of Servant Leadership and the Servant Leadership Theory and Practice, would play a central role in such analyses. The discussions of the nature of SL, its effects and antecedents are useful to leaders who want to develop a SL style or assist others in developing it. For researchers and doctoral students, the cluster analyses of co-citations give an overview of the subfields of SL research and reveal important knowledge gaps in the literature. SL has several favourable effects on the motivation and psychological well-being of followers. Also, followers tend to adopt a willingness to serve. Previous research has categorised SL research into three broad categories or phases. The cluster analyses of the co-citations reported here reveal a meaningful structure of eight distinct subfields. Knowledge gaps within the subfields represent novel opportunities for future research on SL. The authors also suggest a new subfield of SL research: pedagogical approaches to the motivation and development of SL skills.Research streams, gaps and opportunities in servant leadership research
Mohammad Zarei, Magne Supphellen, Richard P. Bagozzi
Leadership & Organization Development Journal, Vol. 45, No. 2, pp.251-264

The purpose is to use co-citation analysis of servant leadership (SL) research to investigate the evolution of the field, its subfields, gaps and opportunities for future research in a systematic manner.

A document co-citation technique and three clustering algorithms (latent semantic index (LSI), the log-likelihood ratio (LLR) and the mutual information (MI) index) were employed to analyse 24,030 references from 549 articles spanning a period of 50 years.

Cluster analyses reveal that SL research consists of eight distinct subfields: (1) conceptualisation and measurement of SL; (2) SL and related theories; (3) methodological foundations and empirical expansion of SL research; (4) individual-level cognitive effects of SL and related theories; (5) “Warmth effects” of leadership behaviour; (6) antecedents of effective leadership; (7) SL, marketing, sales management and ethics and (8) SL, job design and work engagement. Important gaps and opportunities for future research are identified.

The analyses do not show a complete picture of research on SL. Interesting works used by subgroups of SL researchers may not have enough citations to be included in the results. Moreover, bibliometric analyses do not explain the impact of books, journals and articles on the practice of SL. The authors welcome future analyses of the most influential sources of SL practice. The authors expect that managerial and practice-oriented books and journals, such as the International Journal of Servant Leadership and the Servant Leadership Theory and Practice, would play a central role in such analyses.

The discussions of the nature of SL, its effects and antecedents are useful to leaders who want to develop a SL style or assist others in developing it. For researchers and doctoral students, the cluster analyses of co-citations give an overview of the subfields of SL research and reveal important knowledge gaps in the literature.

SL has several favourable effects on the motivation and psychological well-being of followers. Also, followers tend to adopt a willingness to serve.

Previous research has categorised SL research into three broad categories or phases. The cluster analyses of the co-citations reported here reveal a meaningful structure of eight distinct subfields. Knowledge gaps within the subfields represent novel opportunities for future research on SL. The authors also suggest a new subfield of SL research: pedagogical approaches to the motivation and development of SL skills.

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Research streams, gaps and opportunities in servant leadership research10.1108/LODJ-02-2023-0072Leadership & Organization Development Journal2023-12-19© 2023 Emerald Publishing LimitedMohammad ZareiMagne SupphellenRichard P. BagozziLeadership & Organization Development Journal4522023-12-1910.1108/LODJ-02-2023-0072https://www.emerald.com/insight/content/doi/10.1108/LODJ-02-2023-0072/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Leading for growth: a daily investigation of affiliation resources provided by the leader and nonwork masteryhttps://www.emerald.com/insight/content/doi/10.1108/LODJ-03-2023-0110/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestAlthough nonwork mastery generates personal resources and improves employee well-being and performance, employees must invest personal resources to experience mastery during nonwork time. Drawing on conservation of resources theory and resource exchange perspectives, the purpose of this study is to examine the role of day-to-day provisions of affiliation resources by the leader in generating the personal resources necessary for employees to engage in nonwork mastery. Daily diary data were collected from 198 employees (768 days). The proposed model was tested using Bayesian multilevel path analysis. The results showed that on days when employees perceived that their leader provided more affiliation resources, they reported higher self-esteem and work engagement and, in turn, experienced higher levels of mastery. Furthermore, employees in high-quality (vs low-quality) leader–member exchange (LMX) relationships benefitted more from the affiliation resources provided by their leader in terms of work engagement. The findings suggest that leaders can actively manage their employees' daily experience and functioning through seemingly ordinary demonstrations of warmth, care, and positive regard. This study highlights the important role of leaders in improving employee daily work and nonwork experience and functioning and sheds light on the tangible resource provisions in the work context and the associated personal resources that account for daily variations in mastery. By distinguishing between daily affiliation resources and general perceptions of LMX relationship quality, this study contributes to a more nuanced understanding of the implications that resource provisions by the leader have for employees.Leading for growth: a daily investigation of affiliation resources provided by the leader and nonwork mastery
Maie Stein, Vanessa Begemann, Sabine Gregersen, Sylvie Vincent-Höper
Leadership & Organization Development Journal, Vol. 45, No. 2, pp.265-282

Although nonwork mastery generates personal resources and improves employee well-being and performance, employees must invest personal resources to experience mastery during nonwork time. Drawing on conservation of resources theory and resource exchange perspectives, the purpose of this study is to examine the role of day-to-day provisions of affiliation resources by the leader in generating the personal resources necessary for employees to engage in nonwork mastery.

Daily diary data were collected from 198 employees (768 days). The proposed model was tested using Bayesian multilevel path analysis.

The results showed that on days when employees perceived that their leader provided more affiliation resources, they reported higher self-esteem and work engagement and, in turn, experienced higher levels of mastery. Furthermore, employees in high-quality (vs low-quality) leader–member exchange (LMX) relationships benefitted more from the affiliation resources provided by their leader in terms of work engagement.

The findings suggest that leaders can actively manage their employees' daily experience and functioning through seemingly ordinary demonstrations of warmth, care, and positive regard.

This study highlights the important role of leaders in improving employee daily work and nonwork experience and functioning and sheds light on the tangible resource provisions in the work context and the associated personal resources that account for daily variations in mastery. By distinguishing between daily affiliation resources and general perceptions of LMX relationship quality, this study contributes to a more nuanced understanding of the implications that resource provisions by the leader have for employees.

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Leading for growth: a daily investigation of affiliation resources provided by the leader and nonwork mastery10.1108/LODJ-03-2023-0110Leadership & Organization Development Journal2023-12-26© 2023 Emerald Publishing LimitedMaie SteinVanessa BegemannSabine GregersenSylvie Vincent-HöperLeadership & Organization Development Journal4522023-12-2610.1108/LODJ-03-2023-0110https://www.emerald.com/insight/content/doi/10.1108/LODJ-03-2023-0110/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Linking paternalistic leadership to employee creativity: a meaning-based perspectivehttps://www.emerald.com/insight/content/doi/10.1108/LODJ-11-2021-0497/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestIntegrating the pathway model of meaningful work and the intrinsic motivation principle of creativity, the authors investigate why, when and how paternalistic leadership relates to employee creativity in the Chinese organizational context. The authors suggest that the meaning of work (MOW) mediates the relationship between paternalistic leadership and employee creativity. The authors further identify perspective taking as a moderator in the mediated relationship for the path from MOW to creativity. The authors relied on a sample of 340 employee-supervisor dyads collected from multiple organizations located in Eastern China to test the study hypotheses. Results indicated that MOW mediated the positive relationships between the benevolence and morality dimensions of paternalistic leadership and employee creativity, and the negative relationship between the authoritarianism dimension of paternalistic leadership and employee creativity. Further, the indirect relationships between the three dimensions of paternalistic leadership (i.e. authoritarianism, benevolence and morality) and employee creativity through MOW were more pronounced when perspective taking was higher rather than lower. Through a meaning-based perspective, the authors demonstrate that a culture-specific managerial philosophy (i.e. paternalistic leadership) shapes Chinese employees' perceptions of meaningful work and their subsequent creative performance. This paper complements the dominant focus on Western leadership in the creativity literature and denotes that paternalistic leadership matters for employee creativity in Chinese organizations.Linking paternalistic leadership to employee creativity: a meaning-based perspective
Jinyun Duan, Xiaotian Wang, Ye Liu, Lifeng Han
Leadership & Organization Development Journal, Vol. 45, No. 2, pp.283-303

Integrating the pathway model of meaningful work and the intrinsic motivation principle of creativity, the authors investigate why, when and how paternalistic leadership relates to employee creativity in the Chinese organizational context. The authors suggest that the meaning of work (MOW) mediates the relationship between paternalistic leadership and employee creativity. The authors further identify perspective taking as a moderator in the mediated relationship for the path from MOW to creativity.

The authors relied on a sample of 340 employee-supervisor dyads collected from multiple organizations located in Eastern China to test the study hypotheses.

Results indicated that MOW mediated the positive relationships between the benevolence and morality dimensions of paternalistic leadership and employee creativity, and the negative relationship between the authoritarianism dimension of paternalistic leadership and employee creativity. Further, the indirect relationships between the three dimensions of paternalistic leadership (i.e. authoritarianism, benevolence and morality) and employee creativity through MOW were more pronounced when perspective taking was higher rather than lower.

Through a meaning-based perspective, the authors demonstrate that a culture-specific managerial philosophy (i.e. paternalistic leadership) shapes Chinese employees' perceptions of meaningful work and their subsequent creative performance. This paper complements the dominant focus on Western leadership in the creativity literature and denotes that paternalistic leadership matters for employee creativity in Chinese organizations.

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Linking paternalistic leadership to employee creativity: a meaning-based perspective10.1108/LODJ-11-2021-0497Leadership & Organization Development Journal2023-12-28© 2023 Emerald Publishing LimitedJinyun DuanXiaotian WangYe LiuLifeng HanLeadership & Organization Development Journal4522023-12-2810.1108/LODJ-11-2021-0497https://www.emerald.com/insight/content/doi/10.1108/LODJ-11-2021-0497/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Catalyzing transformational leadership in Chinese hospitality industry – complexity theory perspective: mix method approachhttps://www.emerald.com/insight/content/doi/10.1108/LODJ-05-2023-0205/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe study seeks to propose a linear model by applying complexity theory and resource-based theory to investigate how hotels achieve competitive advantage and organizational performance during the Covid-19 pandemic from the perspective of hotel leaders. Using a standardized questionnaire and convenience sampling approach hotel managers and administrative employees were surveyed online. A total of 354 participants from five provinces in China were examined using Smart PLS and fsQCA 3.0 for analysis. The utilization of the asymmetric method facilitates the elucidation of relationships that may not be readily apparent when employing conventional symmetric approaches. The results display a significant impact of transformational leadership (TL) on market orientation (MO), competitive advantage (CA) and organizational performance (OP). The results show numerous combinations using fsQCA that can be utilized to increase OP within the hotel industry. At present, there is a lack of substantial empirical evidence to comprehensively investigate the impact of TL on MO, CA and OP in the field of hospitality research specifically in the context of the Covid-19. The study also contributes by providing an explanation of the factors that contribute to the development of a higher organizational performance base through TL, MO and CA during the Covid-19 pandemic.Catalyzing transformational leadership in Chinese hospitality industry – complexity theory perspective: mix method approach
Nadia Aslam, Umar Farooq Sahibzada
Leadership & Organization Development Journal, Vol. 45, No. 2, pp.304-328

The study seeks to propose a linear model by applying complexity theory and resource-based theory to investigate how hotels achieve competitive advantage and organizational performance during the Covid-19 pandemic from the perspective of hotel leaders.

Using a standardized questionnaire and convenience sampling approach hotel managers and administrative employees were surveyed online. A total of 354 participants from five provinces in China were examined using Smart PLS and fsQCA 3.0 for analysis. The utilization of the asymmetric method facilitates the elucidation of relationships that may not be readily apparent when employing conventional symmetric approaches.

The results display a significant impact of transformational leadership (TL) on market orientation (MO), competitive advantage (CA) and organizational performance (OP). The results show numerous combinations using fsQCA that can be utilized to increase OP within the hotel industry.

At present, there is a lack of substantial empirical evidence to comprehensively investigate the impact of TL on MO, CA and OP in the field of hospitality research specifically in the context of the Covid-19. The study also contributes by providing an explanation of the factors that contribute to the development of a higher organizational performance base through TL, MO and CA during the Covid-19 pandemic.

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Catalyzing transformational leadership in Chinese hospitality industry – complexity theory perspective: mix method approach10.1108/LODJ-05-2023-0205Leadership & Organization Development Journal2023-12-22© 2023 Emerald Publishing LimitedNadia AslamUmar Farooq SahibzadaLeadership & Organization Development Journal4522023-12-2210.1108/LODJ-05-2023-0205https://www.emerald.com/insight/content/doi/10.1108/LODJ-05-2023-0205/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Incivility organizational norms, incivility to coworkers and emotional exhaustion via supervisors' incivility: an intervention through changing organizational policieshttps://www.emerald.com/insight/content/doi/10.1108/LODJ-05-2023-0276/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of the current research is to examine the crucial role of employees' perception of an incivility norm in predicting supervisors' incivility behaviors, which in turn, results in employees enacting incivility toward their coworkers and employees' emotional exhaustion. In Study 1, an experience sampling method (a daily-diary approach) in which 143 male participants from several construction sites completed a total of 1,144 questionnaires was used . In Study 2, cross-sectional data from 156 male employees working in a manufacturing organization was collected. In Study 3, a quasi-experiment was conducted in which 33 and 36 employees were assigned to the intervention and control groups, respectively. In Studies 1 and 2, it was revealed that employees are likely to experience their supervisor’s incivility behaviors when perceiving such incivility behaviors are more acceptable within the organization (incivility norm). Further, once employees experience incivility from their supervisor, they are more likely to enact incivility toward their coworkers and experience emotional exhaustion. In Study 3, changing organizational policies via implementing grievance procedures was effective in improving the study’s outcome variables. Incivility norms predict some negative work outcomes such as incivility behaviors as both a victim and instigator, and emotional exhaustion. Further, reducing an adverse organizational norm (i.e. incivility norm) via instituting grievance procedures was effective in reducing incivility behaviors and emotional exhaustion.Incivility organizational norms, incivility to coworkers and emotional exhaustion via supervisors' incivility: an intervention through changing organizational policies
Mansik Yun, Nga Do, Terry Beehr
Leadership & Organization Development Journal, Vol. 45, No. 2, pp.329-352

The purpose of the current research is to examine the crucial role of employees' perception of an incivility norm in predicting supervisors' incivility behaviors, which in turn, results in employees enacting incivility toward their coworkers and employees' emotional exhaustion.

In Study 1, an experience sampling method (a daily-diary approach) in which 143 male participants from several construction sites completed a total of 1,144 questionnaires was used . In Study 2, cross-sectional data from 156 male employees working in a manufacturing organization was collected. In Study 3, a quasi-experiment was conducted in which 33 and 36 employees were assigned to the intervention and control groups, respectively.

In Studies 1 and 2, it was revealed that employees are likely to experience their supervisor’s incivility behaviors when perceiving such incivility behaviors are more acceptable within the organization (incivility norm). Further, once employees experience incivility from their supervisor, they are more likely to enact incivility toward their coworkers and experience emotional exhaustion. In Study 3, changing organizational policies via implementing grievance procedures was effective in improving the study’s outcome variables.

Incivility norms predict some negative work outcomes such as incivility behaviors as both a victim and instigator, and emotional exhaustion. Further, reducing an adverse organizational norm (i.e. incivility norm) via instituting grievance procedures was effective in reducing incivility behaviors and emotional exhaustion.

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Incivility organizational norms, incivility to coworkers and emotional exhaustion via supervisors' incivility: an intervention through changing organizational policies10.1108/LODJ-05-2023-0276Leadership & Organization Development Journal2024-01-08© 2023 Emerald Publishing LimitedMansik YunNga DoTerry BeehrLeadership & Organization Development Journal4522024-01-0810.1108/LODJ-05-2023-0276https://www.emerald.com/insight/content/doi/10.1108/LODJ-05-2023-0276/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Turning the tide: an impact of leader empowering behavior on employees' work–family conflict, spillover and turnover intention in tourismhttps://www.emerald.com/insight/content/doi/10.1108/LODJ-02-2023-0099/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe aim of this study is to look into the associations, both direct and indirect, between a leader empowering behavior and employee turnover intention. Additionally, this study examines the mediating effects of work–family conflict (WFC) and work–family spillover (WFS) in the association between a leader empowering behavior and employee turnover intention. This study also explored how perceived peer support (PPS) may have a moderating effect on these associations. A time-lag approach was used in this study to collect data from the 228 participants that made up the sample. Both front-desk employees and their immediate supervisors were included in this sample, which came from diverse tourism enterprises in central China. The research design included two independent time waves that were separated by two months, making it easier to examine the way the variables of interest changed throughout that time. The results showed that there is a significant impact of leadership behaviors on WFS, WFC and employee turnover intention. This study showed a significant mediating effect of WFS, however, the influence of WFC as a mediator was not statistically significant. Furthermore, the results suggested that PPS significantly moderated the association between leader empowering behavior and WFS. The findings revealed that the mediating effect of WFS in the association between leader empowering behavior and employee turnover intention. This study advances knowledge of the impacts of leadership empowering behavior on employee turnover intention through the use of a moderated mediation analysis. Based on the leader member exchange, it offers a distinctive perspective on leadership empowering behaviors to maintain a work–family balance in tourism.Turning the tide: an impact of leader empowering behavior on employees' work–family conflict, spillover and turnover intention in tourism
Naseer Abbas Khan, Waseem Bahadur, Muhammad Ramzan, Natalya Pravdina
Leadership & Organization Development Journal, Vol. 45, No. 2, pp.353-373

The aim of this study is to look into the associations, both direct and indirect, between a leader empowering behavior and employee turnover intention. Additionally, this study examines the mediating effects of work–family conflict (WFC) and work–family spillover (WFS) in the association between a leader empowering behavior and employee turnover intention. This study also explored how perceived peer support (PPS) may have a moderating effect on these associations.

A time-lag approach was used in this study to collect data from the 228 participants that made up the sample. Both front-desk employees and their immediate supervisors were included in this sample, which came from diverse tourism enterprises in central China. The research design included two independent time waves that were separated by two months, making it easier to examine the way the variables of interest changed throughout that time.

The results showed that there is a significant impact of leadership behaviors on WFS, WFC and employee turnover intention. This study showed a significant mediating effect of WFS, however, the influence of WFC as a mediator was not statistically significant. Furthermore, the results suggested that PPS significantly moderated the association between leader empowering behavior and WFS. The findings revealed that the mediating effect of WFS in the association between leader empowering behavior and employee turnover intention.

This study advances knowledge of the impacts of leadership empowering behavior on employee turnover intention through the use of a moderated mediation analysis. Based on the leader member exchange, it offers a distinctive perspective on leadership empowering behaviors to maintain a work–family balance in tourism.

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Turning the tide: an impact of leader empowering behavior on employees' work–family conflict, spillover and turnover intention in tourism10.1108/LODJ-02-2023-0099Leadership & Organization Development Journal2024-01-04© 2023 Emerald Publishing LimitedNaseer Abbas KhanWaseem BahadurMuhammad RamzanNatalya PravdinaLeadership & Organization Development Journal4522024-01-0410.1108/LODJ-02-2023-0099https://www.emerald.com/insight/content/doi/10.1108/LODJ-02-2023-0099/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Abusive supervision and psychological well-being: the mediating role of self-determination and moderating role of perceived person-organization fithttps://www.emerald.com/insight/content/doi/10.1108/LODJ-01-2023-0001/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestToday, psychological well-being is increasingly valued by organizations because it is integral to employee performance. The style of leaders supervising their subordinates is an important influence on their psychological well-being. Abusive supervision can lead to a depletion of resources among their subordinates by inducing psychological stress, leading to a decline in psychological well-being. In this research, the authors use the conservation of resources (COR) theory and self-determination theory to examine the mechanism between abusive supervision and psychological well-being. This study can contribute to previous research by applying the COR theory and self-determination theory, which were not discussed, to explain the relationship between leader's leadership behavior and psychological well-being of organizational members. The authors conduct a multi-time data collection method of two waves with six-week intervals. The authors received 322 samples and conducted a confirmatory factor analysis to test result validity and used multiple regression to examine the direct and moderating effects. Additionally, the authors used the bootstrapping method to test mediating effects. The results show that abusive supervision is negatively related to psychological well-being and self-determination plays the mediating role between them, while perceived person-organization fit is the moderator between self-determination and psychological well-being. The authors identified self-determination as the mediator between abusive supervision and psychological well-being and perceived person-organization fit plays the moderating role between self-determination and psychological well-being.Abusive supervision and psychological well-being: the mediating role of self-determination and moderating role of perceived person-organization fit
Wenxian Wang, Seung-Wan Kang, Suk Bong Choi, Wonho Jeung
Leadership & Organization Development Journal, Vol. ahead-of-print, No. ahead-of-print, pp.-

Today, psychological well-being is increasingly valued by organizations because it is integral to employee performance. The style of leaders supervising their subordinates is an important influence on their psychological well-being. Abusive supervision can lead to a depletion of resources among their subordinates by inducing psychological stress, leading to a decline in psychological well-being. In this research, the authors use the conservation of resources (COR) theory and self-determination theory to examine the mechanism between abusive supervision and psychological well-being. This study can contribute to previous research by applying the COR theory and self-determination theory, which were not discussed, to explain the relationship between leader's leadership behavior and psychological well-being of organizational members.

The authors conduct a multi-time data collection method of two waves with six-week intervals. The authors received 322 samples and conducted a confirmatory factor analysis to test result validity and used multiple regression to examine the direct and moderating effects. Additionally, the authors used the bootstrapping method to test mediating effects.

The results show that abusive supervision is negatively related to psychological well-being and self-determination plays the mediating role between them, while perceived person-organization fit is the moderator between self-determination and psychological well-being.

The authors identified self-determination as the mediator between abusive supervision and psychological well-being and perceived person-organization fit plays the moderating role between self-determination and psychological well-being.

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Abusive supervision and psychological well-being: the mediating role of self-determination and moderating role of perceived person-organization fit10.1108/LODJ-01-2023-0001Leadership & Organization Development Journal2024-01-30© 2023 Emerald Publishing LimitedWenxian WangSeung-Wan KangSuk Bong ChoiWonho JeungLeadership & Organization Development Journalahead-of-printahead-of-print2024-01-3010.1108/LODJ-01-2023-0001https://www.emerald.com/insight/content/doi/10.1108/LODJ-01-2023-0001/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
How and when leader voice solicitation facilitates innovative behavior: the role of pride and collectivism orientationhttps://www.emerald.com/insight/content/doi/10.1108/LODJ-02-2023-0066/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDrawing on affective events theory (AET), this study aims to investigate how and when leader voice solicitation affects employees’ innovative behavior. Specifically, this study proposes that leader voice solicitation evokes employees’ feelings of pride, which subsequently motivate employees’ innovative behavior. Moreover, collectivism orientation plays a moderating role in this process. This study collected 251 supervisor–subordinate dyadic data in two phases and employed structural equational modeling (SEM) to test the hypotheses. The results revealed that employees’ feelings of pride mediate the positive relationship between leader voice solicitation and employees’ innovative behavior. Collectivism orientation intensifies the mediated relationship. This study extends the potential outcome variables of leader voice solicitation. Moreover, it introduces a novel theoretical perspective to explore the impact of leader voice solicitation on employees. Importantly, this study examines the mediating effect of pride and the moderating effect of collectivism orientation, deepening the understanding of how and when leader voice solicitation affects innovative behavior.How and when leader voice solicitation facilitates innovative behavior: the role of pride and collectivism orientation
Xingxin Li, Yanfei Wang, Yu Zhu, Lixun Zheng
Leadership & Organization Development Journal, Vol. ahead-of-print, No. ahead-of-print, pp.-

Drawing on affective events theory (AET), this study aims to investigate how and when leader voice solicitation affects employees’ innovative behavior. Specifically, this study proposes that leader voice solicitation evokes employees’ feelings of pride, which subsequently motivate employees’ innovative behavior. Moreover, collectivism orientation plays a moderating role in this process.

This study collected 251 supervisor–subordinate dyadic data in two phases and employed structural equational modeling (SEM) to test the hypotheses.

The results revealed that employees’ feelings of pride mediate the positive relationship between leader voice solicitation and employees’ innovative behavior. Collectivism orientation intensifies the mediated relationship.

This study extends the potential outcome variables of leader voice solicitation. Moreover, it introduces a novel theoretical perspective to explore the impact of leader voice solicitation on employees. Importantly, this study examines the mediating effect of pride and the moderating effect of collectivism orientation, deepening the understanding of how and when leader voice solicitation affects innovative behavior.

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How and when leader voice solicitation facilitates innovative behavior: the role of pride and collectivism orientation10.1108/LODJ-02-2023-0066Leadership & Organization Development Journal2024-03-15© 2024 Emerald Publishing LimitedXingxin LiYanfei WangYu ZhuLixun ZhengLeadership & Organization Development Journalahead-of-printahead-of-print2024-03-1510.1108/LODJ-02-2023-0066https://www.emerald.com/insight/content/doi/10.1108/LODJ-02-2023-0066/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
How and why strengths-based leadership relates to nurses’ turnover intention: the roles of job crafting and work fatiguehttps://www.emerald.com/insight/content/doi/10.1108/LODJ-03-2023-0143/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study investigated the relationship of strengths-based leadership with nurses’ turnover intention and the mediating roles of job crafting and work fatigue in the relationship. Data comprising 318 valid participants from three hospitals in Beijing were gathered at two points in time, spaced by a two-month interval. Structural equation modeling with a bootstrapping analysis was applied to test hypotheses. This study found that strengths-based leadership negatively relates to nurses’ turnover intention, and job crafting and work fatigue mediate the relationship of strengths-based leadership with turnover intention, respectively. The findings of this study highlight the importance of strengths-based leadership in decreasing nurses’ turnover intention and reveal two potential mechanisms through which strengths-based leadership is related to nurses’ turnover intention. In order to retain nursing staff better, nurse leaders should execute more strengths-based leadership behaviors and make more efforts to promote nurses’ job crafting and to reduce nurses’ experience of work fatigue.How and why strengths-based leadership relates to nurses’ turnover intention: the roles of job crafting and work fatigue
Fuxiang Wang, Maowei Wu, He Ding, Lin Wang
Leadership & Organization Development Journal, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study investigated the relationship of strengths-based leadership with nurses’ turnover intention and the mediating roles of job crafting and work fatigue in the relationship.

Data comprising 318 valid participants from three hospitals in Beijing were gathered at two points in time, spaced by a two-month interval. Structural equation modeling with a bootstrapping analysis was applied to test hypotheses.

This study found that strengths-based leadership negatively relates to nurses’ turnover intention, and job crafting and work fatigue mediate the relationship of strengths-based leadership with turnover intention, respectively.

The findings of this study highlight the importance of strengths-based leadership in decreasing nurses’ turnover intention and reveal two potential mechanisms through which strengths-based leadership is related to nurses’ turnover intention. In order to retain nursing staff better, nurse leaders should execute more strengths-based leadership behaviors and make more efforts to promote nurses’ job crafting and to reduce nurses’ experience of work fatigue.

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How and why strengths-based leadership relates to nurses’ turnover intention: the roles of job crafting and work fatigue10.1108/LODJ-03-2023-0143Leadership & Organization Development Journal2024-03-14© 2024 Emerald Publishing LimitedFuxiang WangMaowei WuHe DingLin WangLeadership & Organization Development Journalahead-of-printahead-of-print2024-03-1410.1108/LODJ-03-2023-0143https://www.emerald.com/insight/content/doi/10.1108/LODJ-03-2023-0143/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Leader-member exchange and discretionary work behaviors: the mediating role of perceived psychological safetyhttps://www.emerald.com/insight/content/doi/10.1108/LODJ-03-2023-0156/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study examines the relationship between leader–member exchange (LMX) and employee discretionary work behaviors in terms of job crafting, innovative work behavior and knowledge-sharing behavior by focusing on the mediating role of psychological safety. Multi-source and multi-wave data were collected from 284 employees in the banking sector of Pakistan. The findings reveal a positive relationship between LMX and psychological safety. Psychological safety, in turn, is positively related to discretionary work behaviors (i.e. job crafting, innovative work behavior and knowledge-sharing behavior). Moreover, psychological safety fully mediates the relationship between LMX and discretionary work behaviors. Drawing upon the conservation of resources (COR) theory, this study introduces psychological safety as a mediating mechanism in the relationship between LMX and three important discretionary work behaviors.Leader-member exchange and discretionary work behaviors: the mediating role of perceived psychological safety
Nasib Dar, Yasir Mansoor Kundi, Waheed Ali Umrani
Leadership & Organization Development Journal, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study examines the relationship between leader–member exchange (LMX) and employee discretionary work behaviors in terms of job crafting, innovative work behavior and knowledge-sharing behavior by focusing on the mediating role of psychological safety.

Multi-source and multi-wave data were collected from 284 employees in the banking sector of Pakistan.

The findings reveal a positive relationship between LMX and psychological safety. Psychological safety, in turn, is positively related to discretionary work behaviors (i.e. job crafting, innovative work behavior and knowledge-sharing behavior). Moreover, psychological safety fully mediates the relationship between LMX and discretionary work behaviors.

Drawing upon the conservation of resources (COR) theory, this study introduces psychological safety as a mediating mechanism in the relationship between LMX and three important discretionary work behaviors.

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Leader-member exchange and discretionary work behaviors: the mediating role of perceived psychological safety10.1108/LODJ-03-2023-0156Leadership & Organization Development Journal2024-03-12© 2024 Emerald Publishing LimitedNasib DarYasir Mansoor KundiWaheed Ali UmraniLeadership & Organization Development Journalahead-of-printahead-of-print2024-03-1210.1108/LODJ-03-2023-0156https://www.emerald.com/insight/content/doi/10.1108/LODJ-03-2023-0156/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Paternalistic leadership, efficacy beliefs and followers' performance: testing a multilevel modelhttps://www.emerald.com/insight/content/doi/10.1108/LODJ-04-2022-0175/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestUsing a multilevel model, this study examined how paternalistic leadership behaviors, including authoritarianism, morality and benevolence, influence followers' performance. A sample of 556 leader–follower dyads from 66 groups in a manufacturing firm in China was collected for analysis. Descriptive statistics and multi-level regression analyses were used to analyze the data. The results indicated that group efficacy mediates the relationship between authoritarian leadership and followers' performance and that self-efficacy mediates the relationship between benevolent leadership and followers' performance. In addition, the positive relationship between self-efficacy and followers' performance is weaker when followers exhibit higher levels of group efficacy. The data were collected in a manufacturing firm in China, it is difficult to generalize the results to other settings. Managers should use their abilities and skills to interpret which paternalistic leadership styles their followers prefer, so as to improve their performance. This study developed a multilevel model to examine the mediating processes of group efficacy and self-efficacy in the effect of PL behaviors, including authoritarianism, benevolence and morality, on followers' performance.Paternalistic leadership, efficacy beliefs and followers' performance: testing a multilevel model
Simon C.H. Chan
Leadership & Organization Development Journal, Vol. ahead-of-print, No. ahead-of-print, pp.-

Using a multilevel model, this study examined how paternalistic leadership behaviors, including authoritarianism, morality and benevolence, influence followers' performance.

A sample of 556 leader–follower dyads from 66 groups in a manufacturing firm in China was collected for analysis. Descriptive statistics and multi-level regression analyses were used to analyze the data.

The results indicated that group efficacy mediates the relationship between authoritarian leadership and followers' performance and that self-efficacy mediates the relationship between benevolent leadership and followers' performance. In addition, the positive relationship between self-efficacy and followers' performance is weaker when followers exhibit higher levels of group efficacy.

The data were collected in a manufacturing firm in China, it is difficult to generalize the results to other settings.

Managers should use their abilities and skills to interpret which paternalistic leadership styles their followers prefer, so as to improve their performance.

This study developed a multilevel model to examine the mediating processes of group efficacy and self-efficacy in the effect of PL behaviors, including authoritarianism, benevolence and morality, on followers' performance.

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Paternalistic leadership, efficacy beliefs and followers' performance: testing a multilevel model10.1108/LODJ-04-2022-0175Leadership & Organization Development Journal2024-01-19© 2023 Emerald Publishing LimitedSimon C.H. ChanLeadership & Organization Development Journalahead-of-printahead-of-print2024-01-1910.1108/LODJ-04-2022-0175https://www.emerald.com/insight/content/doi/10.1108/LODJ-04-2022-0175/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Employees' taking charge behavior and empowering leadership: the role of leader trust in employees and risk propensityhttps://www.emerald.com/insight/content/doi/10.1108/LODJ-04-2023-0172/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestPrevious research has mainly focused on the outcomes of empowering leadership, and empirical evidence on how to encourage leaders to display empowering behaviors has been overlooked, particularly from an interpersonal perspective. Based on the integrative model of organizational trust, we investigate the relationship between employees' taking charge behaviors and empowering leadership considering the mediating role of leader trust in employees and the moderating role of risk propensity. The results indicate that taking charge is positively associated with leader trust in employees, which influences the development of empowering leadership. Additionally, leaders' risk propensity moderates these relationships, that is, a higher level of risk propensity can enhance the promoting effect of leader trust on empowering behaviors. This study explores the antecedents and mechanisms influencing empowering leadership and proposes the moderating effect of risk propensity. The findings not only clarify how and why employees' taking charge behaviors can stimulate empowering leadership but also offer a more comprehensive understanding of the antecedents of empowering leadership.Employees' taking charge behavior and empowering leadership: the role of leader trust in employees and risk propensity
Qiuyun Guo, Zhongyan Zhang
Leadership & Organization Development Journal, Vol. ahead-of-print, No. ahead-of-print, pp.-

Previous research has mainly focused on the outcomes of empowering leadership, and empirical evidence on how to encourage leaders to display empowering behaviors has been overlooked, particularly from an interpersonal perspective.

Based on the integrative model of organizational trust, we investigate the relationship between employees' taking charge behaviors and empowering leadership considering the mediating role of leader trust in employees and the moderating role of risk propensity.

The results indicate that taking charge is positively associated with leader trust in employees, which influences the development of empowering leadership. Additionally, leaders' risk propensity moderates these relationships, that is, a higher level of risk propensity can enhance the promoting effect of leader trust on empowering behaviors.

This study explores the antecedents and mechanisms influencing empowering leadership and proposes the moderating effect of risk propensity. The findings not only clarify how and why employees' taking charge behaviors can stimulate empowering leadership but also offer a more comprehensive understanding of the antecedents of empowering leadership.

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Employees' taking charge behavior and empowering leadership: the role of leader trust in employees and risk propensity10.1108/LODJ-04-2023-0172Leadership & Organization Development Journal2024-02-02© 2024 Emerald Publishing LimitedQiuyun GuoZhongyan ZhangLeadership & Organization Development Journalahead-of-printahead-of-print2024-02-0210.1108/LODJ-04-2023-0172https://www.emerald.com/insight/content/doi/10.1108/LODJ-04-2023-0172/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
CEO intellectual capital, dual innovation and sustainable growth of small and medium-sized enterprises: evidence from Chinahttps://www.emerald.com/insight/content/doi/10.1108/LODJ-04-2023-0202/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper examines the direct and indirect effects of CEO intellectual capital on sustainable growth of small and medium-sized enterprises (SMEs) in China. It adopts a quantitative approach based on 3,474 unbalanced panel data in 836 Chinese listed SMEs from 2008 to 2017. The findings reveal a significant positive relationship between CEO intellectual capital and sustainable growth of SMEs. The findings also reveal that dual innovation (exploitative innovation and exploratory innovation) has a partial mediating effect on the relationship. It further provides an original contribution to identifying and testing the mediating effect of dual innovation on the relationship between CEO intellectual capital and sustainable growth of SMEs. In contrast to most of the extant literature, which considers intellectual capital as a whole at the organizational level or focuses on employee intellectual capital, this paper highlights the role of CEO intellectual capital for SMEs’ growth. It provides an original contribution to identifying and testing the mediating effect of dual innovation on the relationship between CEO intellectual capital and sustainable growth of SMEs.CEO intellectual capital, dual innovation and sustainable growth of small and medium-sized enterprises: evidence from China
Hui Zhang, Shaoheng Li
Leadership & Organization Development Journal, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper examines the direct and indirect effects of CEO intellectual capital on sustainable growth of small and medium-sized enterprises (SMEs) in China.

It adopts a quantitative approach based on 3,474 unbalanced panel data in 836 Chinese listed SMEs from 2008 to 2017.

The findings reveal a significant positive relationship between CEO intellectual capital and sustainable growth of SMEs. The findings also reveal that dual innovation (exploitative innovation and exploratory innovation) has a partial mediating effect on the relationship.

It further provides an original contribution to identifying and testing the mediating effect of dual innovation on the relationship between CEO intellectual capital and sustainable growth of SMEs.

In contrast to most of the extant literature, which considers intellectual capital as a whole at the organizational level or focuses on employee intellectual capital, this paper highlights the role of CEO intellectual capital for SMEs’ growth. It provides an original contribution to identifying and testing the mediating effect of dual innovation on the relationship between CEO intellectual capital and sustainable growth of SMEs.

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CEO intellectual capital, dual innovation and sustainable growth of small and medium-sized enterprises: evidence from China10.1108/LODJ-04-2023-0202Leadership & Organization Development Journal2024-02-15© 2024 Emerald Publishing LimitedHui ZhangShaoheng LiLeadership & Organization Development Journalahead-of-printahead-of-print2024-02-1510.1108/LODJ-04-2023-0202https://www.emerald.com/insight/content/doi/10.1108/LODJ-04-2023-0202/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
From identification to innovation: how empowering leadership drives organizational innovativenesshttps://www.emerald.com/insight/content/doi/10.1108/LODJ-05-2023-0215/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestEmpowering leadership has a wide range of positive individual employee-related outcomes. However, a limited number of research studies are available emphasizing the overall organization-related outcomes. The major aim of this study is to delve into the function of organizational identification and intellectual capital (structural, relational and human) in mediating the relationship between empowering leadership and organizational innovativeness. Depending upon the resource-based view theory, this study comprehensively investigates the sequential effects of empowered leadership on the mediating roles of organizational identification and intellectual capital in organizational innovativeness. Data were gathered through a self-administered questionnaire, which got 337 responses from telecom employees. To evaluate the hypotheses, the data were analyzed in SEM-M-Plus using exploratory and confirmatory factor analyses. The findings demonstrate that empowering leadership impacts organizational innovativeness with the sequential mediation of organizational identification and intellectual capital (structural, human and social). Organizations can identify and encourage leaders who exhibit empowering behaviors such as delegating responsibilities, providing autonomy and fostering a sense of ownership among employees. Also, organizations can foster intellectual capital by providing opportunities for learning, training and development. Additionally, knowledge sharing and collaboration can help to enhance the intellectual capital of employees. While much research has been conducted on empowering leadership, the continued development of knowledge and the emergence of new perspectives related to identification and intellectual capital highlights the importance of exploring alternative paths that have been overlooked. Therefore, there is a pressing need to conduct research that takes into account these additional factors.From identification to innovation: how empowering leadership drives organizational innovativeness
Qurat-ul-Ain Burhan, Muhammad Asif Khan
Leadership & Organization Development Journal, Vol. ahead-of-print, No. ahead-of-print, pp.-

Empowering leadership has a wide range of positive individual employee-related outcomes. However, a limited number of research studies are available emphasizing the overall organization-related outcomes. The major aim of this study is to delve into the function of organizational identification and intellectual capital (structural, relational and human) in mediating the relationship between empowering leadership and organizational innovativeness. Depending upon the resource-based view theory, this study comprehensively investigates the sequential effects of empowered leadership on the mediating roles of organizational identification and intellectual capital in organizational innovativeness.

Data were gathered through a self-administered questionnaire, which got 337 responses from telecom employees. To evaluate the hypotheses, the data were analyzed in SEM-M-Plus using exploratory and confirmatory factor analyses.

The findings demonstrate that empowering leadership impacts organizational innovativeness with the sequential mediation of organizational identification and intellectual capital (structural, human and social).

Organizations can identify and encourage leaders who exhibit empowering behaviors such as delegating responsibilities, providing autonomy and fostering a sense of ownership among employees. Also, organizations can foster intellectual capital by providing opportunities for learning, training and development. Additionally, knowledge sharing and collaboration can help to enhance the intellectual capital of employees.

While much research has been conducted on empowering leadership, the continued development of knowledge and the emergence of new perspectives related to identification and intellectual capital highlights the importance of exploring alternative paths that have been overlooked. Therefore, there is a pressing need to conduct research that takes into account these additional factors.

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From identification to innovation: how empowering leadership drives organizational innovativeness10.1108/LODJ-05-2023-0215Leadership & Organization Development Journal2024-01-26© 2024 Emerald Publishing LimitedQurat-ul-Ain BurhanMuhammad Asif KhanLeadership & Organization Development Journalahead-of-printahead-of-print2024-01-2610.1108/LODJ-05-2023-0215https://www.emerald.com/insight/content/doi/10.1108/LODJ-05-2023-0215/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
I cannot miss it! The influence of supervisor bottom-line mentality on employee presenteeismhttps://www.emerald.com/insight/content/doi/10.1108/LODJ-05-2023-0216/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestBased on the cognitive appraisal theory of emotion and social comparison theory, this study explores the mediating mechanism and boundary conditions of supervisor bottom-line mentality on employee presenteeism. Using hierarchical regression and bootstrapping, we test the hypothesized relationships with three-stage data from 265 full-time employees in China. Supervisor bottom-line mentality has a significant positive influence on employee presenteeism. Workplace fear of missing out plays a mediating role between supervisor bottom-line mentality and employee presenteeism. Employees’ status-striving motivation positively moderates the influence of supervisor bottom-line mentality on employees’ workplace fear of missing out and enhances the mediating effect of workplace fear of missing out. Presenteeism can be detrimental to employees’ health, and ultimately leads to a decrease in organizational productivity. Research conclusions warn companies to be vigilant about supervisors’ bottom-line mentalities and to strengthen employee health management. This study explains when and how supervisor bottom-line mentality affects employee health, contributing to the literature on the antecedents of presenteeism and enriching the research on supervisor bottom-line mentalities and employee and organizational outcomes. This study clarifies the emotional mechanisms and boundary conditions of supervisor bottom-line mentality affecting presenteeism.I cannot miss it! The influence of supervisor bottom-line mentality on employee presenteeism
Zhihong Tan, Mengxi Yang, Andrea C. Farro, Ling Yuan
Leadership & Organization Development Journal, Vol. ahead-of-print, No. ahead-of-print, pp.-

Based on the cognitive appraisal theory of emotion and social comparison theory, this study explores the mediating mechanism and boundary conditions of supervisor bottom-line mentality on employee presenteeism.

Using hierarchical regression and bootstrapping, we test the hypothesized relationships with three-stage data from 265 full-time employees in China.

Supervisor bottom-line mentality has a significant positive influence on employee presenteeism. Workplace fear of missing out plays a mediating role between supervisor bottom-line mentality and employee presenteeism. Employees’ status-striving motivation positively moderates the influence of supervisor bottom-line mentality on employees’ workplace fear of missing out and enhances the mediating effect of workplace fear of missing out.

Presenteeism can be detrimental to employees’ health, and ultimately leads to a decrease in organizational productivity. Research conclusions warn companies to be vigilant about supervisors’ bottom-line mentalities and to strengthen employee health management.

This study explains when and how supervisor bottom-line mentality affects employee health, contributing to the literature on the antecedents of presenteeism and enriching the research on supervisor bottom-line mentalities and employee and organizational outcomes. This study clarifies the emotional mechanisms and boundary conditions of supervisor bottom-line mentality affecting presenteeism.

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I cannot miss it! The influence of supervisor bottom-line mentality on employee presenteeism10.1108/LODJ-05-2023-0216Leadership & Organization Development Journal2024-03-19© 2024 Emerald Publishing LimitedZhihong TanMengxi YangAndrea C. FarroLing YuanLeadership & Organization Development Journalahead-of-printahead-of-print2024-03-1910.1108/LODJ-05-2023-0216https://www.emerald.com/insight/content/doi/10.1108/LODJ-05-2023-0216/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Integrating the bright and dark sides of temporal leadership on employees’ thriving at workhttps://www.emerald.com/insight/content/doi/10.1108/LODJ-05-2023-0229/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDrawing on conservation of resources theory, this study aims to examine the relationship between temporal leadership (TL) and employees’ thriving at work (TW) by focusing on the positive mediating role of perception of work-goal progress (PWP), the negative mediating roles of job-based psychological ownership (JPO) and the moderating role of synchrony preference (SP). We employed a dedicated data collection platform called Credamo for two waves of online questionnaires in China between March 2022 and April 2022. A total of 326 questionnaires were collected and analyzed to test the hypotheses. (1) TL directly and positively affects TW. (2) TL indirectly and positively affects TW via PWP. (3) TL indirectly and negatively affects TW via JPO. (4) SP positively moderates the positive mediating effect of PWP on the relationship between TL and TW. (5) SP negatively moderates the negative mediating effect of JPO on the relationship between TL and TW. Supervisors in organizations ought to discreetly practice TL and try to maximize the positive role of PWP and minimize the negative role of JPO. The findings simultaneously discuss the effects of TL on TW from dark and bright perspectives. The influence of interaction between contextual and individual features on TW is also specified.Integrating the bright and dark sides of temporal leadership on employees’ thriving at work
Hui Wang, Han Zhang, Jian Zhu
Leadership & Organization Development Journal, Vol. ahead-of-print, No. ahead-of-print, pp.-

Drawing on conservation of resources theory, this study aims to examine the relationship between temporal leadership (TL) and employees’ thriving at work (TW) by focusing on the positive mediating role of perception of work-goal progress (PWP), the negative mediating roles of job-based psychological ownership (JPO) and the moderating role of synchrony preference (SP).

We employed a dedicated data collection platform called Credamo for two waves of online questionnaires in China between March 2022 and April 2022. A total of 326 questionnaires were collected and analyzed to test the hypotheses.

(1) TL directly and positively affects TW. (2) TL indirectly and positively affects TW via PWP. (3) TL indirectly and negatively affects TW via JPO. (4) SP positively moderates the positive mediating effect of PWP on the relationship between TL and TW. (5) SP negatively moderates the negative mediating effect of JPO on the relationship between TL and TW.

Supervisors in organizations ought to discreetly practice TL and try to maximize the positive role of PWP and minimize the negative role of JPO.

The findings simultaneously discuss the effects of TL on TW from dark and bright perspectives. The influence of interaction between contextual and individual features on TW is also specified.

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Integrating the bright and dark sides of temporal leadership on employees’ thriving at work10.1108/LODJ-05-2023-0229Leadership & Organization Development Journal2024-03-07© 2024 Emerald Publishing LimitedHui WangHan ZhangJian ZhuLeadership & Organization Development Journalahead-of-printahead-of-print2024-03-0710.1108/LODJ-05-2023-0229https://www.emerald.com/insight/content/doi/10.1108/LODJ-05-2023-0229/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
How and when humble leadership influences employee adaptive performance? The roles of self-determination and employee attributionshttps://www.emerald.com/insight/content/doi/10.1108/LODJ-05-2023-0245/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe present study aimed to examine the relationship between humble leadership (HL) and employee adaptive performance by testing the mediating role of self-determination and the moderating role of employee attributions of HL. A three-wave, two-source design was used to collect quantitative data from 301 employees and 45 direct supervisors of mainland Chinese enterprises. Testing the hypotheses was conducted through multiple regression analysis and moderated regression analysis. Results showed that HL was positively related to employee adaptive performance. Additionally, the relationship between HL and employee adaptive performance was mediated by self-determination. Furthermore, this positive effect of HL on self-determination was minimized among employees who attribute HL to impression management motives but is insignificant for employees who attribute HL to performance improvement motives. It has been widely concerned that the traditional “top-down” leadership styles are associated with employee adaptive performance; however, the role of bottom-up leadership styles on employee adaptive performance has only been sporadically examined. The present study introduced HL, a typical bottom-up leadership style and developed a moderated mediation model to investigate the potential effect of HL on employee adaptive performance. Moreover, by confirming the mediating role of self-determination, the authors further uncover how HL facilitates employees' adaptive performance. Meanwhile, the moderating role of employee attributions of HL found in this study offers new insights into the understanding of the effectiveness of HL.How and when humble leadership influences employee adaptive performance? The roles of self-determination and employee attributions
Junting Zhang, Mudaser Javaid, Shudi Liao, Myeongcheol Choi, Hann Earl Kim
Leadership & Organization Development Journal, Vol. ahead-of-print, No. ahead-of-print, pp.-

The present study aimed to examine the relationship between humble leadership (HL) and employee adaptive performance by testing the mediating role of self-determination and the moderating role of employee attributions of HL.

A three-wave, two-source design was used to collect quantitative data from 301 employees and 45 direct supervisors of mainland Chinese enterprises. Testing the hypotheses was conducted through multiple regression analysis and moderated regression analysis.

Results showed that HL was positively related to employee adaptive performance. Additionally, the relationship between HL and employee adaptive performance was mediated by self-determination. Furthermore, this positive effect of HL on self-determination was minimized among employees who attribute HL to impression management motives but is insignificant for employees who attribute HL to performance improvement motives.

It has been widely concerned that the traditional “top-down” leadership styles are associated with employee adaptive performance; however, the role of bottom-up leadership styles on employee adaptive performance has only been sporadically examined. The present study introduced HL, a typical bottom-up leadership style and developed a moderated mediation model to investigate the potential effect of HL on employee adaptive performance. Moreover, by confirming the mediating role of self-determination, the authors further uncover how HL facilitates employees' adaptive performance. Meanwhile, the moderating role of employee attributions of HL found in this study offers new insights into the understanding of the effectiveness of HL.

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How and when humble leadership influences employee adaptive performance? The roles of self-determination and employee attributions10.1108/LODJ-05-2023-0245Leadership & Organization Development Journal2024-01-09© 2023 Emerald Publishing LimitedJunting ZhangMudaser JavaidShudi LiaoMyeongcheol ChoiHann Earl KimLeadership & Organization Development Journalahead-of-printahead-of-print2024-01-0910.1108/LODJ-05-2023-0245https://www.emerald.com/insight/content/doi/10.1108/LODJ-05-2023-0245/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Abusive supervisor triggers counterproductive work behaviors in nursing staff: role of psychological contract breach and Islamic work ethicshttps://www.emerald.com/insight/content/doi/10.1108/LODJ-06-2023-0295/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestAbusive supervision (AS) provides insights into the darker aspects of leadership behavior and its effects on employees. Understanding and addressing AS can contribute to creating healthier work environments and promoting employee well-being. The effect of abusive leadership (AS) on counterproductive work behaviors (CWB) in nursing staff is examined through the theoretical lens of the social exchange theory. Data were collected from 302 nursing staff working at public and private hospitals through a self-administered questionnaire. Measurement scales were adapted from the literature and the data were tested for validity and reliability before performing hypotheses testing through structural equation modeling in SmartPLS 4.0. AS positively affects CWB, and psychological contract breach mediates this relationship. However, employees with high Islamic work ethics (IWE) are less concerned with supervisors' dysfunctional behaviors and pay less attention to them; thus, IWE buffers the effect of AS on CWBs. A positive and supportive organizational climate is crucial for attracting and retaining skilled healthcare professionals. When healthcare professionals are subjected to abusive behaviors, their ability to share knowledge, adopt safety protocols and provide the best patient care may be hampered. Therefore, addressing AS in hospitals is vital to promoting a positive work environment, enhancing employee well-being and improving patient care.Abusive supervisor triggers counterproductive work behaviors in nursing staff: role of psychological contract breach and Islamic work ethics
Mehak Maqbool, Bei Lyu, Sami Ullah, Muhammad Tasnim Khan, Ali Zain ul Abeden, Mohit Kukreti
Leadership & Organization Development Journal, Vol. ahead-of-print, No. ahead-of-print, pp.-

Abusive supervision (AS) provides insights into the darker aspects of leadership behavior and its effects on employees. Understanding and addressing AS can contribute to creating healthier work environments and promoting employee well-being. The effect of abusive leadership (AS) on counterproductive work behaviors (CWB) in nursing staff is examined through the theoretical lens of the social exchange theory.

Data were collected from 302 nursing staff working at public and private hospitals through a self-administered questionnaire. Measurement scales were adapted from the literature and the data were tested for validity and reliability before performing hypotheses testing through structural equation modeling in SmartPLS 4.0.

AS positively affects CWB, and psychological contract breach mediates this relationship. However, employees with high Islamic work ethics (IWE) are less concerned with supervisors' dysfunctional behaviors and pay less attention to them; thus, IWE buffers the effect of AS on CWBs.

A positive and supportive organizational climate is crucial for attracting and retaining skilled healthcare professionals. When healthcare professionals are subjected to abusive behaviors, their ability to share knowledge, adopt safety protocols and provide the best patient care may be hampered. Therefore, addressing AS in hospitals is vital to promoting a positive work environment, enhancing employee well-being and improving patient care.

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Abusive supervisor triggers counterproductive work behaviors in nursing staff: role of psychological contract breach and Islamic work ethics10.1108/LODJ-06-2023-0295Leadership & Organization Development Journal2024-01-23© 2024 Emerald Publishing LimitedMehak MaqboolBei LyuSami UllahMuhammad Tasnim KhanAli Zain ul AbedenMohit KukretiLeadership & Organization Development Journalahead-of-printahead-of-print2024-01-2310.1108/LODJ-06-2023-0295https://www.emerald.com/insight/content/doi/10.1108/LODJ-06-2023-0295/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Extending the consequences of entrepreneurial bricolage to competitive advantage and sustainability performance: the role of servant leadershiphttps://www.emerald.com/insight/content/doi/10.1108/LODJ-06-2023-0330/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study focuses on how entrepreneurial bricolage (EB) drives both competitive advantage (CA) and sustainability performance (SP). Relying on structural equation modeling, data were collected from 200 small and medium-sized enterprise (SME) manufacturers in Ghana. The results indicate that EB drives both CA and SP positively. SL positively moderated the relationship between EB and CA, while the moderating role of SL in the relationship between EB and SP was not supported. The study concludes that EB can enhance SP, a notion prior study grossly overlooked.Extending the consequences of entrepreneurial bricolage to competitive advantage and sustainability performance: the role of servant leadership
Abdul Jelil Abukari, Li Wenyuan, Mohammed Sadick Abubakari, Wisdom Wise Kwabla Pomegbe, Ibrahim Sulemana
Leadership & Organization Development Journal, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study focuses on how entrepreneurial bricolage (EB) drives both competitive advantage (CA) and sustainability performance (SP).

Relying on structural equation modeling, data were collected from 200 small and medium-sized enterprise (SME) manufacturers in Ghana.

The results indicate that EB drives both CA and SP positively. SL positively moderated the relationship between EB and CA, while the moderating role of SL in the relationship between EB and SP was not supported.

The study concludes that EB can enhance SP, a notion prior study grossly overlooked.

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Extending the consequences of entrepreneurial bricolage to competitive advantage and sustainability performance: the role of servant leadership10.1108/LODJ-06-2023-0330Leadership & Organization Development Journal2024-01-31© 2024 Emerald Publishing LimitedAbdul Jelil AbukariLi WenyuanMohammed Sadick AbubakariWisdom Wise Kwabla PomegbeIbrahim SulemanaLeadership & Organization Development Journalahead-of-printahead-of-print2024-01-3110.1108/LODJ-06-2023-0330https://www.emerald.com/insight/content/doi/10.1108/LODJ-06-2023-0330/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
A qualitative study unpacking the leader identity development process taking a multi-domain approachhttps://www.emerald.com/insight/content/doi/10.1108/LODJ-07-2022-0327/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of the study is an in-depth exploration of the processes through which a leader develops their leader identity in strength, meaning and integration, with resulting enrichment outcomes. Using multi-domain leader identity theory, this study provides an in-depth exploration of the processes through which a leader develops their leader identity. Set in a healthcare context, 26 participants took part in an 18-month multi-domain leadership development program. Findings indicate a typology of leader identities, capturing the dynamic nature of leader identity based on combinations of strength and meaning. Our research also suggests that as the leader develops, their leader identity can change from a differentiated identity as a leader to a more integrated leader identity, with resulting enrichment outcomes. The results suggested value in inherently multi-domain focus using event-based reflection and, as such, are useful in leader identity development programs. We recommend future research generalize to other settings and a larger population. By taking a multi-domain approach to leader identity development, the leader has the opportunity to learn and develop in a more holistic way. They are encouraged to reflect on and learn from leadership experiences throughout their entire lives, adding breadth and depth that are often overlooked in development programs. Developing leaders who understand who they are and are capable of critical self-reflection and learning is a fundamental requirement for the positive advancement of society. The value of the study lies in the first longitudinal, work-based empirical study taking an explicitly multi-domain approach to leader identity development.A qualitative study unpacking the leader identity development process taking a multi-domain approach
Nuala F. Ryan, Michelle Hammond, Sarah MacCurtain
Leadership & Organization Development Journal, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of the study is an in-depth exploration of the processes through which a leader develops their leader identity in strength, meaning and integration, with resulting enrichment outcomes.

Using multi-domain leader identity theory, this study provides an in-depth exploration of the processes through which a leader develops their leader identity. Set in a healthcare context, 26 participants took part in an 18-month multi-domain leadership development program.

Findings indicate a typology of leader identities, capturing the dynamic nature of leader identity based on combinations of strength and meaning. Our research also suggests that as the leader develops, their leader identity can change from a differentiated identity as a leader to a more integrated leader identity, with resulting enrichment outcomes.

The results suggested value in inherently multi-domain focus using event-based reflection and, as such, are useful in leader identity development programs. We recommend future research generalize to other settings and a larger population.

By taking a multi-domain approach to leader identity development, the leader has the opportunity to learn and develop in a more holistic way. They are encouraged to reflect on and learn from leadership experiences throughout their entire lives, adding breadth and depth that are often overlooked in development programs.

Developing leaders who understand who they are and are capable of critical self-reflection and learning is a fundamental requirement for the positive advancement of society.

The value of the study lies in the first longitudinal, work-based empirical study taking an explicitly multi-domain approach to leader identity development.

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A qualitative study unpacking the leader identity development process taking a multi-domain approach10.1108/LODJ-07-2022-0327Leadership & Organization Development Journal2024-02-23© 2024 Nuala F. Ryan, Michelle Hammond and Sarah MacCurtainNuala F. RyanMichelle HammondSarah MacCurtainLeadership & Organization Development Journalahead-of-printahead-of-print2024-02-2310.1108/LODJ-07-2022-0327https://www.emerald.com/insight/content/doi/10.1108/LODJ-07-2022-0327/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Nuala F. Ryan, Michelle Hammond and Sarah MacCurtainhttp://creativecommons.org/licences/by/4.0/legalcode
Do what is possible with enthusiasm: the impact of ambidextrous leadership on employees’ innovation behaviourhttps://www.emerald.com/insight/content/doi/10.1108/LODJ-07-2023-0355/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study investigates the direct influence of ambidextrous leadership on employees’ innovation behaviour, the mediating role of innovative self-efficacy and harmonious work passion, and the moderating role of Zhong-Yong thinking. The authors conducted a series of questionnaire surveys to collect data in three time periods and from multiple sources; 332 supervisor–subordinate matched samples were obtained. The hypothesised relationships were tested using structural equation modelling and ProClin. Ambidextrous leadership is positively associated with employees’ innovation behaviour, while innovative self-efficacy and harmonious work passion play mediating roles. The analysis further confirms that innovative self-efficacy and harmonious work passion play a chained double-mediating role between ambidextrous leadership and employees’ innovation behaviour, while Zhong-Yong thinking plays moderating roles between ambidextrous leadership and innovative self-efficacy and between ambidextrous leadership and harmonious work passion. This study demonstrates the influence of ambidextrous leadership on employees’ innovation behaviour, specifically the role of ambidextrous leadership, and extends the relationship’s theoretical foundation. It is also expected to provide inspiration and serve as a reference for local Chinese management.Do what is possible with enthusiasm: the impact of ambidextrous leadership on employees’ innovation behaviour
Chun Cheng
Leadership & Organization Development Journal, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study investigates the direct influence of ambidextrous leadership on employees’ innovation behaviour, the mediating role of innovative self-efficacy and harmonious work passion, and the moderating role of Zhong-Yong thinking.

The authors conducted a series of questionnaire surveys to collect data in three time periods and from multiple sources; 332 supervisor–subordinate matched samples were obtained. The hypothesised relationships were tested using structural equation modelling and ProClin.

Ambidextrous leadership is positively associated with employees’ innovation behaviour, while innovative self-efficacy and harmonious work passion play mediating roles. The analysis further confirms that innovative self-efficacy and harmonious work passion play a chained double-mediating role between ambidextrous leadership and employees’ innovation behaviour, while Zhong-Yong thinking plays moderating roles between ambidextrous leadership and innovative self-efficacy and between ambidextrous leadership and harmonious work passion.

This study demonstrates the influence of ambidextrous leadership on employees’ innovation behaviour, specifically the role of ambidextrous leadership, and extends the relationship’s theoretical foundation. It is also expected to provide inspiration and serve as a reference for local Chinese management.

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Do what is possible with enthusiasm: the impact of ambidextrous leadership on employees’ innovation behaviour10.1108/LODJ-07-2023-0355Leadership & Organization Development Journal2024-02-15© 2024 Emerald Publishing LimitedChun ChengLeadership & Organization Development Journalahead-of-printahead-of-print2024-02-1510.1108/LODJ-07-2023-0355https://www.emerald.com/insight/content/doi/10.1108/LODJ-07-2023-0355/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Servant leadership and knowledge employee performance: the mediating role of employee innovative behavior in knowledge-based firmshttps://www.emerald.com/insight/content/doi/10.1108/LODJ-08-2023-0428/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this paper is to examine the relationship between servant leadership, employee innovative behavior and knowledge employee performance in knowledge-based firms. A quantitative approach was used to conduct the present study. The respondents were sampled from knowledge-based firms in Iran. Overall, 726 knowledge employees in 121 firms were selected using convenience sampling. A confirmatory factor analysis was conducted to ascertain the validity and reliability of the observed items, and a structural equation model was employed for testing the hypotheses. In the studied firms, servant leadership has a significant effect on employee innovative behavior. Moreover, the findings of this study show that firms that enhance their employees’ innovative behavior have higher knowledge employee performance. The study was conducted in knowledge-based firms in Iran. Therefore, our conclusions may not be applicable to other countries. Future studies should be carried out with samples from other contexts. We found that servant leadership is conducive to employee innovative behaviors, and this effect leads to high knowledge employee performance. Accordingly, knowledge-based firms’ leaders should encourage employees’ innovative behavior through stimulating employee thriving at work, supporting employees’ development and empowering them with decision-making discretion. This study contributes to advance research on servant leadership literature by linking servant leadership to knowledge employee performance in knowledge-based firms through employee innovative behavior as a mediator.Servant leadership and knowledge employee performance: the mediating role of employee innovative behavior in knowledge-based firms
Behrooz Ghlichlee, Mohsen Motaghed Larijani
Leadership & Organization Development Journal, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this paper is to examine the relationship between servant leadership, employee innovative behavior and knowledge employee performance in knowledge-based firms.

A quantitative approach was used to conduct the present study. The respondents were sampled from knowledge-based firms in Iran. Overall, 726 knowledge employees in 121 firms were selected using convenience sampling. A confirmatory factor analysis was conducted to ascertain the validity and reliability of the observed items, and a structural equation model was employed for testing the hypotheses.

In the studied firms, servant leadership has a significant effect on employee innovative behavior. Moreover, the findings of this study show that firms that enhance their employees’ innovative behavior have higher knowledge employee performance.

The study was conducted in knowledge-based firms in Iran. Therefore, our conclusions may not be applicable to other countries. Future studies should be carried out with samples from other contexts.

We found that servant leadership is conducive to employee innovative behaviors, and this effect leads to high knowledge employee performance. Accordingly, knowledge-based firms’ leaders should encourage employees’ innovative behavior through stimulating employee thriving at work, supporting employees’ development and empowering them with decision-making discretion.

This study contributes to advance research on servant leadership literature by linking servant leadership to knowledge employee performance in knowledge-based firms through employee innovative behavior as a mediator.

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Servant leadership and knowledge employee performance: the mediating role of employee innovative behavior in knowledge-based firms10.1108/LODJ-08-2023-0428Leadership & Organization Development Journal2024-02-13© 2024 Emerald Publishing LimitedBehrooz GhlichleeMohsen Motaghed LarijaniLeadership & Organization Development Journalahead-of-printahead-of-print2024-02-1310.1108/LODJ-08-2023-0428https://www.emerald.com/insight/content/doi/10.1108/LODJ-08-2023-0428/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Impact of individual-focused transformational leadership on individual work performance: mediating role of work engagement and moderating role of regulatory focushttps://www.emerald.com/insight/content/doi/10.1108/LODJ-08-2023-0449/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to investigate how the individual-focused transformational leadership effect of transformational leadership impacts the team member’s individual work performance through the intermediary mechanisms of work engagement and regulatory focus. A moderated mediation model was analyzed through PLS-SEM by using a sample of 462 team members across diverse work teams in Sri Lankan organizations. Results revealed that individual-focused transformational leadership positively impacts the team member’s individual work performance through the mediation of the team member’s work engagement. The direct relationship between individual-focused transformational leadership and the team member’s work engagement was found to be positively moderated by the team member’s promotion regulatory focus. This paper demonstrates implications for team designing and leadership development and highlights the importance of team leaders utilizing individual-focused transformational leadership to gain improved work performance from each team member. This study provides empirical evidence for the mediating role of work engagement and the moderating role of promotion regulatory focus in deriving the team member’s work performance, which contributes to constructing a more refined profile of individual-focused transformational leadership.Impact of individual-focused transformational leadership on individual work performance: mediating role of work engagement and moderating role of regulatory focus
Panawannage Bhagya Dewmini Fernando, Ananda K.L. Jayawardana
Leadership & Organization Development Journal, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to investigate how the individual-focused transformational leadership effect of transformational leadership impacts the team member’s individual work performance through the intermediary mechanisms of work engagement and regulatory focus.

A moderated mediation model was analyzed through PLS-SEM by using a sample of 462 team members across diverse work teams in Sri Lankan organizations.

Results revealed that individual-focused transformational leadership positively impacts the team member’s individual work performance through the mediation of the team member’s work engagement. The direct relationship between individual-focused transformational leadership and the team member’s work engagement was found to be positively moderated by the team member’s promotion regulatory focus.

This paper demonstrates implications for team designing and leadership development and highlights the importance of team leaders utilizing individual-focused transformational leadership to gain improved work performance from each team member.

This study provides empirical evidence for the mediating role of work engagement and the moderating role of promotion regulatory focus in deriving the team member’s work performance, which contributes to constructing a more refined profile of individual-focused transformational leadership.

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Impact of individual-focused transformational leadership on individual work performance: mediating role of work engagement and moderating role of regulatory focus10.1108/LODJ-08-2023-0449Leadership & Organization Development Journal2024-01-24© 2024 Emerald Publishing LimitedPanawannage Bhagya Dewmini FernandoAnanda K.L. JayawardanaLeadership & Organization Development Journalahead-of-printahead-of-print2024-01-2410.1108/LODJ-08-2023-0449https://www.emerald.com/insight/content/doi/10.1108/LODJ-08-2023-0449/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Contagious resilience – how leaders’ resilient behaviour promotes followers’ resilient behaviourhttps://www.emerald.com/insight/content/doi/10.1108/LODJ-09-2023-0474/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestLeaders are role models and through social influence processes, they shape the behaviour of their followers. We build on social learning, social identity and person-environment (P-E) fit theories of leadership to explore the association between leaders’ and followers’ resilient behaviours. In a three-wave, multisource study amongst 269 Dutch leaders and their followers, we investigate the mediating role of coaching in the relationship between leaders’ resilient behaviour and followers’ resilient behaviour and the moderating role of regulatory focus in this mediation path. Our results show that coaching is a key relational vehicle through which leaders’ resilient behaviours shape employees’ resilient behaviours, and this indirect association is stronger for employees scoring low on promotion focus. In addition, our results show that resilient employees attract more coaching from their leaders, which further strengthens their resilient behaviours. Existing studies have shown the occurrence of trickle-down effects of various leader behaviours, moods and work states on those of their followers. However, it remained obscure whether leaders’ resilient behaviour could trickle down to followers’ as well. Our study shows that such a link indeed exists and that coaching is a relational vehicle that embodies two key mechanisms to (1) foster social learning through behavioural entrainment and contagion and (2) facilitate support provision through which leaders promote resilient behaviour in their followers.Contagious resilience – how leaders’ resilient behaviour promotes followers’ resilient behaviour
Marjolein C.J. Caniëls, Petru Curseu
Leadership & Organization Development Journal, Vol. ahead-of-print, No. ahead-of-print, pp.-

Leaders are role models and through social influence processes, they shape the behaviour of their followers. We build on social learning, social identity and person-environment (P-E) fit theories of leadership to explore the association between leaders’ and followers’ resilient behaviours.

In a three-wave, multisource study amongst 269 Dutch leaders and their followers, we investigate the mediating role of coaching in the relationship between leaders’ resilient behaviour and followers’ resilient behaviour and the moderating role of regulatory focus in this mediation path.

Our results show that coaching is a key relational vehicle through which leaders’ resilient behaviours shape employees’ resilient behaviours, and this indirect association is stronger for employees scoring low on promotion focus. In addition, our results show that resilient employees attract more coaching from their leaders, which further strengthens their resilient behaviours.

Existing studies have shown the occurrence of trickle-down effects of various leader behaviours, moods and work states on those of their followers. However, it remained obscure whether leaders’ resilient behaviour could trickle down to followers’ as well. Our study shows that such a link indeed exists and that coaching is a relational vehicle that embodies two key mechanisms to (1) foster social learning through behavioural entrainment and contagion and (2) facilitate support provision through which leaders promote resilient behaviour in their followers.

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Contagious resilience – how leaders’ resilient behaviour promotes followers’ resilient behaviour10.1108/LODJ-09-2023-0474Leadership & Organization Development Journal2024-03-19© 2024 Marjolein C.J. Caniëls and Petru CurseuMarjolein C.J. CaniëlsPetru CurseuLeadership & Organization Development Journalahead-of-printahead-of-print2024-03-1910.1108/LODJ-09-2023-0474https://www.emerald.com/insight/content/doi/10.1108/LODJ-09-2023-0474/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Marjolein C.J. Caniëls and Petru Curseuhttp://creativecommons.org/licences/by/4.0/legalcode
Exploring relationships among servant leadership, role clarity and creative self-efficacyhttps://www.emerald.com/insight/content/doi/10.1108/LODJ-12-2022-0555/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestLeadership is an essential contributor to employee creative self-efficacy, and past research suggests a positive relationship between servant leadership and creative self-efficacy. However, the relationship is complex and contingent upon moderating variables, and this research examines the moderating effect of role clarity by drawing on social exchange theory and social cognitive theory. Data collected from a survey among 116 emergency room employees is used to test the research model using moderated ordinary least squares regression. The results confirm a positive relationship between servant leadership and creative self-efficacy and suggest a U-shaped relationship between role clarity and creative self-efficacy. Furthermore, role clarity positively moderates the relationship between servant leadership and creative self-efficacy. The sample used for this research mainly consisted of highly educated employees within a specific setting. Future research is needed to study if the relationships found in this research can be generalized to other organizational settings. This research suggests that leaders can support employees' creative self-efficacy through servant leadership, particularly when coupled with high role clarity. Rapidly changing work environments are characterized by decreased role clarity, so attention is needed to its moderating role on the relationship between servant leadership and creative self-efficacy.Exploring relationships among servant leadership, role clarity and creative self-efficacy
Birna Dröfn Birgisdóttir, Sigrún Gunnarsdóttir, Marina Candi
Leadership & Organization Development Journal, Vol. ahead-of-print, No. ahead-of-print, pp.-

Leadership is an essential contributor to employee creative self-efficacy, and past research suggests a positive relationship between servant leadership and creative self-efficacy. However, the relationship is complex and contingent upon moderating variables, and this research examines the moderating effect of role clarity by drawing on social exchange theory and social cognitive theory.

Data collected from a survey among 116 emergency room employees is used to test the research model using moderated ordinary least squares regression.

The results confirm a positive relationship between servant leadership and creative self-efficacy and suggest a U-shaped relationship between role clarity and creative self-efficacy. Furthermore, role clarity positively moderates the relationship between servant leadership and creative self-efficacy.

The sample used for this research mainly consisted of highly educated employees within a specific setting. Future research is needed to study if the relationships found in this research can be generalized to other organizational settings.

This research suggests that leaders can support employees' creative self-efficacy through servant leadership, particularly when coupled with high role clarity.

Rapidly changing work environments are characterized by decreased role clarity, so attention is needed to its moderating role on the relationship between servant leadership and creative self-efficacy.

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Exploring relationships among servant leadership, role clarity and creative self-efficacy10.1108/LODJ-12-2022-0555Leadership & Organization Development Journal2024-01-12© 2023 Emerald Publishing LimitedBirna Dröfn BirgisdóttirSigrún GunnarsdóttirMarina CandiLeadership & Organization Development Journalahead-of-printahead-of-print2024-01-1210.1108/LODJ-12-2022-0555https://www.emerald.com/insight/content/doi/10.1108/LODJ-12-2022-0555/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited