Search results

Whereas job crafting and idiosyncratic deals (i-deals) have primarily been studied in white-collar jobs, there is a lack of research on job design in less skilled and highly structured work. Our study addresses this gap by analyzing the effects of transformational leadership on job crafting and i-deals in blue- and white-collar jobs.

To test our hypotheses, we surveyed 285 employees (31.9% blue-collar employees and 68.1% white-collar employees) in the German craft industry, using structural equation modeling for data analysis.

Our results show that transformational leadership is a strong predictor of job crafting and i-deals but that its influence depends on the occupational group. More specifically, the moderating role of the occupational group in the relationship between transformational leadership and job crafting differs regarding job crafting’s dimensions. Concerning i-deals, transformational leadership’s influence on both development and task i-deals is stronger in white-collar jobs than it is in blue-collar jobs.

The study provides new insights into the important role of the work context in which leadership takes place. In particular, these insights can guide leaders in how to manage different occupational groups to engage them in proactive behaviors.

This study is the first to compare the contextual roles of blue- and white-collar jobs with regard to job design. By examining the influence of transformational leadership on job crafting and i-deals in two occupational groups, our study contributes to research on the role of work context in the effectiveness of transformational leadership in encouraging employees to engage in proactive behaviors.

This study adopts a person-centered perspective to explore how entrepreneurs combine multiple proactive behavioral strategies across the business, personal and business-environment domains. We research whether certain combinations of proactive behavioral strategies (i.e. seeking resources, optimizing demands, seeking challenges, idea generation, environmental exploration, network crafting, self-insight and boundary management) relate to well-being and business performance. Moreover, we investigate whether entrepreneurs’ daily use of these strategies aligns with their general profiles.

A sample of 286 Dutch entrepreneurs participated in a general survey study. Moreover, 49 of these entrepreneurs also participated in a six-day diary study (N = 255). Latent profile analysis was used to find specific profiles and multilevel regression to understand the daily patterns.

We uncovered four meaningful profiles: the minimum business effort entrepreneurs, the solid and self-caring entrepreneurs, the needy and self-ignorant entrepreneurs and the proactive business entrepreneurs, each with different outcomes in business performance and well-being. Daily proactive behavior showed stability, suggesting a foundation deeply rooted in their general proactive behavior.

The study highlights the value of proactive strategies across all life domains, as profiles encompassing this combination show greater entrepreneurial success.

The study aimed to test the validity and reliability of the Polish version of the identity leadership inventory (ILI) proposed by Steffens, Haslam, Reicher et al. (2014) and to confirm the relationship between identity leadership and various job-related outcomes (i.e., trust in leaders, job satisfaction, work engagement and turnover intentions) among employees from Poland-based organizations. Identity leadership appears to be a universal construct (van Dick, Ciampa, & Liang, 2018) but no one has studied it in Poland so far.

The sample consisted of 1078 employees collected in two independent subsamples from different organizations located in Northern and Central Poland. We evaluated the ILI’s factorial structure using confirmatory factor analysis.

The results confirm that the 15-item Polish version of the ILI has a four-dimensional structure with factors representing prototypicality, advancement, entrepreneurship and impresarioship. It showed satisfactory reliability. The identity leadership inventory-short form (four items) also showed a good fit with the data. As expected, the relationships between identity leadership and important work-related outcomes (general level of job satisfaction, work engagement, trust toward the leader and turnover intentions) were also significant.

Despite the cultural specifics of Polish organizations, the research results were generally very similar to those in other countries, confirming the universality of the ILI as shown in the Global Identity Leadership Development project (GILD, see van Dick, Ciampa, & Liang, 2018; van Dick et al., 2021).

The present research aims to analyze the mediating role of proactive behavior in linking perceived team reflexivity to perceived employability and career satisfaction.

A structural equation model was conducted, using a two-wave survey with managers in a regional bank in Japan (n = 408).

This study found that proactive behavior fully mediated between perceived team reflexivity and perceived employability, and that proactive behavior partially mediated between perceived team reflexivity and career satisfaction.

As proactive behavior, perceived employability and career satisfaction were evaluated at time 2, future research needs to perform a three-wave survey to assess these variables separately.

Organizations should note that the practicality of team reflection can be an effective measure for enhancing employees’ proactive behavior, employability and career satisfaction.

The present research contributes to the existing literature by identifying the role of perceive team reflexivity in enhancing employees’ career-related well-being through proactive behaviors.

In recent years, organizations have progressively adopted electronic performance monitoring (EPM) to obtain accurate employee performance data and improve management efficiency in response to the growing complexity of the work environment. However, existing research has primarily focused on examining the effect of EPM on employee behaviors within established job designs, neglecting the consequential role of EPM in shaping employees’ bottom-up job redesign (i.e. job crafting). This study aims to explore whether and how EPM affects employee job crafting.

To test proposed hypotheses, we conducted two time-lagged surveys across different cultural contexts and a scenario experiment on an online platform in China.

The results revealed the negative indirect relationship between EPM and employee job crafting via role breadth self-efficacy. This indirect relationship was moderated by constructive supervisor feedback and job complexity, with the above relationships being weak (versus strong) when constructive supervisor feedback was high (versus low) or job complexity was low (versus high).

The results have crucial implications for organizational practices, suggesting that managers should provide constructive feedback to break the trade-off between EPM and job crafting. Additionally, managers may need to give employees with high job complexity more autonomy rather than intense monitoring.

This study is the first to clarify the effect of EPM on employee job crafting. As job crafting captures the important value of employees in organizational job design, our effort helps to enrich the understanding of EPM effectiveness.

The current study aims to explore the three dimensions of paternalistic leadership (i.e. moral leadership, benevolent leadership and authoritarian leadership) and their dual pathways of positive and negative influences on employees’ organizational citizenship behavior through the two aspects of trust (i.e. cognitive and affective trust).

Given that trust is pertinent in any human relationship, especially in Asian countries where bonding plays an important role, the current study investigated the relationship of each leadership style within paternalistic leadership on employees’ cognitive and affective trust in their leaders, employees’ organizational citizenship behavior and the processes involved. The current study employed a cross-sectional multilevel approach with 435 employees from 85 workgroups participating in the study.

As hypothesized, benevolent and moral leadership styles (but not the authoritarian leadership style) had a positive effect on employees’ cognitive and affective trust in their leaders and on employees’ organizational citizenship behavior. Cognitive and affective trust also mediated the relationships of benevolent and moral leadership styles with organizational citizenship behavior.

The study’s findings urge practitioners and human resources personnel to be aware of the dual effects that a paternalistic leader has on employees. To be specific, benevolent and moral leadership styles are conducive to employees’ work outcomes, whereas the authoritarian leadership style has a non-significant role in employees’ work outcomes.

This study aimed to investigate the impact of benevolent leadership on proactive customer service performance by creating a moderated mediation model. The model focuses on the role of harmonious passion as a mediator in the relationship between benevolent leadership and proactive customer service performance as well as the moderating influence of proactive personality on this mediation.

The model was tested using data from 339 immediate supervisor-subordinate pairs in eight five-star hotels in Egypt. Frontline service employees and their immediate supervisors completed separate questionnaires, and the responses were matched using identification numbers.

The results indicate that harmonious passion fully mediates the positive relationship between benevolent leadership and proactive customer service performance. Additionally, proactive personality was found to moderate the mediated relationship between benevolent leadership and proactive customer service performance through harmonious passion, such that the mediation was stronger for employees with higher proactive personalities.

By testing the moderated mediation model, this study contributes to our theoretical understanding of the motivational mechanism through which benevolent leadership influences proactive customer service performance.

This research offers initial evidence of the mediating role of harmonious passion in the positive relationship between benevolent leadership and proactive customer service performance. The moderated mediation model extends existing findings by incorporating proactive personality as a significant moderator in explaining the impact of benevolent leadership on proactive customer service performance.

Construction project team members’ job burnout damages the physical health of members and also have a negative effect on project performance. This study primarily aims to empirically examine the relationship between coaching project managers (CPMs) and team members’ job burnout. Moreover, this research examines the cross-level mediating effect of team caring ethical climate and team members’ team-based self-esteem (TBSE) on the relationship between the two aspects.

This study uses conservation of resources theory as basis to construct a cross-level research model of the effect of CPMs on team members’ job burnout. Thereafter, regression analysis was performed on a sample of 431 team members from 83 teams.

According to the empirical results, the authors found that, in construction project teams, first, CPMs were negatively correlated with team members’ job burnout and positively correlated with caring ethical climate and team members’ TBSE. Second, caring ethical climate and team members’ TBSE played a cross-level mediating role between CPMs and team members’ job burnout. In addition, caring ethical climate played a cross-level moderating role in the negative relationship between team members’ TBSE and job burnout.

This study introduces coaching leadership, an important leadership type, into the research background of construction project teams, thereby theoretically enriching the research on construction project team leadership. Moreover, by further expanding the research on the consequences of coaching leadership to the field of job burnout, this study also enriches the theoretical results of the research on the consequences of coaching leadership.

Entrepreneurial orientation is critical to staying ahead in the current competitive hospitality industry. Drawing on the theories of social capital, socioemotional wealth and upper echelons, this study aims to highlight the mechanisms through which CEO servant leadership enhances entrepreneurial orientation. Moreover, this paper examines (1) the mediating role of internal social capital in the CEO servant leadership–entrepreneurial orientation relationship and (2) the moderating role of family and non-family firms.

Our hospitality industry sample frame was based on several databases (SABI, Camerdata, INE). Large and medium-sized hotels with more than 30 employees in the Canary and Balearic Islands (Spain) were targeted. After eliminating duplicate cases and entities no longer in business, 597 hotels remained. Complete information was obtained for 176 hotels. To test our hypotheses, structural equation modeling based on partial least squares (PLS) and Smart PLS 4 was used.

Our results revealed that CEO servant leadership was positive for entrepreneurial orientation, mediated by internal social capital through its three dimensions: structural, relational and cognitive. In addition, the results also showed that the relationships observed were generally stronger in family firms than in non-family firms.

Our study shows that CEOs of family and non-family firms can improve the practice of servant leadership through implementing appropriate management selection and training policies.

Our findings advance the servant leadership literature, currently dominated by individual- and group-level research, by providing empirical evidence that CEO servant leadership has a positive impact on firm-level variables (internal social capital and entrepreneurial orientation). In addition, using multigroup analysis, we are able to study the moderating role of family and non-family firms.

This study explores how controlling leadership behaviors, such as authoritarian leadership and abusive supervision, affect police officers’ proactive behavior. Specifically, it examines how perceived powerlessness mediates the relationship between these leadership styles and officers’ proactive behavior.

We employed structural equation modeling with partial least squares analysis to test our hypotheses, utilizing a sample of police officers employed within a regional police institution in Indonesia.

The findings of this study indicate that both authoritarian leadership and abusive supervision have the potential to diminish or impede the proactive behavior of police officers by shaping their perception of powerlessness.

This study contributes to the broader understanding of how leader-controlling behaviors, such as authoritarian leadership and abusive supervision, impact the proactive behavior of police officers within the specific context of Indonesia.