Noel Scott, Brent Moyle, Ana Cláudia Campos, Liubov Skavronskaya and Biqiang Liu
Nathan M. Kangas, V. Krishna Kumar, Betsy J. Moore, Christopher A. Flickinger and Jennifer L. Barnett
The purpose of the study was to construct a Leadership Mindset Scale (LMS) and to assess its reliability and construct validity. Participants were 100 employees in a variety of…
Abstract
The purpose of the study was to construct a Leadership Mindset Scale (LMS) and to assess its reliability and construct validity. Participants were 100 employees in a variety of leadership and non-leadership positions at various organizations in three states. An item and factor analysis on the 13 LMS items led to a scale with 11 items (Cronbach α = .80). A Principal Axis Factor analysis with Promax rotation suggested three factors: Leadership Mindset Teachability (LMS-T), a belief in leadership teachability; Leadership Mindset Improvability (LMS-I), a belief in leadership improvability over time; and Leadership Mindset Predictability (LMS-P), a belief that leadership cannot be predicted at an early age. Convergent validity of LMS-Total and Teachability was evidenced by significant correlations with the implicit theories of intelligence and anxiety scales, and developmental leadership and transactional leadership scales. Divergent validity was evidenced by a non-significant correlation with social desirability. The results suggest that the LMS measures a construct different from those of other leadership scales used in the study. The LMS can be helpful in leadership training programs to promote a growth mindset about the trainability of leadership skills.
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Valentina Pitardi, Jochen Wirtz, Stefanie Paluch and Werner H. Kunz
Extant research mainly focused on potentially negative customer responses to service robots. In contrast, this study is one of the first to explore a service context where service…
Abstract
Purpose
Extant research mainly focused on potentially negative customer responses to service robots. In contrast, this study is one of the first to explore a service context where service robots are likely to be the preferred service delivery mechanism over human frontline employees. Specifically, the authors examine how customers respond to service robots in the context of embarrassing service encounters.
Design/methodology/approach
This study employs a mixed-method approach, whereby an in-depth qualitative study (study 1) is followed by two lab experiments (studies 2 and 3).
Findings
Results show that interactions with service robots attenuated customers' anticipated embarrassment. Study 1 identifies a number of factors that can reduce embarrassment. These include the perception that service robots have reduced agency (e.g. are not able to make moral or social judgements) and emotions (e.g. are not able to have feelings). Study 2 tests the base model and shows that people feel less embarrassed during a potentially embarrassing encounter when interacting with service robots compared to frontline employees. Finally, Study 3 confirms that perceived agency, but not emotion, fully mediates frontline counterparty (employee vs robot) effects on anticipated embarrassment.
Practical implications
Service robots can add value by reducing potential customer embarrassment because they are perceived to have less agency than service employees. This makes service robots the preferred service delivery mechanism for at least some customers in potentially embarrassing service encounters (e.g. in certain medical contexts).
Originality/value
This study is one of the first to examine a context where service robots are the preferred service delivery mechanism over human employees.
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Mohit Kumar and P. Krishna Prasanna
While the existing literature lacks a holistic approach to determining credit spreads and is limited to mostly developed countries, this study investigates credit spread…
Abstract
Purpose
While the existing literature lacks a holistic approach to determining credit spreads and is limited to mostly developed countries, this study investigates credit spread determinants and their cross-country connectedness in the context of four emerging economies in Asia by incorporating bonds, market risk, macroeconomic and global factors.
Design/methodology/approach
This study utilizes principal component analysis for dimensionality reduction and variable representation. Furthermore, we employ the dynamic conditional correlation–generalized autoregressive conditional heteroskedasticity model to capture the cross-country credit spread connectedness between the variables.
Findings
The findings indicate that market volatilities are the most significant drivers of credit spreads, while global factors play a moderating role. Furthermore, the results provide compelling evidence of cross-country credit spread connectedness, with China as the primary transmitter and Malaysia as the primary receiver among the selected emerging economies.
Originality/value
This study addresses the limitations of previous research by extending the analysis beyond the commonly studied developed economies and focusing on emerging economies in Asia. It also employs a comprehensive approach to determine credit spread and explores cross-country credit spread connectedness in developing economies, thereby shedding light on financial risks and vulnerabilities within interconnected global financial systems.
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Sonam Wangchuk, Krishna Murari and Pradip Kumar Das
Research on how managerial coaching effects employee cognitions and motivations is scarce, especially in the Indian context. This study aims to explore the association between…
Abstract
Purpose
Research on how managerial coaching effects employee cognitions and motivations is scarce, especially in the Indian context. This study aims to explore the association between managerial coaching, perceived investment in employee development (PIED), as antecedents, and employee engagement and organization citizenship behaviors directed to the organization (OCBO), as consequences, in the context of the pharmaceutical industry in Sikkim (India).
Design/methodology/approach
The target population for the study is the first-level line managers and non-managerial employees of pharmaceutical companies in Sikkim (India). A cross-sectional study was conducted using samples collected through a self-reported questionnaire and analyzed using partial least squares structural equation modeling.
Findings
The results indicate that managerial coaching is positively associated with employee engagement and OCBO. PIED was not found to be associated with employee outcomes. Implications for theory and practice, limitations, and recommendations for research are discussed.
Originality/value
To the best of the authors’ knowledge, this is the first study to test the association of managerial coaching and PIED with employee engagement and OCBO in a single model.
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Ravindra Singh, Vimal Kumar, Sumanjeet Singh, Ajay Dwivedi and Sanjeev Kumar
The present study investigates the impact of digital entrepreneurial education and training and its impact on the digital entrepreneurial intention (EI) through the mediating…
Abstract
Purpose
The present study investigates the impact of digital entrepreneurial education and training and its impact on the digital entrepreneurial intention (EI) through the mediating character of entrepreneurial competence.
Design/methodology/approach
A total of 391 survey responses were collected from employees using convenient and snowball sampling methods.
Findings
Digital entrepreneurial education and training showed a positive influence on entrepreneurial competence and EI, with entrepreneurial competence mediating the relationship between digital entrepreneurial education and training practices and EI.
Research limitations/implications
This study is intended to assist the development of digital entrepreneurs. The implications of this study are also useful for governments, entrepreneurs, venture capitalists, angel investors and various international development institutions.
Originality/value
The novelty of this study relates to exploring the relationship between digital entrepreneurial education and training, entrepreneurial competence and digital EI.
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Umesh Chandra Pandey, Subash Ranjan Nayak, Krishna Roka and Trilok Kumar Jain