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Article
Publication date: 5 March 2021

Kristin Hildenbrand, Pascale Daher and Godbless Akaighe

The purpose of this paper is to examine the effect of authentic leadership (AL) on employees' health via employees' perception of climate of authenticity (PCA) across two studies…

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Abstract

Purpose

The purpose of this paper is to examine the effect of authentic leadership (AL) on employees' health via employees' perception of climate of authenticity (PCA) across two studies. In study 2, the authors additionally explore the moderating role of employees' neuroticism.

Design/methodology/approach

The hypotheses were tested across two studies using two-wave survey data. In study 1 (n = 104), the mediation hypothesis was tested. Study 2 (n = 146) extended study 1 and examined the moderated mediation model.

Findings

Across both studies, AL is positively related to employee health, and employees' perceived climate of authenticity mediates this relationship. Study 2 additionally shows that employees' neuroticism moderates this indirect effect such that perceived climate of authenticity instigated by AL is particularly conducive for employees high in neuroticism as opposed to those low in neuroticism.

Practical implications

Findings emphasize the health-promoting effect of AL. It is recommended that organizations cascade, through their leaders, emotional display rules that encourage genuine emotional expression.

Originality/value

This paper addresses gaps in the leadership literature through investigating perceived climate of authenticity, a mediating variable that lies at the heart of AL, and integrating the role of employees' personality in the leadership process.

Details

Journal of Managerial Psychology, vol. 36 no. 3
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 19 October 2021

Olusoji James George, Samuel Essien Okon and Godbless Akaighe

Emotional intelligence (EI) plays a vital role in work and non-work outcomes. Gaps exist in the role of contextual factor (i.e. perceived organisational support, POS) and personal…

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Abstract

Purpose

Emotional intelligence (EI) plays a vital role in work and non-work outcomes. Gaps exist in the role of contextual factor (i.e. perceived organisational support, POS) and personal resource (i.e. psychological capital, PsyCap) in investigating employees’ EI. This current research draws on the cognitive–motivational–reactional theory of emotions and conservation of resources theory in examining the serial explanatory pathways between EI and work engagement.

Design/methodology/approach

Data were collected at three points of measurement from the public sector in Nigeria. The authors tested their serial mediation model with a sample of 528 public sector employees using PROCESS macro with a bias-corrected bootstrapping method.

Findings

The findings show that EI was positively related to work engagement. EI exerted an indirect effect on PsyCap via POS. The indirect effect of EI on work engagement was serially mediated by POS and PsyCap.

Practical implications

Organisations need to pay attention to the level of support they provide to employees, given that employees differ in their emotional appraisal and regulations. The way employees perceive organisational support is vital to helping them stimulate their personal resources towards work goals. This study further accentuates the fact that emotionally intelligent employees tend to understand how to manage their emotions and that of others in a way that leads to a higher level of work engagement.

Originality/value

This paper addresses gaps in the literature on EI and regulations in the changing and challenging world of work. In so doing, this paper contributes to the literature by deepening our understanding of the complex relationship between EI, POS, PsyCap and work engagement. Theoretical and practical implications for employees’ emotional appraisal and regulations are discussed.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 9 no. 2
Type: Research Article
ISSN: 2051-6614

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Article
Publication date: 16 December 2024

Yannis Georgellis, Hamid Roodbari, Godbless Onoriode Akaighe and Atrina Oraee

This article examines the relationships between objective overqualification, volunteering as an extra-work activity and job satisfaction.

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Abstract

Purpose

This article examines the relationships between objective overqualification, volunteering as an extra-work activity and job satisfaction.

Design/methodology/approach

The study draws on a vast secondary sample of 20,686 British employees across four waves covering the period 2009–2017. The bivariate ordered probit estimate was used to test the study hypotheses in the bioprobit procedure in STATA.

Findings

Our study unravels compelling insights. Overqualified employees experience lower job satisfaction and engage more in volunteering activities. The results emphasised that voluntary work allows the utilisation of skills and fulfils basic psychological needs, leading to enhanced general well-being and higher job satisfaction.

Practical implications

Overqualified employees, by actively engaging in volunteering, not only make valuable contributions to society but also experience positive spillover effects that significantly influence their workplace attitudes and behaviours. This underscores the potential for promoting volunteering as an effective means to mitigate the private and social overqualification.

Originality/value

This study provides valuable insights into the role of overqualification as well as resulting job dissatisfaction, in shaping volunteering decisions. This insight contributes to the overqualification literature and strengthens our understanding of volunteering as an important mechanism in the relationship between overqualification and job satisfaction.

Details

Journal of Organizational Effectiveness: People and Performance, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2051-6614

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Article
Publication date: 12 February 2024

Charles Anyeng Ambilichu, Godbless Onoriode Akaighe and Dennis Gabriel Pepple

This study draws on Organisation Justice Theory and Social Exchange Theory to examine the effects of the performance appraisal process (PAP) on employee commitment (ECO) via a…

280

Abstract

Purpose

This study draws on Organisation Justice Theory and Social Exchange Theory to examine the effects of the performance appraisal process (PAP) on employee commitment (ECO) via a serial mediation of performance appraisal outcome (PAO) and employee reward (ERE).

Design/methodology/approach

Survey data were collected from a sample of 363 academics across UK Higher Education Institutions (HEIs), including post-1992 and pre-1992 universities. We tested our hypotheses using partial least squares structural equation modeling (PLS-SEM) with a bias-corrected bootstrapping method.

Findings

The findings show that the PAP positively influences ECO and ERE. PAO and ERE mediate the relationship between the PAP and ECO. However, no significant relationship was found between PAO and ECO.

Practical implications

This study has significant implications for HEIs as it underscores the need for managers to ensure the clarity and accuracy of the PAP and to structure rewards to reflect employees’ efforts, considering they affect ECO.

Originality/value

This study contributes to the current debate on performance appraisal by highlighting the extent to which employees’ commitment to an organisation depends on the PAP, PAO and reward.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 11 no. 4
Type: Research Article
ISSN: 2051-6614

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