Tasneem Fatima and Mehwish Majeed
This study aims to investigate the indirect relationship between exploitative leadership (EL) and psychological distress through emotional complexity. This study also predicted…
Abstract
Purpose
This study aims to investigate the indirect relationship between exploitative leadership (EL) and psychological distress through emotional complexity. This study also predicted that belief in organizational conspiracy theories moderates the association between EL and emotional complexity. Furthermore, forgiveness climate acts as a boundary condition between emotional complexity and psychological distress.
Design/methodology/approach
The respondents of this time-lagged study (N = 325) were working in five-star and four-star hotels in three cities located in Pakistan, namely, Rawalpindi, Islamabad and Lahore. Data were collected through the questionnaire.
Findings
Results revealed that exploitative leaders cause emotional complexity among hotel employees, enhancing their psychological distress. The study further showed that hotel employees who believe in organizational conspiracy theories are more likely to experience emotional complexity under an exploitative leader. Additionally, the perceived forgiveness climate moderates the relationship between emotional complexity and psychological distress.
Practical implications
Hotel managers should avoid hiring those candidates for leadership positions who have a tendency to engage in exploitative behavior. Managers should maintain regular communication with hotel workers to minimize beliefs in organizational conspiracy theories. Managers should also develop a forgiveness climate to minimize psychological distress among hotel employees.
Originality/value
It is one of the few studies investigating the negative consequences of EL, particularly in the hospitality industry. This study has also identified the underlying causes of psychological distress among hotel workers.
Details
Keywords
Rehab Iftikhar, Mehwish Majeed and Nathalie Drouin
The purpose of this paper is to study the crisis management process for project-based organizations (PBOs) by developing a comprehensive model and propositions.
Abstract
Purpose
The purpose of this paper is to study the crisis management process for project-based organizations (PBOs) by developing a comprehensive model and propositions.
Design/methodology/approach
This paper is based on a conceptual study. A literature review is considered a primary source for studying contemporary research, including 171 publications in total, which embody qualitative, quantitative, conceptual and theoretical studies. For data analysis, content analysis is used, which is comprised of descriptive and thematic analysis.
Findings
This study identifies five imperative elements of crisis management for PBOs which include (1) sense-making (information gathering and crisis interpretation), (2) decision-making (accurate and timely decision), (3) response (reactive response), (4) outcome (success/failure) and (5) learning. Based on these findings, this study proposes an integrative model of the interplay between sense-making, decision-making, response, outcome and learning. Furthermore, the findings lead to propositions for each of the elements. The paper contributes to the literature on dynamic capability theory.
Originality/value
This paper explores the crisis management process for PBOs. The proposed model deepens the understanding of the practices and processes of project-based crisis management.
Details
Keywords
Farooq Ahmed, M. Muzamil Naqshbandi, Mehwish Waheed and Noor ul Ain
Grounded in the Social Exchange theory, this study focuses on the perception of digital leadership and innovative work behaviors. It also examines the complex effects of…
Abstract
Purpose
Grounded in the Social Exchange theory, this study focuses on the perception of digital leadership and innovative work behaviors. It also examines the complex effects of leader-member exchange, learning orientation, and innovation capabilities.
Design/methodology/approach
We undertake a quantitative approach using a two-wave longitudinal field survey of 440 employees and managers from various backgrounds working in the automobile industry in France.
Findings
The findings based on Structural Equation Modeling reveal that the perception of digital leadership leads to innovative work behavior while leader-member exchange moderates between the perception of digital leadership and learning orientation. The findings also support the mediating roles of learning orientation and innovation capabilities.
Originality/value
The study contributes important policy suggestions, raises queries for additional investigation, and suggests theoretical and practical implications for leadership and organizational environmental factors to foster innovative work behaviors in organizations.