Fauzia Syed, Muhammad Waheed Akhtar, Muhammad Kashif, Muhammad Asrar-ul-Haq, Qurt ul ain, Mudassir Husnain and Muhammad Kashif Aslam
This study investigates despotic leadership (DL) as an antecedent to bullying behavior with a mediating role of moral emotions at work. Another aim is to study the moderating role…
Abstract
Purpose
This study investigates despotic leadership (DL) as an antecedent to bullying behavior with a mediating role of moral emotions at work. Another aim is to study the moderating role of self-concordance to buffer the relationship between DL and arousal of moral emotions.
Design/methodology/approach
The authors collected two-source (self-reported and supervisor reported) time-lagged data in the shape of a three-wave survey (i.e. one month time interval for each time) from 242 dyads in the health sector of Pakistan.
Findings
The results revealed that moral emotions mediated the relationship between DL and bullying behavior. Furthermore, self-concordance moderates the relationship between DL and moral emotions, such that the relationship will be stronger in the case of low self-concordance.
Research limitations/implications
Managers need to promote a culture that accommodates diversity of opinion at the organization so that everyone is able to express and share their views openly. Organizations should encourage supervisors to participate in leadership development programs aimed at eliminating DL.
Originality/value
This study establishes the role of self-concordance and moral emotions in the relationship between despotic leadership DL and bullying behavior.
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Muhammad Kashif Aslam, Muhammad Saeed Akhtar, Muhammad Waheed Akhtar, Muhammad Asrar-ul-Haq, Jawad Iqbal and Muhammad Usman
The purpose of this paper is to elucidate the social information processing theory, which is extended by the (1) effect of whistleblowing education on whistleblowing intentions…
Abstract
Purpose
The purpose of this paper is to elucidate the social information processing theory, which is extended by the (1) effect of whistleblowing education on whistleblowing intentions, (2) simultaneous examination of the indirect relationship between whistleblowing education and whistleblowing intentions via moral identity and (3) relativism in influencing this mediation.
Design/methodology/approach
Multi-wave data collected at three internals from bank employees (n = 294) were analyzed to test the proposed model.
Findings
Results of the study demonstrate that whistleblowing education favorably influences whistleblowing intentions directly as well as through moral identity. Relativism serves as the buffer in the indirect effects of whistleblowing education on whistleblowing intentions through moral identity attenuating these indirect effects in individuals with dominant relativism level.
Originality/value
This study strives to extend the whistleblowing education and whistleblowing intentions literature by unpacking a moral identity mechanism through which whistleblowing education kindles whistleblowing intention and relativism as boundary condition to attenuate such motivation.
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Muhammad Waheed Akhtar, Muhammad Kashif Aslam, Chunhui Huo, Minhas Akbar, Muhammad Usman Afzal and Muhammad Hasan Rafiq
This study aims to investigate the impact of authentic leaders on the performance of educational leaders in public and private universities in Pakistan. The study further examines…
Abstract
Purpose
This study aims to investigate the impact of authentic leaders on the performance of educational leaders in public and private universities in Pakistan. The study further examines the moderating role of social capital in this relationship.
Design/methodology/approach
The authors collected data from 259 academic heads of public and private universities and tested hypotheses using macro PROCESS.
Findings
The findings demonstrate that authentic leaders have a significant positive effect on team leader performance in both public and private universities. In addition, the authors establish that the positive impact of authentic leaders on team leader performance is stronger among employees with high social capital.
Originality/value
The education literature lacks evidence of the process through which authentic leaders influence team leader performance. The study is unprecedented in assessing whether social capital moderates the direct influence of authentic leaders on team leader performance.
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Muhammad Waheed Akhtar, Muzhar Javed, Fauzia Syed, Muhammad Kashif Aslam and Khalid Hussain
Drawing on the role theory, this study examines how responsible leadership invokes whistleblowing intentions in employees by intervening through “trust in leader” and…
Abstract
Purpose
Drawing on the role theory, this study examines how responsible leadership invokes whistleblowing intentions in employees by intervening through “trust in leader” and “person-organization fit.”
Design/methodology/approach
Using the Hayes (2013) approach, the authors tested the model by collecting a multi-wave data from banking sector employees.
Findings
Results of the study show that responsible leadership kindles whistleblowing intentions in banks' employees. Further, the results reveal that both “trust in leader” and “person-organization fit” individually mediate the relationship between responsible leadership and whistleblowing intentions. Moreover, we found that the relationship between responsible leadership and whistleblowing intentions is serially mediated through “trust in leader” and “person-organization fit.”
Originality/value
The current study contributes to whistleblowing intentions and responsible leadership literature by suggesting “trust in leader” and “person-organization fit” as process through which responsible leaders kindle employee's outcomes.
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Usman Aslam, Farwa Muqadas, Muhammad Kashif Imran and Ubaid-Ur-Rahman
In recent times, organizations and leaders are focusing on new strategies to increase the success rate of organizational change (OC) implementation. Therefore, this study aims to…
Abstract
Purpose
In recent times, organizations and leaders are focusing on new strategies to increase the success rate of organizational change (OC) implementation. Therefore, this study aims to uncover the sources and role of knowledge sharing (KS) to overcome the challenges of OC implementation.
Design/methodology/approach
For this research, data have been gathered from respondents based on their key designations by using unstructured interview method. Thematic analysis was then performed using the NVivo 11-Plus software.
Findings
It has found that employees in public sector organizations are opposing OC because of ineffective communication, and a lower level of employee participation in decision-making and barriers of, for example, a cultural, social, structural and political nature. Therefore, this study suggests how KS can be used to overcome the challenges of OC implementation.
Research limitations/implications
KS has become necessary to ensure incremental and radical changes in the survival of dynamic businesses. The results are useful to enhance understanding regarding the role of KS in the context of OC among change leaders, researchers, academicians and policymakers.
Originality/value
The study provides meaningful and novel knowledge regarding role of KS to overcome the challenges of OC implementation. No prior research that contributes practical and theoretical knowledge in the perspective of KS and OC has been found, especially in the context of developing countries and Asian culture. Therefore, this investigation attempts to explore the role of KS and presented overarching conceptual framework in the real context of OC implementation.
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Usman Aslam, Farwa Muqadas, Muhammad Kashif Imran and Abdul Saboor
The purpose of this paper is to investigate new emerging organizational parameters and their roles in successful change implementation. These organizational parameters are rarely…
Abstract
Purpose
The purpose of this paper is to investigate new emerging organizational parameters and their roles in successful change implementation. These organizational parameters are rarely investigated especially in the context of organizational change (OC) in private and public sector organizations.
Design/methodology/approach
In cumulative, 403 valid responses have been obtained randomly from public sector workers by using self-administered questionnaires.
Findings
The results reveal that knowledge sharing regarding incremental and radical changes can helpful for effective OC implementation. Findings highlight the significant role of emotional and social intelligence in managing resistance and bringing openness to change in these organizations. It is also found that social media has become an important emerging organizational parameter to foster effective communication and knowledge sharing during OC implementation. Apart from the direct effects, readiness to change has multiple effects coupled with emerging organizational parameters to implement change successfully.
Research limitations/implications
The results of the current study offer diversified implications for theory, practice and global society. The theoretical base is taken from the well-known theories of management (i.e. Lewin’s three-step model, field theory, intelligence theory, cost-effective theory, social exchange theory, social network theory and social penetration theory). Emerging organizational parameters that have a potential impact on effective change implementation are identified. The findings suggest that global organizations should have to initiate effective networking structure using social media applications and social intelligence skills to remain connected and get positive responses about change formulation and implementation decision.
Originality/value
A majority of studies have presented the research model on OC implementation in the context of developed countries, which form 30 percent of the world’s population, mostly the Americas and Europe. It is observed that a developing country, such as Pakistan, has a culture that is based on power distance, collectivism and more political influence as compared to developed countries. Triandis et al. (1980) argued that any theoretical contribution without considering the cultural aspect can lead to bias findings. There is limited research available in the world that is conducted to examine the interactive effects of readiness to change on the relationship between effective change implementation, knowledge sharing, intelligence and social media. These findings are useful to plan and execute OC using new emerging organizational parameters.
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Usman Aslam, Farwa Muqadas, Muhammad Kashif Imran and Ubaid Ur Rahman
Organizations are keenly interested to find out the causes of work disengagement that are harmful to achieve desired level of performance. Antecedents and levels of work…
Abstract
Purpose
Organizations are keenly interested to find out the causes of work disengagement that are harmful to achieve desired level of performance. Antecedents and levels of work disengagement vary across organizations and sectors due to differences in organizational culture. Therefore, the purpose of this paper is to determine the antecedents of work disengagement in the public sector organizations.
Design/methodology/approach
The research data were obtained from 303 employees of the public sector organizations using the self-administered questionnaires and cluster sampling technique. The research model proposed in this study has been examined by using the regression analysis and Hayes’s (2013) guidelines for moderation.
Findings
It is found that work disengagement increases because of managers’ personal preferences, unfairness, above the rule practices, negative political influence, work overload, and a lack of accountability in the workplace. The results reveal a positive association among organizational injustice, organizational politics, work overload, and work disengagement. Moreover, it is also found that organizational injustice is a strongest predictor of work disengagement. Bureaucratic culture of the public sector organizations has a strong strengthening effect on above-stated relationships.
Research limitations/implications
The study has identified various practical implications related to top management, employees, union, and researchers. The study provides new avenues for senior managers of the services sector to eradicate the levels of work disengagement by improving fairness and perception of organizational politics in the workplace.
Originality/value
There is rare literature that investigates the link between work disengagement and organizational injustice, organizational politics, and work overload especially in the presence of interactive effects of a bureaucratic culture. Most of the studies on employee disengagement did not use the unbiased and significant sample size so their results cannot be generalized to larger population. Therefore, the current study has aimed to overcome the shortcomings of previous studies and brings a novel conceptual model on work disengagement.
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Muhammad Kashif Imran, Muhammad Ilyas, Usman Aslam and Tehreem Fatima
In current era, firms are facing difficulties in aligning their capabilities with the hallmarks of the knowledge-intensive economy. Notwithstanding the fact that employees’…
Abstract
Purpose
In current era, firms are facing difficulties in aligning their capabilities with the hallmarks of the knowledge-intensive economy. Notwithstanding the fact that employees’ creativity ensures competitive advantage through innovation, firms are unable to reap the required level of performance. The purpose of this paper is to investigate the linkage among knowledge processes, employee creativity and firm performance. Moreover, the current quantitative study measures the moderating effect of a knowledge-intensive culture on knowledge processes and employee creativity.
Design/methodology/approach
Surveys were conducted in eight services sector organizations operating in southern Punjab, Pakistan, and responses were obtained from 197 employees selected at random. To test the exposition using an empirical data analysis approach, three core hypotheses are drawn, and to test these hypotheses, multiple regression analyses, Preacher and Hayes (2004) mediation analysis and Aguinis (2004) guidelines were applied on 197 responses.
Findings
The results explain that knowledge processes have a positive impact on firm performance and employee creativity partially mediates their stated relationship. Moreover, a knowledge-intensive culture has a strengthening effect on the relationship between knowledge processes and employee creativity. In-depth investigation outlines that knowledge acquisition, sharing and application are more influencing processes to enhance firm performance. Furthermore, knowledge conversion and protection do not hold significant relevance with firm performance but are supportive elements for other processes.
Research limitations/implications
In order to have a sustained performance, firms have to initiate steps to promote employees’ creativity by deploying an optimal mix of knowledge processes and flourish a knowledge-intensive culture in routine organizational life. Moreover, knowledge processes are important to promote creative behavior in employees that will lead to incessant innovation and firm performance.
Originality/value
This study gives meaningful thoughts to unexplored areas in the field of knowledge management. First, the indirect effect of knowledge processes on firm performance through employees’ creativity. Second, the importance of knowledge processes to enhance employees’ creativity in the presence of a knowledge-intensive culture. This study gets together the dynamic constructs in the field of knowledge management, such as knowledge-intensive culture and employee creativity, and describes the linkage between knowledge processes and firm performance.
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Muhammad Kashif Imran, Muhammad Ilyas, Usman Aslam and Ubaid-Ur-Rahman
The transformation of firms from resource-based-view to knowledge-based-view has extended the importance of organizational learning. Thus, this study aims to develop an…
Abstract
Purpose
The transformation of firms from resource-based-view to knowledge-based-view has extended the importance of organizational learning. Thus, this study aims to develop an organizational learning model through transformational leadership with indirect effect of knowledge management process capability and interactive role of knowledge-intensive culture.
Design/methodology/approach
Different statistical analyses were done to check the direct, indirect and interactive effects on 204 valid responses.
Findings
The results are clearly depicting that transformational leadership has significant positive impact on organizational learning and knowledge management process capability, and partially mediates the relationship between transformational leadership and organizational learning. Additionally, knowledge-intensive culture has strengthened the relationship between transformational leadership and knowledge management process capability.
Originality/value
This is an overarching and unique conceptual model. After examining the importance of organizational learning in the context of innovative ability, competitive advantage, creativity and organizational performance, management has to initiate steps to induct transformational leaders, develop knowledge-intensive culture and introduce knowledge management processes to boost learning environment in organizations.
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Muhammad Kashif Imran, Syed Muhammad Javed Iqbal, Usman Aslam and Tehreem Fatima
The purpose of this paper is to investigate the benefits of social media to enhance knowledge exchange in the organizations. Moreover, the current qualitative inquiry elaborates…
Abstract
Purpose
The purpose of this paper is to investigate the benefits of social media to enhance knowledge exchange in the organizations. Moreover, the current qualitative inquiry elaborates the orientation of doctors about social media applications and knowledge exchange in the workplace.
Design/methodology/approach
The constructionism approach based on grounded theory followed by qualitative design is used to investigate the exposition with the help of 22 non-directive and semi-structured interviews from the doctors of Bahawal Victoria Hospital. The cases are selected by using convenience sampling and thematic analysis is done using NVivo-11 plus.
Findings
The results end up with four major themes. The social media applications, at the first door, extend communication and relationship among employees. Moreover, these applications are equally beneficial for acquiring existing and new knowledge. Additionally, social media applications advance knowledge exchange by promoting knowledge sharing and transfer.
Research limitations/implications
This study is equally beneficial for employees and management to promote knowledge exchange through social media applications. The effective and efficient use of social media applications helps organizations to boost knowledge strength among employees and can address various critical issues.
Originality/value
This is an attempt to sightsee the unattended dimension (i.e. knowledge exchange) in the context with social media. The social media applications are popular all over the world and pace of their usage is increasing day by day but their real contribution toward organizational well-being is still lacking in contemporary literature.