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Article
Publication date: 7 December 2018

Samia Jamshed and Nauman Majeed

The purpose of this study is to investigate the relationship between team culture and team performance through the mediating role of knowledge sharing and team emotional…

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Abstract

Purpose

The purpose of this study is to investigate the relationship between team culture and team performance through the mediating role of knowledge sharing and team emotional intelligence.

Design/methodology/approach

The study advocated that team culture influences the knowledge sharing behavior of team members and the development of emotional intelligence skill at the team level. Further, it is hypothesized that knowledge sharing and team emotional intelligence positively influence team performance. By adopting a quantitative research design, data were gathered by using a survey questionnaire from 535 respondents representing 95 teams working in private health-care institutions.

Findings

The findings significantly indicated that knowledge sharing and team emotional intelligence influence team working. Furthermore, this study confirms the strong association between team culture and team performance through the lens of knowledge sharing and team emotional intelligence.

Practical implications

This investigation offers observational proof to health-care services to familiarize workers with the ability of emotional intelligence and urge them to share knowledge for enhanced team performance. The study provides in-depth understanding to managers and leaders in health-care institutions to decentralize culture at the team level for endorsement of knowledge sharing behavior.

Originality/value

This is amongst one of the initial studies investigating team members making a pool of knowledge to realize potential gains enormously and influenced by the emotional intelligence. Team culture set a platform to share knowledge which is considered one of the principal execution conduct essential for accomplishing and managing team adequacy in a sensitive health-care environment.

Details

Journal of Knowledge Management, vol. 23 no. 1
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 16 January 2023

Samia Jamshed and Nauman Majeed

Research unveiled that interdisciplinary health-care teams are often found to be ineffective because of deprived team mechanisms. Considering effective team functioning, a…

973

Abstract

Purpose

Research unveiled that interdisciplinary health-care teams are often found to be ineffective because of deprived team mechanisms. Considering effective team functioning, a leader’s non-cognitive abilities, knowledge-sharing behavior and the role of culture remain central concerns of health-care teams. This study aims to investigate how a leader’s emotional intelligence (EI) in a prevailing team culture can nurture the sharing of knowledge and enhance team EI that influences team performance.

Design/methodology/approach

The authors used multisource data representing a sample of 195 teams (735 respondents) to examine the hypothesized relationships by using the analytic strategy of partial least squares-structural equation modeling. This study bridged the methodological gap by using the repeated indicator approach that includes the reflective-formative second-order hierarchical latent variable model.

Findings

The results revealed a standpoint that leaders practicing the ability of EI influences team performance by understanding each other emotions in the leader–member relationship. Further, culture adds value and maps knowledge-sharing behavior which is tailored and beneficial for effective team outcomes.

Practical implications

This study provides valuable inputs by articulating uniquely modeled variables for health-care teams confronting high work demands. This study highlights that leaders' EI can enhance understanding of the emotions of the team and can exchange information by harnessing knowledge-sharing behavior amongst professionals.

Originality/value

This study provides a novel contribution by integrating leaders’ EI, knowledge-sharing behavior, the role of culture and team performance in a single framework. The integrated theoretical model sheds light on team working in the health-care setting and advances the understanding of a leader’s EI and team culture through mapping knowledge sharing particularly being central to enhancing team performance.

Details

Team Performance Management: An International Journal, vol. 29 no. 1/2
Type: Research Article
ISSN: 1352-7592

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Article
Publication date: 18 December 2019

Sanat Kozhakhmet, Sharmila Jayasingam, Nauman Majeed and Samia Jamshed

The purpose of this paper is to explore the effect of perceived investment in employee development (PIED) on knowledge sharing (KS) behavior by examining the mediating role of…

645

Abstract

Purpose

The purpose of this paper is to explore the effect of perceived investment in employee development (PIED) on knowledge sharing (KS) behavior by examining the mediating role of psychological capital and moderating role of organizational identification.

Design/methodology/approach

Questionnaires were used to collect data from 340 employees from largest MNCs working in Kazakhstan.

Findings

The results show that psychological capital mediates the relationship between PIED and knowledge sharing behavior (KSB). Moreover, it was found that organizational identification moderates the association between individuals’ psychological capital and their KSB. The mediated moderation analyses supported the hypothesized model.

Originality/value

This paper contributes to a more complete understanding of how investment in employee development may support or build employees’ psychological capital which in turn facilitates KS.

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Article
Publication date: 30 July 2024

Percy Caruajulca and Mohammad Khalilzadeh

The construction of infrastructure projects for extracting natural resources is vital to the economies of countries and the strategies of mining companies. Project performance…

58

Abstract

Purpose

The construction of infrastructure projects for extracting natural resources is vital to the economies of countries and the strategies of mining companies. Project performance success (PJPF) means achieving the planned scope, cost, schedule and quality. This study aims to analyze if PJPF is influenced by the team’s psychological empowerment (PEMP) and structural empowerment (SEMP), the project manager’s transformational leadership (TLD) and shared leadership (SLD) styles and the cultural power distance (CPDT). The study also examined the mediating roles of TLD and CPDT.

Design/methodology/approach

This paper tested its hypotheses through confirmatory factor analysis and structural equation modeling in AMOS. Data were collected using the online survey platform SurveyMonkey. Owners, contractors and consultants from 24 countries across the Americas, Africa, Europe, Asia and Australia contributed a total of 222 responses. All participants were involved in construction projects owned by a mining company listed in the S&P 500.

Findings

PEMP has a positive impact on PJPF, SEMP and CPDT. PEMP fosters engaged and autonomous employees with agility and problem-solving skills. TLD mediates the relationship between PEMP and SLD. The results indicated that SEMP, TLD and SLD, on their own, do not directly contribute to project success. In contrast to prior studies, CPDT does not mediate the effects of PEMP on PJPF.

Originality/value

Although construction projects remain labor-intensive, research on measuring PEMP, SEMP, TLD, SLD and CPDT in this field is limited. This document is notable for incorporating the perspectives of owners, EPC contractors and consultants.

Details

Journal of Engineering, Design and Technology, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1726-0531

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Article
Publication date: 16 August 2022

Arooba Chaudhary and Talat Islam

Healthcare workers are considered to be the most vulnerable to face mental health. Therefore, this paper aims to examine how negative leadership (despotic leadership) affects…

899

Abstract

Purpose

Healthcare workers are considered to be the most vulnerable to face mental health. Therefore, this paper aims to examine how negative leadership (despotic leadership) affects employees' psychological distress. Specifically, the authors investigated bullying behavior as mediating mechanism and hostile attribution bias as boundary condition that trigger psychological distress.

Design/methodology/approach

The authors collected data from 252 nurses and their immediate supervisors (as a coping strategy for common method bias) through “Google Forms” from various public and private hospitals.

Findings

The authors applied structural equation modeling and noted that despotic leadership positively affects employees' psychological distress through bullying behavior. In addition, hostile attribution bias is identified as an important factor in amplifying the effect of bullying behavior on psychological distress.

Research limitations/implications

The authors collected data from high-power distance culture where negative leadership is more prevalent as compared to low-power distance culture. Their findings suggest management to discourage self-centered leaders (despotic) and employees with negative personality traits (hostile attribution bias) as these affect their mental health.

Originality/value

Drawing upon conservation of resources theory, this study is the first of its kind that has investigated how and when despotic leadership affects employees' psychological distress. In addition, the authors also highlighted the importance of negative personality traits (hostile attribution bias) that can amplify the association between bullying behavior and psychological distress.

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Article
Publication date: 13 June 2023

Talat Islam, Arooba Chaudhary and Hafiz Fawad Ali

This study aims to investigate how despotic leadership affects employee well-being through bullying behavior. The study further investigates emotional intelligence as a…

1342

Abstract

Purpose

This study aims to investigate how despotic leadership affects employee well-being through bullying behavior. The study further investigates emotional intelligence as a conditional variable on the association between bullying behavior and employee well-being.

Design/methodology/approach

The data from 257 nurses and their immediate supervisors (dyads) were collected on convenience basis using a cross-sectional design. Further, structural equation modeling was used to analyze the data.

Findings

The study noted that despotic leadership negatively affects employee well-being. Specifically, despotic leaders were noted to trigger employees’ bullying behavior that ultimately diminish their well-being. The study noted emotional intelligence as a conditional variable such that individuals with high emotional intelligence are more likely to buffer the negative association between bullying behavior and employee well-being.

Research limitations/implications

This study highlights the importance of employee well-being and suggests the management focus on their leadership style. Further, the study suggests to Human Resource practitioners the importance of personality traits (emotional intelligence) at the time of recruitment, as it serves as a coping strategy to diminish employee well-being.

Originality/value

Drawing upon the conservation of resources, this study shed light on the mediating role of bullying behavior between negative leadership (despotic) and well-being. In addition, emotional intelligence has not been examined as a conditional variable between bullying behavior and employee well-being.

Details

European Journal of Training and Development, vol. 48 no. 1/2
Type: Research Article
ISSN: 2046-9012

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Book part
Publication date: 5 October 2020

Kittisak Jermsittiparsert

The primary objective of the current study is to examine the role of leadership styles and Industry 4.0 in organization performance. In addition, the direct and indirect effect of…

Abstract

The primary objective of the current study is to examine the role of leadership styles and Industry 4.0 in organization performance. In addition, the direct and indirect effect of job satisfaction, competitive advantage and business sustainability is also examined. For this purpose, a cross-sectional research design was selected. Population of the study were based on the manufacturing Small and Medium Enterprises (SMEs) of Thailand. Employees of these SMEs were selected to collect the data. Therefore, respondents of the study were employees of Thai manufacturing SMEs. Various close ended questions related to the concerned study were asked on a five-point Likert scale. Furthermore, this study analyzed the data with the help of Partial Least Square-Structural Equation Modeling (PLS-SEM). Results of the study revealed that both leadership styles and Industry 4.0 have significant role in organization performance. Leadership styles and Industry 4.0 influence positively on job satisfaction and competitive advantage, respectively. Further, job satisfaction and competitive advantage influence positively on business sustainability. Finally, business sustainability significantly improves organization performance. Therefore, the current study has vital importance for practitioners to enhance organization performance through leadership styles and Industry 4.0.

Details

Agile Business Leadership Methods for Industry 4.0
Type: Book
ISBN: 978-1-80043-381-6

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Article
Publication date: 17 June 2021

Sayeda Zeenat Maryam, Ashfaq Ahmad, Nauman Aslam and Sadia Farooq

The purpose of this study is to examine the determinants of attitude and adoption intention of Islamic banking among the potential customers in Pakistan. The conceptual framework…

907

Abstract

Purpose

The purpose of this study is to examine the determinants of attitude and adoption intention of Islamic banking among the potential customers in Pakistan. The conceptual framework is investigating the influence of salient beliefs (consisting of personal factors and external factors) and theory of planned behavior (TPB) construct, i.e. attitude and social influence on Islamic banking adoption intentions.

Design/methodology/approach

To realize the objective of the research, 500 questionnaires were distributed among the potential customers of Islamic banking in Pakistan. A purposive sampling technique was used; 375 questionnaires were returned, whereas only 300 were used for analysis. To test the model, structural equation modeling was conducted by using an algorithm and bootstrapping techniques, and the most important factor is identified through the importance performance map analysis model.

Findings

The findings of the research revealed that the attitude has immense importance. It is a strong determinant of Islamic banking adoption intention among potential customers. Second, it is fully mediating the relation of cost benefits, reputation and support for business and the adoption intentions of Islamic banking. However, attitude is partially mediating the relation of religious obligations, social influence and the criterion variable.

Research limitations/implications

This research is articulating literature by incorporating external and personal factors along with TPB’s constructs, i.e. attitude and social influence and tested the attitude as an intervening variable to explain the relation with adoption intention of Islamic banking. The unfolding results spring up a broad spectrum to policymakers and practitioners of Islamic banking by suggesting the push and pull strategies.

Originality/value

Numerous studies conducted to find the influencing factors of adoption intention of Islamic banking, but this research is identifying the determinant of attitude along with adoption intentions. This research is contributing to the existing research by taking reputation (brand image), cost benefits and government support along with religiosity, which is an important factor but is ignored in previous research. Theoretically, this research is contributing to the TPB by giving a scenario of salient beliefs along with attitude and social influence because beliefs play an important role in building the adoption intention of the subject.

Details

Journal of Islamic Marketing, vol. 13 no. 10
Type: Research Article
ISSN: 1759-0833

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Article
Publication date: 19 June 2024

Muhammad Qamar Zia, Muhammad Sufyan Ramish, Iram Mushtaq, Syeda Tayyaba Fasih and Muhammad Naveed

This study aims to theoretically discuss and empirically test the mediating mechanism of psychological distress and the moderating effects of Islamic work ethics (IWE) in the…

272

Abstract

Purpose

This study aims to theoretically discuss and empirically test the mediating mechanism of psychological distress and the moderating effects of Islamic work ethics (IWE) in the relationship between despotic leadership and adaptive performance.

Design/methodology/approach

A three-wave survey was used to gather the data from middle managers and their supervisors of construction firms in Pakistan. The final sample consisted of 304 respondents and data analysis was performed through SEM analysis.

Findings

Despotic leadership enhances employees’ psychological distress which results in a negative impact on adaptive performance. In addition, IWE played a buffering role in mitigating the harmful impacts of despotic leadership on adaptive performance.

Originality/value

The study is among the pioneers that have investigated how despotic leadership impacts employees’ adaptive performance via the underlying mechanism of psychological distress through the conservation of resources and social exchange theory lens.

Details

Leadership & Organization Development Journal, vol. 45 no. 7
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 17 December 2024

Natasha Saman Elahi, Muhammad Athar Rasheed, Samia Jamshed and Sami Ullah Bajwa

Employees' well-being has emerged as a critical issue in the software industry. Therefore, our study examines the detrimental effect of exploitative leadership on subjective…

30

Abstract

Purpose

Employees' well-being has emerged as a critical issue in the software industry. Therefore, our study examines the detrimental effect of exploitative leadership on subjective well-being directly and through self-efficacy. We also investigate the buffering effect of resilience on this relationship using the conversation of resources (COR).

Design/methodology/approach

Data were collected from 585 software industry professionals via two-way self-administered questionnaires. The proposed hypotheses were tested using Process Model 5.

Findings

Our study confirms the negative effect of exploitative leadership on subjective well-being, both directly and indirectly via self-efficacy. Furthermore, the findings indicate that resilience reduces the negative effect of exploitative leadership on subjective well-being.

Research limitations/implications

Our study contributes to the existing literature on exploitative leadership by demonstrating its detrimental effects on employee’s subjective well-being. It also provides a more nuanced understanding of the unexplored relationship between exploitative leadership and subjective well-being by explaining the mediating role of self-efficacy and the moderating role of resilience.

Practical implications

Policymakers and human resource practitioners may design training and development programs to promote morality and ethical behaviors. This will enhance employees' subjective well-being, aligning with SDG 3’s goal of ensuring healthy lives and promoting well-being for all.

Originality/value

Our study provides a novel perspective by expanding the nomological network of exploitative leadership to include lower self-efficacy and subjective well-being. It also extends our understating of how resilient employees sustain their well-being under exploitative leadership.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

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