H.C. Kitchener, R. Blanks, H. Cubie, M. Desai, G. Dunn, R. Legood, A. Gray, Z. Sadique and S. Moss
Adam Fletcher, Natasha Fitzgerald-Yau, Meg Wiggins, Russell M. Viner and Chris Bonell
The purpose of this paper is to explore the process of involving students and staff on school action groups, and staff and student experiences of reviewing local data and…
Abstract
Purpose
The purpose of this paper is to explore the process of involving students and staff on school action groups, and staff and student experiences of reviewing local data and initiating school-level changes, to address bullying and other aggression.
Design/methodology/approach
The authors draw on qualitative, process data collected at four purposively sampled pilot intervention schools in England via semi-structured interviews with school managers, action group members and facilitators (n=33), focus groups with students (n=16) and staff (n=4), and observations.
Findings
School staff used multiple methods to recruit a diverse range of students onto school action groups. Locally tailored data reports were an important catalyst for action groups to identify priorities and plan whole school change – both through the process of “validation” (whereby existing concerns were confirmed) and “discovery” (whereby new problems were identified). An unexpected benefit of providing schools with these data was that it triggered analyses of other data sources, including routine monitoring data. External facilitators were important in promoting student voice and ensuring the intervention retained integrity as a whole-school restorative approach.
Practical implications
It was feasible to involve young people using action groups, and there was evidence of school-level actions led by students, including in disadvantaged school contexts. Future Health Promoting Schools interventions could incorporate this approach to support locally appropriate, school-level change.
Originality/value
The micro-level processes that were observed, whereby action groups interrogated feedback reports and collected additional data, suggest the responsiveness of such youth-involvement interventions to local needs. Contrary to many public health interventions, implementation appeared to be facilitated rather than hindered by features of the secondary-school “market” whereby parents have some choice between schools.
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Hanan AlMazrouei, Robert Zacca and Ghulam Mustafa
This study aims to investigate how learning goal orientation (LGO), participative decision-making (PDM) and leadership member exchange (LMX) influence innovative work behaviour…
Abstract
Purpose
This study aims to investigate how learning goal orientation (LGO), participative decision-making (PDM) and leadership member exchange (LMX) influence innovative work behaviour (IWB) through expatriate employee creativity (EC). This research study further contributes to the extant literature by investigating team potency’s (TP) potential interaction effect on the expatriate EC–IWB relationship.
Design/methodology/approach
Data were gathered via survey from 175 expatriate employees in non-managerial positions in the United Arab Emirates. Partial least square structural equation modelling was used for analysing the collected data.
Findings
The statistical results show that PDM, LGO and LMX have a direct positive impact on IWB. The statistical findings also reveal that EC mediates the LGO and IWB relationship. Furthermore, TP has a significant positive moderating effect on the EC and IWB relationship.
Originality/value
This work adds to the literature in the field on innovation work behaviour and its antecedents by analysing data within the expatriate employee context, where empirical examinations are limited.
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Sait Gürbüz, Beatrice Van der Heijden, Charissa Freese and Evelien P.M. Brouwers
While previous research in career studies has highlighted the positive impact of several leadership behaviors on followers’ work and career success, less is known about how the…
Abstract
Purpose
While previous research in career studies has highlighted the positive impact of several leadership behaviors on followers’ work and career success, less is known about how the emergent topic of inclusive leadership shapes followers’ task performance. Using an inclusive leadership approach and job demands-resources theory, we developed a novel sequential mediation model in which inclusive leadership indirectly facilitates followers’ performance through self-initiating behavior and work motivation. Specifically, we aimed to investigate whether inclusive leaders encourage followers to show enhanced task performance through strengths use and work engagement.
Design/methodology/approach
A representative sample of 278 Dutch employees from diverse organizations was surveyed at three different time points.
Findings
The results of structural equation modeling evidenced that inclusive leadership was indirectly related to follower task performance, initially through the utilization of strengths and subsequently through work engagement over time. When leaders exhibited behaviors that were inclusive in nature, they encouraged their followers to make use of their strengths at work. Such leadership actions boosted the work engagement of their followers and led to enhanced task performance.
Originality/value
We develop and test a novel sequential mediation model that explores how inclusive leadership fosters improved task performance among followers by promoting the utilization of strengths and subsequent work engagement. This sheds light on the mechanisms through which inclusive leadership contributes to follower performance, a crucial indicator in shaping sustainable career trajectories.
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Masood Nawaz Kalyar, Aydin Usta and Imran Shafique
Despite the immense amount of literature on ethical leadership and leader‒member exchange (LMX), little is known about how and when ethical leadership and LMX are more/less…
Abstract
Purpose
Despite the immense amount of literature on ethical leadership and leader‒member exchange (LMX), little is known about how and when ethical leadership and LMX are more/less effective in prompting employee creativity. It is proposed that ethical leadership affects creativity through LMX. Furthermore, the authors draw upon an interactionist perspective and suggest that employee psychological capital is a dispositional boundary condition that influences the effectiveness of LMX in promoting employee creativity. The paper aims to discuss these issues.
Design/methodology/approach
Using a survey questionnaire, data were collected from 557 nurses and their supervisors working in public sector hospitals. The data were collected in two phases (time lagged) to avoid common method bias. Moderated mediation analysis was performed, using model 14 of PROCESS, to probe hypothesized relationships.
Findings
The results of the moderated mediation suggest that ethical leadership and LMX predict creativity. Ethical leadership indirectly affects creativity through LMX. Employee psychological capital moderates the direct effect of LMX and the indirect effect of ethical leadership on employee creativity.
Research limitations/implications
The study contributes to the extant literature, as the findings suggest that, being a dispositional boundary condition, psychological capital plays a contingent role in explaining LMX and the ethical role of leaders in fostering creativity. Moreover, the results also confirm previous findings, which suggested that ethical leaders promote creativity.
Practical implications
The findings imply that ethical leadership and exchange relationships are important for promoting creativity. Given that creativity is a complex product of an individual’s behavior, high psychological capital employees obtain benefits of quality exchange relationships and utilize them to elicit creativity. Managers are recommended to proactively develop and promote exchange relationships as well as positive psychological resources among employees to achieve creativity.
Originality/value
The study is unique in its scope and contribution, as it tries to develop an understanding of how and when ethical leadership and LMX foster employee creativity. Using an interactionist perspective to theorize psychological capital as a second-stage moderator is, thus, a unique contribution of this study.
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Jiawei Yu, Roshayati Abdul Hamid and Lin Du
Employee emotional exhaustion is widely recognized as a hidden cost associated with high-performance work systems (HPWS). To delve deeper into the pathway from HPWS to emotional…
Abstract
Purpose
Employee emotional exhaustion is widely recognized as a hidden cost associated with high-performance work systems (HPWS). To delve deeper into the pathway from HPWS to emotional exhaustion and explore the boundary conditions capable of mitigating these hidden costs, this study, building upon the job demands-resources (JD-R) model, proposes that psychological strain serves as a mediator and theorizes that leader-member exchange (LMX) operates as a job resource serving to buffer the adverse effect of HPWS-induced psychological strain on emotional exhaustion.
Design/methodology/approach
This study adopts a time-lagged research design with a four-week interval to test the proposed hypotheses. Two waves of survey data were collected from 398 respondents in the Chinese state-owned banking sector.
Findings
The findings largely supported our hypotheses. Specifically, the results indicated that psychological strain mediated the relationship between HPWS and emotional exhaustion. In addition, LMX, as a job resource, moderated the indirect relationship between HPWS and emotional exhaustion. High-quality LMX reduced the likelihood of employees experiencing psychological strain caused by HPWS, thereby buffering the manifestation of emotional exhaustion.
Originality/value
By innovatively introducing the LMX as a job resource, this study demonstrates that the hidden costs of HPWS are not inevitable. This finding relieves organizational researchers and practitioners from the dilemma of choosing between enhancing performance and alleviating employee emotional exhaustion when implementing HPWS.
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Hafiz Muhammad Arshad, Muhammad Waheed Akhtar, Muhammad Imran, Irem Batool, Muhammad Asrar-ul-Haq and Minhas Akbar
China–Pakistan Economic Corridor (CPEC) is a framework of regional connectivity in which employees have to work in a cross-cultural environment. This study has extended the…
Abstract
Purpose
China–Pakistan Economic Corridor (CPEC) is a framework of regional connectivity in which employees have to work in a cross-cultural environment. This study has extended the leader-member exchange theory by investigating the mediating role of employee commitment (EC) between the relationship of leader-member exchange (LMX) and employee's work-related behaviors.
Design/methodology/approach
PLS-SEM technique was used to test the model by utilizing a multi-wave/two-source data collected from employees and their supervisors (n = 500) working in different energy projects of CPEC.
Findings
According to the results/findings, LMX has a significant positive impact on employee commitment, employee performance (EP) and open-minded discussions, but insignificant impact on innovative work behaviour (IWB). Mediating role of employee commitment was significant between the relationship of LMX with EP and open-minded discussions, but insignificant with the IWB.
Originality/value
The study contributes empirical evidence to understanding the leader-member exchange relationship among Chinese managers and Pakistani workers. It also contributes to the LMX theory literature by investigating the effect of LMX on followers' outcomes (employee performance, IWB, open-minded discussions) through employee commitment.
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Ghulam Ali Arain, Zeeshan Ahmed Bhatti, Jonathan R. Crawshaw, Imran Ali and Armando Papa
Drawing on the self-consistency theory, this study aims to test a model where employees' supervisor-based self-esteem (SBSE) is positively related to their promotive and…
Abstract
Purpose
Drawing on the self-consistency theory, this study aims to test a model where employees' supervisor-based self-esteem (SBSE) is positively related to their promotive and prohibitive voice and mediate the positive relationship between leader–member exchange social comparison (LMXSC) of an employee's promotive and prohibitive voice, but only for local rather than migrant workers.
Design/methodology/approach
To test the study hypotheses, multi-source data were collected from 341 matched supervisor–supervisee dyads working in a diverse range of organizations in the Kingdom of Saudi Arabia.
Findings
As predicted, employees' SBSE is positively related to their promotive and prohibitive voice and mediates a positive relationship between their LMXSC and their promotive and prohibitive voice, but only for local workers. The study findings support the self-consistency theory perspective on LMX and provide new insight into the “dark side” of migrant working – a lack of voice.
Originality/value
This study responds to calls for more research that explores the roles played by macro-environmental factors on employees' voice. Implications for theory and practice are discussed.
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Zhouyue Wu, Xiaohu Zhou, Qiao Wang and Jingjing Liu
Previous studies have examined the emotional mechanism between perceived overqualification and knowledge hiding. Based on a relational perspective, this study aims to draw on…
Abstract
Purpose
Previous studies have examined the emotional mechanism between perceived overqualification and knowledge hiding. Based on a relational perspective, this study aims to draw on social comparison theory to reveal the cognitive mechanism of perceived overqualification on knowledge hiding, along with the mediating effect of relational identification. This research conceptualizes perceived overqualification differentiation and reveals the moderating effect of perceived overqualification differentiation on strengthening the link between perceived overqualification and knowledge hiding.
Design/methodology/approach
This paper conducts two times lagged research, addresses a sample of 216 employees nested in 47 groups from technology or R&D industries and uses structural equation modeling to test an original model.
Findings
The results show that perceived overqualification positively affects knowledge hiding; relational identification mediates this relationship; perceived overqualification differentiation moderates the effect of perceived overqualification on relational identification as well the indirect effect of perceived overqualification on knowledge hiding via relational identification.
Originality/value
This paper shows the cognitive mechanism of perceived overqualification on knowledge hiding. Moreover, this study also extends current perceived overqualification literature from a single individual level/a dyad level to a complex team level by conceptualizing the perceived overqualification differentiation. The research findings are helpful to guide team talent management and knowledge management in business management practice.
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Gunhild Bjaalid, Espen Olsen, Kjersti Melberg and Aslaug Mikkelsen
The purpose of this study was to investigate if institutional stress is related to job performance among hospital employees, and if institutional stress is fully or partly…
Abstract
Purpose
The purpose of this study was to investigate if institutional stress is related to job performance among hospital employees, and if institutional stress is fully or partly mediated by motivational resources with regards to the relation with job performance.
Design/methodology/approach
A self-completion survey was distributed to four public hospitals in Norway, and had a response rate of 40% (N = 9,162). Structural equation modelling was conducted on two groups of hospital employees with (N = 795) and without (N = 8,367) managerial responsibilities.
Findings
Institutional stress was negatively related to job performance for hospital employees without managerial responsibilities. The motivational resources autonomy, competence development and social support partly mediated the relationship between institutional stress and job performance in the group of employees without managerial responsibilities. In the leader group, the motivational resources fully mediated the relationship between institutional stress and job performance. Social support from leaders had a non-significant influence on job performance in both groups.
Research limitations/implications
The main limitation with this study is its cross-sectional design.
Originality/value
The study enables us to extend how work-related stress is related to job performance and the mediating role of the job resources autonomy, competence development and social support. The focus on productivity, and top management’s wish to improve hospital performance, may have unintended consequences, leading to a gap between managerial and clinical worldviews and understanding of goals, policies, values and prioritizing. This can lead to institutional stress. The findings of this study suggest that institutional stress has negative effects on hospital employees’ work motivation and job performance.