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…
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.
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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…
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.
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Qasim Ali Nisar, Nadia Nasir, Samia Jamshed, Shumaila Naz, Mubashar Ali and Shahzad Ali
This study is undertaken to examine the antecedents and role of big data decision-making capabilities toward decision-making quality and environmental performance among the…
Abstract
Purpose
This study is undertaken to examine the antecedents and role of big data decision-making capabilities toward decision-making quality and environmental performance among the Chinese public and private hospitals. It also examined the moderating effect of big data governance that was almost ignored in previous studies.
Design/methodology/approach
The target population consisted of managerial employees (IT experts and executives) in hospitals. Data collected using a survey questionnaire from 752 respondents (374 respondents from public hospitals and 378 respondents from private hospitals) was subjected to PLS-SEM for analysis.
Findings
Findings revealed that data management challenges (leadership focus, talent management, technology and organizational culture for big data) are significant antecedents for big data decision-making capabilities in both public and private hospitals. Moreover, it was also found that big data decision-making capabilities played a key role to improve the decision-making quality (effectiveness and efficiency), which positively contribute toward environmental performance in public and private hospitals of China. Public hospitals are playing greater attention to big data management for the sake of quality decision-making and environmental performance than private hospitals.
Practical implications
This study provides guidelines required by hospitals to strengthen their big data capabilities to improve decision-making quality and environmental performance.
Originality/value
The proposed model provides an insight look at the dynamic capabilities theory in the domain of big data management to tackle the environmental issues in hospitals. The current study is the novel addition in the literature, and it identifies that big data capabilities are envisioned to be a game-changer player in effective decision-making and to improve the environmental performance in health sector.
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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…
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.
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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…
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.