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Article
Publication date: 27 May 2024

Sumaia Farzana and Peerayuth Charoensukmongkol

Grounded in the transformational leadership theory, conservation of resource theory and job demands-resources model, this paper aims to examine the effect of transformational…

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Abstract

Purpose

Grounded in the transformational leadership theory, conservation of resource theory and job demands-resources model, this paper aims to examine the effect of transformational leadership on psychological empowerment and employee engagement of faculty members in Bangladesh and Thailand. This study also integrates Hofstede’s cultural dimensions theory to justify whether transformational leadership could affect psychological empowerment of faculty members in these two countries differently.

Design/methodology/approach

Survey data were collected from a total of 457 faculty members from two universities in Bangladesh (n = 243) and two universities in Thailand (n = 241). This study used partial least squares structural equation modeling for analyzing the proposed model.

Findings

The evidence shows that faculty members who worked for department heads and who exhibited transformational leadership demonstrated high level of psychological empowerment and employee engagement. Psychological empowerment also mediates the effect of transformational leadership on employee engagement. Moreover, the degree to which transformational leadership positively affects psychological empowerment is stronger for faculty members in a higher power distance culture (Thailand) than for those faculty members in a lower power distance culture (Bangladesh).

Practical implications

Because human capital plays a crucial role in determining the potential of universities to achieve superior performance, universities should provide leadership training to help department heads understand the key elements of transformational leadership and apply them in their management practices to promote empowerment and engagement of their faculty members.

Originality/value

The finding provides new evidence that broadens the knowledge from existing research about the cross-cultural effectiveness of transformational leadership, which has not been explored in the area of psychological empowerment.

Details

Journal of Asia Business Studies, vol. 18 no. 4
Type: Research Article
ISSN: 1558-7894

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Article
Publication date: 29 May 2023

Sumaia Farzana and Peerayuth Charoensukmongkol

This research study investigated the relationship between participative decision-making and innovative work behavior by considering the moderating role of power distance…

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Abstract

Purpose

This research study investigated the relationship between participative decision-making and innovative work behavior by considering the moderating role of power distance orientation of individuals. Grounded in the approach-inhibition theory of power, the authors proposed that participative decision-making could mitigate perceived power gap and motivate individuals with high power distance orientation to engage more in innovative work behavior.

Design/methodology/approach

Survey data were collected from 243 faculty members from 2 universities located at Dhaka, Bangladesh. The partial least squares structural equation modeling (PLS-SEM) was used for data analysis.

Findings

The results from the model estimation showed that the positive relationship between participative decision-making and innovative work behavior was stronger among faculty members with high power distance orientation than those with low power distance orientation. The simple slope analysis also clarified the fact that faculty members with high power distance orientation could increase their innovative work behavior to be at the same level as that of faculty members with low power distance orientation when the members were involved highly in participative decision-making.

Practical implications

Participative decision-making is a management practice that should be implemented in order to motivate faculty members to actively engage in innovative work behavior. Particularly for faculty members who are sensitive towards the power status of other members in the workplace, this management practice is highly recommended to lessen the perceived social barrier that discourages these faculty members from engaging in innovative work behavior.

Originality/value

The authors' research advanced knowledge from prior studies by offering new theoretical insight into the role of empowerment practice that could motivate individuals with high power distance orientation to engage more in innovative practices.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 10 no. 4
Type: Research Article
ISSN: 2051-6614

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