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Article
Publication date: 13 March 2023

Guohua He, Pei Liu, Xinnian Zheng, Lixun Zheng, Patricia Faison Hewlin and Li Yuan

This study aims to explore whether, how and when leaders' artificial intelligence (AI) symbolization (i.e. the demonstration of leaders' acceptance of and support for AI by…

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Abstract

Purpose

This study aims to explore whether, how and when leaders' artificial intelligence (AI) symbolization (i.e. the demonstration of leaders' acceptance of and support for AI by engaging in AI-related behaviors and/or displaying objects that reflect their affinity for AI) affects employee job crafting behaviors.

Design/methodology/approach

The authors conducted two studies (i.e. an experiment and a multi-wave field survey) with samples from different contexts (i.e. United States and China) to test our theoretical model. The authors used ordinary least squares (OLS) and hierarchical linear modeling (HLM) to test the hypotheses.

Findings

Leaders' AI symbolization is positively related to employee change readiness and, in turn, promotes employee job crafting. Moreover, employee-attributed impression management motives moderate the positive indirect effect of leaders' AI symbolization on employee job crafting via change readiness, such that this indirect effect is stronger when employee-attributed impression management motives are low (vs high).

Practical implications

Leaders should engage in AI symbolization to promote employee job crafting and avoid behaviors that may lead employees to attribute their AI symbolization to impression management.

Originality/value

By introducing the concept of leaders' AI symbolization, this study breaks new ground by illustrating how leaders' AI symbolization positively influences employees' change readiness, as well as job crafting in the workplace. Further, integrating AI as a novel and timely context for evaluating job crafting contributes to the literature where empirical research is relatively scant, particularly regarding the factors that prompt employees to engage in job crafting.

Details

Management Decision, vol. 61 no. 10
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 20 July 2021

Guohua He, Yanfei Wang, Xinnian Zheng, Zisheng Guo and Yu Zhu

This study explores how paternalistic leadership (PL) influences Chinese expatriates' work engagement in a cross-cultural context, and examines how expatriates' cross-cultural…

1304

Abstract

Purpose

This study explores how paternalistic leadership (PL) influences Chinese expatriates' work engagement in a cross-cultural context, and examines how expatriates' cross-cultural adaptability sets a boundary condition for this relationship.

Design/methodology/approach

Data were collected from two-wave surveys of 82 supervisors and 318 Chinese expatriate teachers from 57 Confucius Institutes in 18 countries. Structural equation modeling was used to test the hypothesized relationships.

Findings

Benevolent and moral leadership as job resources are negatively related to work–family conflict (WFC), whereas the job demand of authoritarian leadership positively relates to WFC. Further, WFC mediates the effect of PL styles on Chinese expatriates' work engagement. Cross-cultural adaptability moderates the negative relationship between WFC and work engagement, and the indirect effect of PL styles on work engagement through WFC.

Practical implications

Organizations should consider WFC an important intervening mechanism linking PL and Chinese expatriates' work engagement. Cross-cultural organizations can mitigate the negative impact of WFC on work engagement by enhancing expatriates' cross-cultural adaptability.

Originality/value

This study is the first to examine the PL–work engagement relationship via a work–family interface, which contributes to integrating leadership and work–family outcomes. It enriches research on the JD-R model by showing that job resources and job demands affect employee outcomes through the mediation of stressors. Furthermore, this study identifies a new personal resource by examining cross-cultural adaptability's moderating role.

Details

International Journal of Manpower, vol. 43 no. 4
Type: Research Article
ISSN: 0143-7720

Keywords

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Article
Publication date: 4 June 2019

Guohua He, Ran An and Patricia Faison Hewlin

This paper aims to explore the psychological mechanism in the relationship between paternalistic leadership (PL) and employee well-being (EWB) in cross-cultural nonprofit…

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Abstract

Purpose

This paper aims to explore the psychological mechanism in the relationship between paternalistic leadership (PL) and employee well-being (EWB) in cross-cultural nonprofit organizations. It also aims to further promote the integration of research on PL and self-concept by examining the relationship between PL and collective self-concept (CSC).

Design/methodology/approach

Data were collected on 72 supervisors and 233 expatriate Chinese teachers from 42 Confucius Institutes and 15 Confucius classrooms in Canada and the USA.

Findings

PL has a significant effect on EWB. Benevolent and moral leadership are positively related to CSC, while authoritarian leadership is negatively related to CSC. CSC mediates the relationship between PL and EWB. Furthermore, employees’ cross-cultural adaptability positively moderates the relationship between CSC and EWB; the indirect effect between PL and EWB via CSC is stronger for employees with stronger cross-cultural adaptability.

Originality/value

This is the first study that has examined the psychological mechanism under which PL affects EWB in cross-cultural nonprofit organizations. It contributes to the integration of research on PL and CSC by examining its relationship for the first time. It provides important implications for improving the well-being of expatriate employees in cross-cultural organizations.

Details

Chinese Management Studies, vol. 13 no. 3
Type: Research Article
ISSN: 1750-614X

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