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Lo WY, Lin YK, Lee HM, Liu TY. The lens of Yin-Yang philosophy: the influence of paradoxical leadership and emotional intelligence on nurses' organizational identification and turnover intention. Leadersh Health Serv (Bradf Engl) 2023; ahead-of-print. [PMID: 36853757 DOI: 10.1108/lhs-09-2022-0095] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 03/01/2023]
Abstract
PURPOSE This study aims to use "both-and" thinking of Yin-Yang philosophy to extend the field of leadership literatures and explore the influences of paradoxical leadership and emotional intelligence on organizational identification and turnover intentions of nurses. DESIGN/METHODOLOGY/APPROACH The authors adopted a cross-sectional survey completed by 285 nurses in Taiwan. SPSS 22, PROCESS and AMOS 21 were used for data analysis. FINDINGS The results reveal that paradoxical leadership has a significant positive relationship with nurses' organizational identification and a significant negatively relationship with their turnover intentions, and organizational identification partially mediated the relationship between paradoxical leadership and turnover intentions. The results further show that emotional intelligence strengthens the effect of paradoxical leadership on organizational identification, and paradoxical leadership had a stronger indirect effect on turnover intentions through organizational identification under strong emotional intelligence. ORIGINALITY/VALUE Paradoxical leadership can strengthen managers' abilities in dealing with interrelated and substantial issues and correspond to organizing and belonging paradoxes in holistic thinking processes. Health-care organizations must shape a coordinated institution and offer training initiatives to increase managers' ability and attitude to control organizational rules and procedures while allowing employees' flexibility and autonomy according to the requirements of the situation, which will maintain both organizational short-term benefits and long-term growth.
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Affiliation(s)
- Wei-Yuan Lo
- Department of Executive Master of Business Administration in International Finance, National Taipei University, New Taipei City, Taiwan
| | - Yu-Kai Lin
- Department of Health and Welfare, University of Taipei, Taipei, Taiwan
| | - Hsiang-Ming Lee
- Department of Business Administration, National Taipei University of Business, Taipei, Taiwan
| | - Tsui-Yau Liu
- Department of Nursing, Taipei City Hospital, Taipei, Taiwan
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Participative leadership, ethical climate and responsible innovation perceptions: evidence from South Korea. ASIA PACIFIC JOURNAL OF MANAGEMENT 2022. [DOI: 10.1007/s10490-022-09856-3] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/05/2022]
Abstract
AbstractThis study explores a novel process linking participative leadership (PL) to responsible innovation (RI) perceptions through ethical climate. It also investigates the moderating role of managerial discretion in this process. Two-wave survey data were collected from employees working for technology firms in South Korea. Findings show that the link between PL and RI perceptions is mediated by ethical climate and that the relationship between ethical climate and RI as well as the indirect relationship between PL and RI are moderated by managerial discretion. This study expands the theoretical research perspective on consequences and mechanisms of PL, uncovers a new driver of ethical climate, expands research on the outcomes of ethical work climates, discovers new antecedents of RI perceptions, and enriches the RI literature by exploring mechanisms and boundary conditions in which RI perceptions are formed within organizations in Asia Pacific, specifically South Korea. This study provides a good approach for managers in Asian countries to follow if they wish to establish positive perceptions of an ethical climate and RI among their employees that are important to achieve organizational success.
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Rainey D, Monaghan C. Supporting newly qualified nurses to develop their leadership skills. Nurs Manag (Harrow) 2022; 29:34-41. [PMID: 35634682 DOI: 10.7748/nm.2022.e2031] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Accepted: 03/18/2022] [Indexed: 06/15/2023]
Abstract
Leadership is not expected solely of managers. At any stage of their career, nurses are expected to be able to demonstrate leadership in their day-to-day role. However, newly qualified nurses, who often experience a challenging transition from nursing student to registered nurse, may lack the confidence to demonstrate leadership. Nurse managers can support junior nurses to develop their leadership skills, notably through training, mentoring, reflection and action learning. By guiding newly qualified nurses in the use of different leadership approaches, experienced nurses can contribute to enhancing the quality of patient care. This article discusses how nurse managers can support newly qualified nurses to develop their leadership skills.
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Affiliation(s)
- Debbie Rainey
- School of Nursing and Midwifery, Queen's University Belfast, Belfast, Northern Ireland
| | - Catherine Monaghan
- School of Nursing and Midwifery, Queen's University Belfast, Belfast, Northern Ireland
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Liu Z, Yuan Q, Qian S, Ellenberg M, Kruglanski AW. Why Do I Seek Negative Feedback? Assessment Orientation, Self-Criticism, and Negative Feedback-Seeking. Front Psychol 2021; 12:709261. [PMID: 34744871 PMCID: PMC8563608 DOI: 10.3389/fpsyg.2021.709261] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 05/13/2021] [Accepted: 09/28/2021] [Indexed: 11/16/2022] Open
Abstract
Negative feedback plays an important role in employee performance improvement, yet little research has specifically examined the motivational factor that drives employees to seek negative feedback. Drawing from the regulatory mode theory, we propose that assessment orientation could increase negative feedback-seeking by triggering individual self-criticism and participative leadership could enhance this effect. Results from a two-wave lagged survey study obtained from 216 Chinese employees suggested that assessment orientation is positively correlated with negative feedback-seeking via the mediating role of self-criticism. Moreover, the positive effect of assessment orientation on self-criticism and the positive indirect effect of assessment orientation on negative feedback-seeking via self-criticism are both stronger when participative leadership is higher. These results enrich the literature on feedback-seeking and regulatory mode and are useful for increasing employee negative feedback-seeking behavior in the organization.
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Affiliation(s)
- Zhaoyan Liu
- Business School, Nankai University, Tianjin, China
| | | | - Shanshan Qian
- School of Business, Guangdong University of Foreign Studies, Guangzhou, China
| | - Molly Ellenberg
- Department of Psychology, University of Maryland, College Park, College Park, MD, United States
| | - Arie W Kruglanski
- Department of Psychology, University of Maryland, College Park, College Park, MD, United States
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Cai W, Lin-Schilstra L, Yang C, Fan X. Does participation generate creativity? A dual-mechanism of creative self-efficacy and supervisor-subordinate guanxi. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2020. [DOI: 10.1080/1359432x.2020.1864329] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/22/2022]
Affiliation(s)
- Wenjing Cai
- School of Public Affairs, University of Science and Technology of China, Hefei, P.R. China
- Department of Management & Organisation, Vrije Universiteit Amsterdam, Amsterdam, The Netherlands
| | - Li Lin-Schilstra
- College of Economics and Management, Nanjing Agricultural University, Nanjing, P.R. China
- Wageningen University & Research, Wageninge, The Netherlands
| | - Chun Yang
- School of Public Administration, Hunan University, ChangSha, P.R. China
| | - Xueling Fan
- School of Business, Nanjing University, Nanjing, P.R. China
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Cooke FL, Xiao Q, Xiao M. Extending the frontier of research on (strategic) human resource management in China: a review of David Lepak and colleagues’ influence and future research direction. INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 2020. [DOI: 10.1080/09585192.2020.1803949] [Citation(s) in RCA: 4] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/23/2022]
Affiliation(s)
- Fang Lee Cooke
- Monash Business School, Monash University, Melbourne, Australia
| | - Qijie Xiao
- Monash Business School, Monash University, Melbourne, Australia
| | - Mengtian Xiao
- School of International Business, Southwestern University of Finance and Economics, Chengdu, PR China
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Chang YY, Chang CY, Chen YCK, Seih YT, Chang SY. Participative leadership and unit performance: evidence for intermediate linkages. KNOWLEDGE MANAGEMENT RESEARCH & PRACTICE 2020. [DOI: 10.1080/14778238.2020.1755208] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.8] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/24/2022]
Affiliation(s)
- Yi-Ying Chang
- Business Administration, National Taiwan University of Science and Technology, Taipei, Taiwan
| | - Che-Yuan Chang
- Business Administration, National Taiwan University of Science and Technology, Taipei, Taiwan
| | - Yang Cheng Kuang Chen
- Department of Aircraft Engineering, Air Force Institute of Technology, Kaoshiung, Taiwan
| | - Yi-Tai Seih
- Business Administration, National Taiwan University of Science and Technology, Taipei, Taiwan
| | - Su-Ying Chang
- Department of Plastic Surgery, Taoyuan Chang Gung Memorial Hospital, Taoyuan, Taiwan
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Roberts JA, David ME. Boss phubbing, trust, job satisfaction and employee performance. PERSONALITY AND INDIVIDUAL DIFFERENCES 2020. [DOI: 10.1016/j.paid.2019.109702] [Citation(s) in RCA: 25] [Impact Index Per Article: 6.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Submit a Manuscript] [Subscribe] [Scholar Register] [Indexed: 11/27/2022]
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Chang YY, Chang CY, Chen CW, Chen Y, Chang SY. Firm-level participative leadership and individual-level employee ambidexterity. LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL 2019. [DOI: 10.1108/lodj-08-2018-0308] [Citation(s) in RCA: 9] [Impact Index Per Article: 1.8] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeThe purpose of this paper is to examine if personal identification could explicate the black box between participative leadership and employee ambidexterity. Also, the authors aim to explore how and why the top-down effects of higher-level leadership styles affect lower-level outcomes.Design/methodology/approachThe authors collected multilevel and multisource data from top manager teams, and unit managers and employees of research and development, marketing and sales, and operations from Taiwanese technology firms.FindingsThe results revealed that individual-level personal identification partially mediated the relationship between firm-level participative leadership and individual-level employee ambidexterity, and individual-level coworker social support moderated the effect of firm-level participative leadership on individual-level employee ambidexterity through individual-level personal identification.Originality/valueThis paper demonstrated the importance of participative leadership and personal identification. It contributed to profound comprehension for potential mechanisms of individual-level personal identification and an enhancer of individual-level coworker social support why and how affects firm-level participative leadership on individual-level employee ambidexterity.
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Chang YY, Hodgkinson I, Hughes P, Chang CY. The mediation between participative leadership and employee exploratory innovation. LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL 2019. [DOI: 10.1108/lodj-07-2018-0245] [Citation(s) in RCA: 17] [Impact Index Per Article: 3.4] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to examine the role of intermediate knowledge mechanisms on the participative leadership–employee exploratory innovation relationship using a distal mediation model.
Design/methodology/approach
Deploying a time-lagged questionnaire method implemented over four business quarters, data are generated from 1,600 responses in R&D units of Taiwanese technology firms.
Findings
The structural equation modeling results reveal that participative leadership is positively related to employee exploratory innovation; coworker knowledge and absorptive capacity partially mediate the relationship between participative leadership and employee exploratory innovation independently; and coworker knowledge sharing in combination with absorptive capacity partially mediates this relationship.
Originality/value
The findings contribute new knowledge on the relationship between participative leadership and employee exploratory innovation by uncovering intermediate knowledge mechanisms that augment this relationship.
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Abstract
Purpose
The purpose of this paper is twofold: first, to examine the relationships between participative leadership and employees’ work engagement and job satisfaction; and second, to determine whether the level of fun experienced at work moderates the effect of participative leadership on job satisfaction.
Design/methodology/approach
The participants were 177 employees in a retailing store in Hong Kong. Hierarchical multiple regression was conducted with the control variables to ascertain the relationships among participative leadership, level of fun experienced at work, work engagement and job satisfaction.
Findings
The results indicated that participative leadership was positively related to employees’ work engagement and job satisfaction. Employees’ work engagement mediated the relationship between participative leadership and job satisfaction. This positive relationship between participative leadership and job satisfaction was stronger when employees had more fun at work.
Research limitations/implications
The generalizability of the data was limited, as the characteristics of participants in a retail store are distinct from others in the service industry.
Practical implications
This paper’s findings imply that participative leaders can engage in role modeling by providing more fun workplace activities to employees, which will increase their work engagement and job satisfaction.
Originality/value
The findings help to explain the relationship between participative leadership and job satisfaction, provide a better understanding of leadership management styles and show that participative leaders who engage employees in fun activities in the workplace can increase employees’ job satisfaction.
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Vertical Trust Within Organizations and Performance: A Systematic Review. HUMAN RESOURCE DEVELOPMENT REVIEW 2019. [DOI: 10.1177/1534484319842992] [Citation(s) in RCA: 14] [Impact Index Per Article: 2.8] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
Abstract
The concept of trust within organizations, or intraorganizational trust, has been considered as a potential mechanism to increase performance and as such has attracted growing interest in the organizational literature. However, despite the increasing number of studies examining the relationship between intraorganizational trust and performance, this apparently positive link has not been consistently confirmed by empirical research, and a deeper understanding is called for. Moreover, the literature on the trust–performance link is highly fragmented and dispersed. This study carries out a systematic review of the evidence, focusing on the vertical dimension of intraorganizational trust and performance relationship in an attempt to provide an integrative picture of the existing literature and to propose new research avenues on the topic. Specifically, this systematic review delves deeper into the antecedents, mediating effects, and moderators of vertical intraorganizational trust and performance, providing a more comprehensive framework for these relationships.
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Li G, Liu H, Luo Y. Directive versus participative leadership: Dispositional antecedents and team consequences. JOURNAL OF OCCUPATIONAL AND ORGANIZATIONAL PSYCHOLOGY 2018. [DOI: 10.1111/joop.12213] [Citation(s) in RCA: 21] [Impact Index Per Article: 3.5] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
Affiliation(s)
- Guiquan Li
- Department of Human Resource Management; Business School; Nankai University; Tianjin China
| | - Haixin Liu
- Department of Information Management; School of Economics and Management; Beijing Jiaotong University; China
| | - Yaxuan Luo
- Department of Human Resource Management; Business School; Nankai University; Tianjin China
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Park S, Han SJ, Hwang SJ, Park CK. Comparison of leadership styles in Confucian Asian countries. HUMAN RESOURCE DEVELOPMENT INTERNATIONAL 2018. [DOI: 10.1080/13678868.2018.1425587] [Citation(s) in RCA: 7] [Impact Index Per Article: 1.2] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/18/2022]
Affiliation(s)
- Sunyoung Park
- School of Leadership and Human Resource Development, Louisiana State University, Baton Rouge, LA, USA
| | - Soo Jeoung Han
- Organizational Performance & Workplace Learning, Boise State University, Boise, ID, USA
| | | | - Chan Kyun Park
- School of Global Knowledge Administration, College of Business & Economics, Chung-Ang University, DongJak-gu, Seoul, South Korea
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Put down your phone and listen to me: How boss phubbing undermines the psychological conditions necessary for employee engagement. COMPUTERS IN HUMAN BEHAVIOR 2017. [DOI: 10.1016/j.chb.2017.05.021] [Citation(s) in RCA: 62] [Impact Index Per Article: 8.9] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/23/2022]
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Abstract
Interns possess a unique career status, straddling a career boundary between intern student and regular employee. Taking into account interns’ ambiguous and often precarious career status, this study investigates the factors that shape an intern’s perceptions of himself or herself as an organizational insider, and how this perception in turn determines his or her transition from intern to employee within the host organization. To address this question, the current study collected data at three time intervals, from 303 intern–supervisor dyads. The findings indicate that an intern’s perceived insider status was predicted by both task significance and participative leadership experienced during their internship, and ultimately insider status mediated an intern’s transition to regular employment with the host organization. The findings provide important insights into at a pivotal career juncture, given internships are fast becoming a preferred career entry point into a range of postuniversity vocations.
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Affiliation(s)
- Philip S. Rose
- Department of Global Business, Hannam University, Daejeon, South Korea
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