Be Aware Not Reactive: Testing a Mediated-Moderation Model of Dark Triad and Perceived Victimization via Self-Regulatory Approach

Adaptive leadership and safety citizenship behaviors in Pakistan: the roles of readiness to change, psychosocial safety climate, and proactive personality

Challenging times have put organizations in a perilous and chaotic state that demands immediate resolution and calls for effective leadership to help navigate out of the crisis. In this context, we focused on psychosocial safety climate theory to investigate the influence of adaptive leadership on safety citizenship behaviors by looking at the mediating effect of readiness to change and the moderating impact of psychosocial safety climate and proactive personality, particularly in the Pakistani healthcare sector. To test the hypotheses, the data were collected from 397 employees working in the healthcare sector of Pakistan at two different times. The results of this study supported the model. The moderated path analysis revealed that psychosocial safety climate strengthens the direct effect of adaptive leadership on readiness to change, whereas the moderating impact of a proactive personality also strengthens the relationship between readiness to change and safety citizenship behaviors. Similarly, both moderators significantly moderated the indirect impact of adaptive leadership on safety citizenship behaviors via readiness to change. To conclude, the present study has significant implications for organizations and practitioners in both steady and uncertain environments.

Prism of Employee Performance Through the Means of Internal Support: A Study of Perceived Organizational Support

The purpose of this paper is to develop a theoretical framework for testing the perceived organizational support (POS)-employee performance relationship with a mediating effect of intrinsic motivation. To combine the concepts from perceived organizational support (POS) and employee performance, secondary data have been collected from different research papers to provide a literature-based analysis. The present study found positive relationships between POS, intrinsic motivation, and employees’ performance. The study further realized the intrinsic motivation as a potential mediator between POS and performance relationship. From this framework, numerous areas of research can be pursued to be used to research and practice human resource management. The theoretical framework which is developed in this paper is based upon literature that can be proved empirically. To improve theory, research, and practice in the field of human resource management, this paper conceptualizes the concept of POS through the means of internal support.

Innovation Onset: A Moderated Mediation Model of High-Involvement Work Practices and Employees’ Innovative Work Behavior

Purpose

Based on the componential theory of creativity, this study examined the link between high-involvement work practices and employees’ innovative behavior by further investigating the moderating and mediating role of leadership humility and employees’ personal initiative.

Methodology

To test the hypothesized model, the data were gathered from 255-line staff and 119 supervisors working in the textile industry in Pakistan via the time lag technique. The proposed hypotheses were analyzed through partial least squares structural equation modeling using Smart-PLS software.

Findings

The results indicated that high-involvement work practices were significantly related to employees’ innovative work behaviors. Additionally, the moderation findings revealed that a higher level of leadership humility strengthens the relationship between high-involvement work practices and employees’ personal initiative. Furthermore, employees’ personal initiative mediates the relationship between high-involvement work practices and their innovative work behavior. The findings of the moderated mediation model indicated that a higher level of leadership humility leads to higher innovative behavior of employees in the presence of high-involvement work practices via employees’ personal initiative.

Practical Implications

This study’s findings are helpful for the management of organizations to understand the factors that enhance innovative work behaviors in high-involvement work practices. Moreover, managers should establish humble behaviors in their leadership style to influence employees’ personal initiative, which indirectly influences their innovative work behavior.

Originality/Value

The present study highlights the importance of leadership humility and employees’ personal initiative in the relationship between high-involvement work practices and innovative work behaviors of employees in the textile industry of Pakistan.

Effects of Leader Narcissism on Career Success of Employees: An Interpersonal Relationship Perspective

Previous studies have shown that leader narcissism has a significant impact on the effectiveness of a leader and employee behaviors; however, research on career outcomes of employees is still inadequate. This study explores the effects of leader narcissism on the career success of employees from an interpersonal relationship perspective and examines the mediating role of supervisor-subordinate conflict and the moderating role of dominant personality traits of employees. Data from 291 employees in Chinese companies have revealed that leader narcissism, directly and indirectly, affects the career success of employees through supervisor-subordinate relationship conflict. However, dominant personality traits of employees strengthen the impact of leader narcissism on supervisor-subordinate relationship conflict. The theoretical and practical implications of the findings of this study are further discussed.

"Who Champions or Mentors Others"? The Role of Personal Resources in the Perceived Organizational Politics and Job Attitudes Relationship

Drawing insight from affective events theory, this study presents a new dimension of perceived organizational politics and job attitudes. The motivation for this study was based on the fact that perceived organizational politics affect job attitudes and that personal resources (political skill and work ethic) moderate the direct relationship between perceived organizational politics and job attitudes in the context of the higher-education sector. In this regard, the data was collected through purposive sampling from 310 faculty members from higher-education institutions in Pakistan. To test the relationships among the variables, we employed structural equation modeling via the AMOS software version 24.0. The results indicated that perceived organizational politics were significantly negatively related to job satisfaction. Moreover, perceived organizational politics were non-significantly related to job involvement. Political skill and work ethic weakened the relationship between perceived organizational politics and job satisfaction. We anticipated that these personal resources could mitigate the negative effect of perceived organizational politics and job attitudes. This study also suggests organizations to train their employees to develop essential personal skills.

Corporate Social Responsibility and the Reciprocity Between Employee Perception, Perceived External Prestige, and Employees' Emotional Labor

Background

Corporate social responsibility (CSR) is emerging as a relevant subject in the business world and in the field of management research. Therefore, the current study incorporates classifications often used in organizational level CSR research that distinguish social responsibility relevant to its focus (internal and external), in proposing diverse routes that link various CSR practices (ie, internal and external) to employees’ choice of emotional labor strategy (ie, via perceived organizational support and perceived external prestige).

Methods

Data were collected from front-line employees of banks operating in Pakistan. Due to the study’s focus on front-line employees, other personnel were excluded for data collection. We collected data through a self-administered questionnaire. The structural equation model (SEM) was employed on 376 valid responses using Smart-PLS3 to test the study hypotheses.

Results

After the analysis, we found satisfactory results for the fitness of both measurement and satisfactory models. Moreover, the results strongly support our proposed theoretical framework, and all proposed hypotheses were accepted.

Discussion

This study confirms that the perception of external prestige is a strong predictor of employees’ emotions and relevant behaviors. Moreover, this study discusses under the light of social exchange theory that perceived organizational support strongly predicts employees’ emotional labor, which diminishes the myth that prestige is the only factor to influence employees’ emotions in the workplace. Moreover, this study negates the findings of Anwar et al that perceived external prestige does not have a significant negative effect on surface acting. It provides an insight not only for managers and researchers but also for society, especially in an Eastern workplace setting like Pakistan’s banking sector.