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Bodla AA, Li Y, Ali A, Hernandez Bark AS. Female leaders' social network structures and managerial performance: The moderating effects of promotional orientation and climate for inclusion. Scand J Psychol 2023; 64:160-170. [PMID: 36200591 DOI: 10.1111/sjop.12875] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [MESH Headings] [Grants] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 05/04/2021] [Revised: 07/16/2022] [Accepted: 09/12/2022] [Indexed: 11/30/2022]
Abstract
Leaders' managerial performance is influenced not only by their attributes and leadership styles but also by their social network structures. This study examines the effect of female leaders' in-degree centrality on their managerial performance and how the relationship is moderated by leaders' regulatory focus and workplace climate for inclusion. Hereby, we used survey data of 340 female leaders working in multinational organizations and managerial performance ratings by their supervisors. Results showed that the leaders' in-degree centrality positively related to their managerial performance and that a high climate for inclusion increases this relationship, whereas female leaders' promotional orientation did not. However, when the climate for inclusion was high, female leaders' promotional orientation positively related to managerial performance. This study reveals that female leaders' feeling of inclusion at a workplace complements their promotional orientation and augments the effect of network structures on managerial performance. Our findings provide new prospects for future studies to examine a leader's managerial performance by incorporating social, relational, and structural contexts. This study contributes to women's leadership and social network literature by explaining the boundary conditions that enhance female leaders' managerial performance.
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Affiliation(s)
- Ali Ahmad Bodla
- Information Technology University, Lahore, Pakistan
- Nijmegen School of Management, Radboud University, Nijmegen, The Netherlands
| | - Yuan Li
- Antai College of Economics and Management, Shanghai Jiao Tong University, Shanghai, P. R. China
| | - Ahsan Ali
- School of Economics and Management, Zhejiang Sci-Tech University, Hangzhou, P. R. China
| | - Alina S Hernandez Bark
- Department of Social Psychology, Goethe University Frankfurt, Frankfurt am Main, Germany
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Huang Q, Zhang K, Huang Y, Bodla AA, Zou X. The Interactive Effect of Stressor Appraisals and Personal Traits on Employees' Procrastination Behavior: The Conservation of Resources Perspective. Psychol Res Behav Manag 2023; 16:781-800. [PMID: 36950311 PMCID: PMC10025370 DOI: 10.2147/prbm.s399406] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Grants] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 11/28/2022] [Accepted: 02/28/2023] [Indexed: 03/17/2023] Open
Abstract
Purpose Procrastination has become a pervasive phenomenon in the workplace, yet knowledge of its antecedents remains limited. Therefore, this study explains when and why employees procrastinate. As procrastination is an individual intentional behavior to escape potential resource loss by taking actions to relax; this study regards procrastination as resource-protection behavior. Building on the conservation of resources (COR) theory, the purpose of the current study is to explore the direct impact of external situational factors (ie, stressor appraisals) and individual traits (ie, personality) and their interactive effect on workplace procrastination behavior. Participants and Methods The study adopts a quantitative approach and uses two-wave data. Data was collected through the randomized cluster sampling technique and a structured questionnaire survey. The sample consisted of civil servants in an organization located in the Shandong province of China. Received 347 valid questionnaires representing an overall response rate of 87%. The theoretical model was tested through confirmatory factor analysis and regression analyses using Mplus 7.2. Results The results show that hindrance stressor appraisal is positively related to procrastination, whereas challenge stressor appraisal is negatively related to procrastination. Neuroticism had a positive relationship with procrastination, while conscientiousness had a negative relationship with procrastination. Conscientiousness moderates the relationship between challenge stressor appraisal and procrastination such that the relationship is salient under high conscientiousness. Conclusion Overall, our study suggests that procrastination is affected by personal traits and workplace stressor appraisals. This study makes potential contributions to employees' procrastination literature by and its understanding within the job procrastination knowledge base. Also, this study confirms the comprehensive reach and applicability of the COR theory developed by scholars such as Hobfoll (1989). In practically, the research benefits organizations by providing suggestions for managing employees' procrastination behavior.
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Affiliation(s)
- Qiufeng Huang
- School of Political Science and Public Administration, Huaqiao University, Quanzhou, People’s Republic of China
| | - Kaili Zhang
- School of Business, East China University of Science and Technology, Shanghai, People’s Republic of China
| | - Yafang Huang
- School of Political Science and Public Administration, Huaqiao University, Quanzhou, People’s Republic of China
| | - Ali Ahmad Bodla
- Nijmegen School of Management, Radboud University, Nijmegen, the Netherlands
| | - Xia Zou
- School of Journalism and New Media, Xi’an Jiaotong University, Xi’an, People’s Republic of China
- Correspondence: Xia Zou, Xi’an Jiaotong University, No. 28, Xianning West Road, Xi’an, Shanxi, 710049, People’s Republic of China, Tel +86-15260769186, Email
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Huang Q, Zhang K, Wang Y, Bodla AA, Zhu D. When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability. Int J Environ Res Public Health 2022; 20:707. [PMID: 36613043 PMCID: PMC9819526 DOI: 10.3390/ijerph20010707] [Citation(s) in RCA: 3] [Impact Index Per Article: 1.5] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Figures] [Subscribe] [Scholar Register] [Received: 10/30/2022] [Revised: 12/18/2022] [Accepted: 12/27/2022] [Indexed: 06/17/2023]
Abstract
We developed and tested a moderated mediation model of the relationship between authoritarian leadership and employees' task performance as well as their affective organizational commitment. Analyses of multilevel, multisource, and three-wave data from 99 supervisors and 341 subordinates showed that leader effectiveness evaluations mediated the time-lagged relationship of authoritarian leadership with employees' task performance and affective organizational commitment. Moreover, when leader capability is high, it mitigates the negative relationship between AL and employees' outcomes. Furthermore, the leader capability moderates the indirect relationship of authoritarian leadership with employees' task performance and affective organizational commitment via leader effectiveness evaluation. This study contributes to leadership research and extends our understanding of how and under what circumstances AL is less detrimental to employees' workplace outcomes.
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Affiliation(s)
- Qiufeng Huang
- School of Political Science and Public Administration, Huaqiao University, Quanzhou 362021, China
| | - Kaili Zhang
- School of Business, East China University of Science and Technology, Shanghai 200237, China
| | - Yanqun Wang
- School of Political Science and Public Administration, Huaqiao University, Quanzhou 362021, China
| | - Ali Ahmad Bodla
- Nijmegen School of Management, Radboud University, 6525 AJ Nijmegen, The Netherlands
| | - Duogang Zhu
- School of Journalism and New Media, Xi’an Jiaotong University, Xi’an 710049, China
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Kallow MA, Bodla AA, Ejaz A, Ishaq MR. How do risk management practices lead to project success in the construction industry? The mediated moderation of risk coping capacity and risk transparency. International Journal of Construction Management 2022. [DOI: 10.1080/15623599.2022.2095719] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/16/2022]
Affiliation(s)
| | - Ali Ahmad Bodla
- Nijmegen School of Management, Radboud University, Nijmegen, The Netherlands
- Information Technology University, Lahore, Pakistan
| | - Ahsan Ejaz
- Department of Civil Engineering, Mirpur University of Science and Technology, Mirpur, Azad Jammu and Kashmir, Pakistan
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Ali A, Wang H, Bodla AA, Bahadur W. A moderated mediation model linking transactive memory system and social media with shared leadership and team innovation. Scand J Psychol 2021; 62:625-637. [PMID: 33988878 DOI: 10.1111/sjop.12733] [Citation(s) in RCA: 6] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 10/03/2020] [Accepted: 04/04/2021] [Indexed: 12/14/2022]
Abstract
This study examines how and to what extent social and technological factors promote shared leadership that leads to team innovation in knowledge work teams. It hypothesizes that a transactive memory system influence team innovation and shared leadership conduits the relationship between them. Additionally, the relationship effectiveness between the transactive memory system and shared leadership increases with the use of social media by team members. Time-lagged, multi-sourced data are collected from the information technology industry in China. In addition, we used a network-based measure to assess the level of shared leadership in teams. Empirical analysis found support for the hypotheses of this study. The results reveal that transactive memory system is a significant predictor of team innovation and the shared leadership channels the relationship between transactive memory system and team innovation. Furthermore, use of social media by team members amplifies the relationship between transactive memory system and shared leadership. The implications of the study are discussed in the later sections.
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Affiliation(s)
- Ahsan Ali
- School of Economics and Management, Tongji University, Shanghai, P.R. China
| | - Hongwei Wang
- School of Economics and Management, Tongji University, Shanghai, P.R. China
| | - Ali Ahmad Bodla
- School of Economics and Management, Tongji University, Shanghai, P.R. China
| | - Waseem Bahadur
- School of Economics and Business Administration, Yibin University, Yibin, P.R. China
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Huang Q, Bodla AA, Chen C. An Exploratory Study of Police Officers' Perceptions of Health Risk, Work Stress, and Psychological Distress During the COVID-19 Outbreak in China. Front Psychol 2021; 12:632970. [PMID: 33868096 PMCID: PMC8044937 DOI: 10.3389/fpsyg.2021.632970] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Journal Information] [Subscribe] [Scholar Register] [Received: 12/24/2020] [Accepted: 02/08/2021] [Indexed: 12/28/2022] Open
Abstract
Background How do the police officers perceive health risk, psychological distress, and work stress during the COVID-19 outbreak in China? This study explores the health risk perception, work stress, and psychological distress of police officers who worked at the front line to implement lockdown measures. Materials and Methods We conducted a large-scale field survey (N = 5,611) with police officers sample in the northwestern part of China from February 29 to March 7, 2020. Independent-sample T-test and ANOVA were used to analyze whether there are differences in health risk perception, work stress, and psychological distress between different groups. The regression analysis was employed to figure out the factors that influence police officers’ psychological distress. Results Results showed a gender difference in perceiving work stress among police officers. Also, police officers with chronic disease perceived higher health risks, more psychological distress, and higher work stress. Additionally, police officers above 45 years old significantly perceived higher health risks than young officers did. It also revealed that working hours contribute to police officers’ health risk perception, psychological distress, and work stress. Finally, our results highlight that age, working hours, chronic disease, health risk perception, and work stress significantly contribute to police officers’ psychological distress. Conclusion Our research verifies that there is a gender difference in perceiving work stress among police officers. Police officers with ongoing medical issues and above 45 years old suffer more during the COVID-19 outbreak in China. Our research suggests that the government should pay more attention to their physical health and mental health. The heavy workload containing the COVID-19 extends police officers’ working hours, causing higher health risks, work stress, and psychological distress. This study contributes to the psychological distress literature and provides a way forward to other countries struggling to contain the COVID-19.
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Affiliation(s)
- Qiufeng Huang
- School of Political Science and Public Administration, Huaqiao University, Quanzhou, China
| | - Ali Ahmad Bodla
- School of Economics and Management, Tongji University, Shanghai, China
| | - Chiyin Chen
- The Glorious Sun School of Business and Management, Donghua University, Shanghai, China
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Moin MF, Wei F, Weng QD, Ahmad Bodla A. Leader emotion regulation, leader-member exchange (LMX), and followers' task performance. Scand J Psychol 2021; 62:418-425. [PMID: 33604917 DOI: 10.1111/sjop.12709] [Citation(s) in RCA: 6] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 03/04/2020] [Accepted: 12/17/2020] [Indexed: 11/28/2022]
Abstract
Drawing on Social Exchange theory, we investigated the direct link between leaders' emotion regulation strategies (i.e., surface acting and deep acting) and follower task performance. In addition, we investigated the indirect link between leaders' emotion regulation strategies and follower task performance via leader-member exchange (LMX). Using survey data (N = 301) from the banking industry, we found that leader surface acting only has an indirect negative relationship with follower task performance via LMX, while leader deep acting has both a direct and an indirect positive relationship with follower task performance. The result showed that leader emotion regulation strategies perform a key role in enhancing/damaging LMX and that leaders need to be vigilant regarding their own emotional behaviors. That is, they can develop positive relationships with their followers by employing deep acting but that surface acting damages their relationship with followers. Implications of this study, limitations, and future research are discussed.
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Affiliation(s)
- Muhammad Farrukh Moin
- School of Economics and Management, Tongji University, Shanghai, China.,School of Management, University of Science and Technology of China, Hefei, Anhui, China
| | - Feng Wei
- School of Economics and Management, Tongji University, Shanghai, China
| | - Qingxiong Derek Weng
- School of Management, University of Science and Technology of China, Hefei, Anhui, China
| | - Ali Ahmad Bodla
- School of Management, Hainan University, Haikou City, Hainan Province, China
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Bodla AA, Khan AN, Lonway T, Li Y. Foreign entrepreneurs' social networks and business performance: contingent effects of political networking and policy uncertainty. EJIM 2021. [DOI: 10.1504/ejim.2021.10041694] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/21/2022]
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Ahmad Bodla A, Tang N, Van Dick R, Mir UR. Authoritarian leadership, organizational citizenship behavior, and organizational deviance. LODJ 2019. [DOI: 10.1108/lodj-08-2018-0313] [Citation(s) in RCA: 20] [Impact Index Per Article: 4.0] [Reference Citation Analysis] [What about the content of this article? (0)] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to examine the relationships between authoritarian leadership, organizational citizenship behavior toward one’s supervisor (OCBS) and organizational deviance. The authors hypothesized curvilinear relationships between authoritarian leadership and OCBS, and between authoritarian leadership and organizational deviance.
Design/methodology/approach
The authors analyzed two-source survey data of 240 employee–supervisor dyads collected from seven organizations in Pakistan.
Findings
Employees exhibited most OCBS and least organizational deviance at intermediate levels of authoritarian leadership. Employees’ perception of a benevolent climate at work moderated the curvilinear relations.
Research limitations/implications
The authors cannot draw causal inferences because of cross-sectional data. Furthermore, the authors’ results may be limited to cultures with high collectivism and high power distance.
Practical implications
This study envisions and illuminates a new avenue of curvilinear relationships among authoritarian leadership, OCBS and organizational deviance.
Originality/value
The two sources (employee–supervisor dyads) data collected from seven organizations supported a unique curvilinear relationship between authoritarian leadership, OCBS and organizational deviance.
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Abstract
Purpose
The purpose of this paper is to examine the relationship of perceived transformative human resource (HR) practices and employee task performance. Drawing on evidence-based approach, the transformative HR practices intend to transform employees’ behavior to cope with organizational change. This study intends to answer how does the perceived transformative HR practices influence employees’ behavioral capability to enhance their task performance. This investigation proposes that the perceived transformative HR practices positively affect employees task performance, however, employee adaptivity mediates the relationship between them.
Design/methodology/approach
The authors used a random sample of 224 employees, from a large high-tech company in China, to test the hypotheses. Exploratory and confirmatory factor analyses were conducted to determine the perceived transformative HR practices in the context of a high-tech firm. The authors performed multiple linear regression analysis to examine the proposed model.
Findings
The results of this study indicate that the perceived transformative HR practices positively influence employee adaptivity and task performance. Furthermore, employee adaptivity mediates the relationship between the perceived transformative HR practices and employee task performance. Therefore, employee adaptivity illuminates and explains the underlying mechanism of how the perceived transformative HR practices lead to employee task performance.
Research limitations/implications
Data collected from single firm may limit the generalizability of the findings and cross-sectional research design may raise the concern of common method bias. Future studies should test and validate the operationalization of the perceived transformative HR practices in different research contexts and with larger sample size. Organizations should design and implement transformative HR practices to cope with change. Furthermore, organizational managers should encourage and facilitate employee adaptivity to achieve better performance.
Originality/value
This study contributes to change management and the HR literature by identifying and operationalizing the perceived transformative HR practices as a predictor of employee adaptivity and task performance. Through the underlying mechanism of employee adaptivity between the perceived transformative HR practices and employee task performance, this study provides a new perspective to look at the HR-performance relationship in the change process.
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