Authentic leadership and flourishing: Do trust in the organization and organizational support matter during times of uncertainty?

Orientation: This study investigated the influence of authentic leadership on employee flourishing while considering the potential mediating effect of trust in the organization and organizational support as underlying mechanisms in an uncertain setting. Research purpose: To examine the relationship between authentic leadership and employee flourishing by evaluating the indirect effect of organizational support and trust in the organization as potential mediators. Motivation for the study: An authentic leadership approach, organizational support, and trust in the organization may influence the flourishing of employees in uncertain times. Increasing the comprehension of the possible interaction effect of organizational support and trust in the organization in the relationship between authentic leadership and employee flourishing may improve individual and organizational efficiency. Research approach/design and method: A quantitative, cross-sectional survey design was applied in this study. The sample comprised 314 employees in a noteworthy South African steel manufacturing entity. The Authentic Leadership Inventory, Workplace Trust Survey, Flourishing-at-Work Scale, and the Job Demands-Resources Scale were administered. Main findings: The findings of this study suggest that authentic leadership was a significant predictor of employee flourishing through organizational support and trust in the organization. Practical/managerial implications: This research illuminates the potential value-adding contribution of an authentic leadership style in promoting a trust-filled relationship between team members and their organization and the support they experience from their employer. Despite the prevailing precarious context, working under the mentioned conditions might result in the increased flourishing of employees. Contribution/value-add: The analyses of the mentioned relationships might assist businesses in optimizing the resources required to improve employee and organizational performance. Additionally, the exploration of organizational support in conjunction with organizational trust raises our understanding of the possible influence these elements can have in enhancing employee flourishing in the workplace.

Person-environment fit and task performance: exploring the role(s) of grit as a personal resource

The Job Demands-Resources Framework (JDR) has established job- and personal resources as essential elements motivating people to perform. Whilst the purpose of job resources in this motivational process is well established, the role of personal resources is still quite ambiguous. Within the JDR framework, personal resources could (a) directly affect performance, (b) indirectly affect the relationship between a job resource and a performance outcome and (c) moderate the job resource-performance relationship. Grit has recently emerged as a promising personal resource as it could potentially act as a direct antecedent-, mediator and moderator within the motivational process of the JDR. To further the debate on the role of personal resources, this paper explores the function of grit (as a personal resource) within the person-environment fit (job resource) and task performance relationship. Specifically, the aim is to determine if grit directly or indirectly affects the relationship between person-environment fit and task performance. Finally, it aims to investigate whether grit moderates this relationship. Data were collected from 310 working adults through electronic surveys, and the relationships were explored through structural equation modelling. When controlling for age and gender, the results showed a positive association between person-environment fit, grit and task performance. Further, grit was also found to indirectly affect the relationship between the person-environment fit and task performance. However, no moderating effect could be established. This signifies the importance of grit as a psychological process, rather than a buffering element that may explain how person-environment fit affects performance outcomes.

Authentic Leadership, Trust (in the Leader), and Flourishing: Does Precariousness Matter?

Orientation

This study employed a second stage moderated mediation analysis to investigate the influence of authentic leadership on employee flourishing via trust in the leader (mediating variable) and job overload (moderating variable).

Research Purpose

To explore the relationship between authentic leadership and flourishing by considering the indirect effect of trust in the leader as potentially moderated by job overload.

Motivation for the Study

An authentic leadership style, trust in the leader, and job overload may impact employee flourishing. A deeper understanding of the potential interaction effect of trust in the leader and job overload in the relationship between authentic leadership and flourishing may improve individual and organizational productivity.

Research Approach/Design and Method

This study used a quantitative, cross-sectional survey design and PROCESS for moderated mediation. The sample consisted of 314 employees in a prominent steel manufacturing organization in South Africa. The Authentic Leadership Inventory, Workplace Trust Survey (WTS), Flourishing-at-Work Scale, and the Job Demands-Resources Scale were utilized.

Main Findings

The study found that authentic leadership was a significant predictor of flourishing through trust in the leader. Job overload did not moderate the relationship between trust in the leader and employee flourishing.

Practical/Managerial Implications

This study emphasizes the potential role of authentic leadership in fostering a trustful relationship between employees and their leaders. It might result in the increased flourishing of employees. The non-significant influence of job overload on trusting relationships in precarious work contexts was also illuminated.

Contribution/Value-Add

Through the analysis of these relations, organizations may be favorably equipped to optimize the resources required to improve performance. Moreover, the investigation into trust in the leader combined with job overload increases our understanding of supporting and promoting employee flourishing at work.

Positive Psychological Coaching Tools and Techniques: A Systematic Review and Classification

Positive psychological coaching (PPC) has emerged as a popular "paradigm" for practitioners interested in the professional development of people. A recent review consolidated the literature on PPC and produced a 5-phase positive psychological coaching model aimed at facilitating professional growth. However, little is known about practically operationalizing each phase of the coaching process (i.e., how to facilitate each phase and which underlying tools and techniques could be employed to do so). As such, the purpose of this systematic review was to address this limitation by (a) determining which coaching tools and techniques are proposed within the coaching literature and (b) classifying the identified tools and techniques into the respective phases of PPC model. The investigation used a two-step approach by conducting a systematic literature review (to identify various PPC tools/techniques) followed by an iterative heuristic classification process (to assign these PPC tools/techniques to a known PPC model). The systematic literature review resulted in 24 peer-reviewed publications on positive psychological coaching, providing 117 different coaching tools that could be condensed into 18 overarching coaching techniques. The iterative classification process showed that most techniques and tools are useful in at least two phases. Interestingly, experts still vary in opinion on the timing and application of these specific techniques and tools within the positive psychological coaching process. This study provides researchers and practitioners with practical guidelines to facilitate a positive psychological coaching process.

An exploration of key human resource practitioner competencies in a digitally transformed organisation

Orientation: Digital transformation lies at the heart of what has been termed the Fourth Industrial Revolution, and many researchers consider this as one of the most significant drivers of change in the area of human resource management. For this reason, organisations and human resource practitioners (HRPs) are encouraged to re-evaluate their roles to ensure that they are able to impact the business performance.Research purpose: This study reflects upon the potentially unique competency requirements of the HRP in a digitally transformed organisation by exploring the perceptions of the line partner.Motivation for the study: Digitalisation is transforming the roles of HRPs. Consequently, HRPs may need a different set of competencies. Despite the transformation and the associated change in competency requirements, little knowledge exists regarding the HRP competencies needed (especially in digitally transformed organisations).Research approach/design and method: The researcher identified 43 senior line partners through a purposive sampling procedure to participate in semi-structured interviews. Nineteen participants completed the interview process. The researcher analysed the interview data using thematic analysis.Main findings: The main themes are the ability to design, extract, understand, analyse, interpret and apply information (data); continuous learning; stakeholder relationship management; and cultivating positive organisational practices.Practical/managerial implications: The exploration of competencies provides organisations with additional context in terms of the complexity of the environment for the HRP, and provides a model that can be utilised for talent management.Contribution/value-add: This study contributes to the limited knowledge regarding HR competencies in digitally transformed organisations, especially from the perspective of line partners.

Positive Psychological Coaching Definitions and Models: A Systematic Literature Review

Despite the popularity of the term Positive Psychological Coaching within the literature, there is no consensus as to how it should be defined (framed) or what the components of a positive coaching “model” should include. The aim of this systematic review was to define positive psychological coaching and to construct a clear demarcated positive psychological coaching model based on the literature. A systematic literature review led to the extraction of 2,252 records. All records were screened using specific inclusion/exclusion criteria, which resulted in the exclusion of records based on duplicates (n = 1,232), titles (n = 895), abstracts (n = 78), and criteria violations (n = 23). Twenty-four academic, peer-reviewed publications on positive psychological coaching were included. Data relating to conceptual definitions and coaching models/phases/frameworks were extracted and processed through thematic content analysis. Our results indicate that positive psychological coaching can be defined as a short to medium term professional, collaborative relationship between a client and coach, aimed at the identification, utilization, optimization, and development of personal strengths and resources in order to enhance positive states, traits and behaviors. Utilizing Socratic goal setting and positive psychological evidence-based approaches to facilitate personal growth, optimal functioning, enhanced wellbeing, and the actualization of people's potential. Further, eight critical components of a positive psychological coaching model were identified and discussed. The definition and coaching process identified in this study will provide coaches with a fundamental positive psychological framework for optimizing people's potential.

Authentic leadership and work engagement: The indirect effects of psychological safety and trust in supervisors

Orientation: The orientation of this study was towards authentic leadership and its influence on psychological safety, trust in supervisors and work engagement.Research purpose: The aim of this study was to investigate the influence of authentic leadership on trust in supervisors, psychological safety and work engagement. Another aim was to determine whether trust in supervisors and psychological safety had an indirect effect on the relationship between authentic leadership and work engagement. An additional objective was to determine if authentic leadership indirectly influenced psychological safety through trust in supervisors.Motivation for the study: Globally, businesses are faced with many challenges which may be resolved if leaders are encouraged to be more authentic and employees more engaged. In this study, investigating the role of trust in supervisors and psychological safety on the relationship between authentic leadership and work engagement is emphasised.Research design, approach and method: This study was quantitative in nature and used a cross-sectional survey design. A sample of 244 employees within the South African mining industry completed the Authentic Leadership Inventory, Utrecht Work Engagement Scale, Workplace Trust Survey and Psychological Safety Questionnaire.Main findings: The results indicated that authentic leadership is a significant predictor of both trust in supervisors and psychological safety. This study further found that authentic leadership had a statistically significant indirect effect on work engagement through trust in supervisors.Practical or managerial implications: The main findings suggest that having more authentic leaders in the mining sector could enhance trust in these leaders. Authentic leadership thus plays an important role in creating a positive work environment. This work environment of authenticity and trust could lead to a more engaged workforce.Contribution or value-add: Limited empirical evidence exists with regard to the relationship between authentic leadership, work engagement, psychological safety and trust in supervisors. This is particularly true in the mining sector. This study aimed to contribute to the limited number of studies conducted.

Do wage and wage satisfaction compensate for the effects of a dissatisfying job on life satisfaction?

Orientation: Research regarding subjective well-being (including life satisfaction and domain-specific satisfaction) is necessary, given the effects thereof on health, work performance, social relationships and ethical behaviour of employees.Research purpose: This study aimed to investigate the relationships among life satisfaction, job satisfaction and wage satisfaction, as well as how these relationships related to gross wage category in a South African sample.Motivation for the study: While research has shown that wage level and wage satisfaction are positively associated with both job and life satisfaction, the question arises whether wage level and satisfaction would compensate for the negative effect of a dissatisfying job on life satisfaction.Research approach/design and method: A cross-sectional design was used. A non-probability convenience sample (N = 763) in the form of the WageIndicator data set was obtained. Hierarchical log-linear analyses and cross-tabulations were carried out to determine the relationships that existed among the constructs.Main findings: Although job satisfaction and wage satisfaction were strongly related at a low level of wage satisfaction, fewer people were satisfied with their jobs at a high level of wage satisfaction level. Moreover, while job and life satisfaction were strongly related at a low level of job satisfaction level, relatively fewer people were satisfied with their lives at a high level of job satisfaction level. Wage dissatisfaction was associated with dissatisfaction with life but was more strongly associated with life satisfaction at a high level of wage satisfaction. Wage category and wage satisfaction did not interact with the job satisfaction level in affecting life satisfaction.Practical/managerial implications: Managers should attend to the perceptions of wage dissatisfaction at low wage and wage satisfaction levels. Such dissatisfaction may have a negative impact on the job and life satisfaction of employees and result in detrimental effects on employees and organisations.Contribution/value-add: This study contributes to scientific knowledge regarding the relationships between wage, wage satisfaction, job dissatisfaction and life satisfaction.

Conceptualising the professional identity of industrial or organisational psychologists within the South African context

Orientation: Lack in congruence amongst industrial and organisational psychologists (IOPs) as to the conceptualisation of its profession poses a significant risk as to the relevance, longevity and professional identity of the profession within the South African context.Research purpose: This study aimed to explore the professional identity of IOPs within the South African context. Specifically, the aim of this study was four-fold: (1) to develop a contemporary definition for IOP, (2) to investigate IOP roles, (3) to determine how the profession should be labelled and (4) to differentiate IOP from human resource management (HRM) from IOPs’ perspectives within South Africa.Motivation for the study: IOPs do not enjoy the same benefits in stature or status as other professions such as medicine, finances and engineering in the world of work. IOPs need to justify its relevance within organisational contexts as a globally shared understanding of ‘what it is’, ‘what it does’ and ‘what makes it different from other professions’, which is non-existent. In order to enhance its perceived relevance, clarity as to IOPs professional identity is needed.Research design, approach and method: A post-positivistic qualitative content analytic and descriptive research design was employed in this study. Data from practising industrial and organisational psychology (IOP) within South Africa (N = 151) were gathered through an electronic web-based survey and were analysed through thematic content analysis.Main findings: The results indicate that IOP in South Africa seeks to optimise the potential of individuals, groups, organisations and the community by implementing scientific processes to support both individual and organisational wellness and sustainability. ‘Work Psychology’ was considered a more fitting professional designation or label than industrial and/or organisational psychology. The industrial psychologist’s major roles related to the well-being and development of employees. A clear distinction between a more dynamic, pro-active approach of IOP compared to a more transactional approach of HRM was also evident. IOP within South Africa appears to have a community development function.Practical/managerial implications: The longevity, relevance and impact of IOP as a profession requires alignment amongst practitioners as to shared common professional identity.Contribution/value-add: This study provides a contemporary understanding of the roles, functions, labels and unique value proposition of industrial and organisational psychology within the South African context.

Authentic leadership and organisational citizenship behaviour in the public health care sector: The role of workplace trust

Orientation: The orientation of this study was towards authentic leadership and its influence on workplace trust and organisational citizenship behaviour in the public health care sector.Research purpose: The aim of this study was to investigate the influence of authentic leadership on organisational citizenship behaviour, through workplace trust among public health care employees in South Africa. The objective was to determine whether authentic leadership affects organisational citizenship behaviour through workplace trust (conceptualised as trust in the organisation, immediate supervisor and co-workers).Motivation for the study: Employees in the public health care industry are currently being faced with a demanding work environment which includes a lack of trust in leadership. This necessitated the need to determine whether authentic leadership ultimately leads to extra-role behaviours via workplace trust in its three referents.Research design, approach and method: A quantitative cross-sectional survey design was used with employees the public health care sector in South Africa (N = 633). The Authentic Leadership Inventory, Workplace Trust Survey and Organisational Citizenship Behaviour Scale were administered to these participants.Main findings: The results indicated that authentic leadership has a significant influence on trust in all three referents, namely the organisation, the supervisor and co-workers. Both trust in the organisation and trust in co-workers positively influenced organisational citizenship behaviour. Conversely, authentic leadership did not have a significant influence on organisational citizenship behaviour. Finally, authentic leadership had a significant indirect effect on organisational citizenship behaviour through trust in the organisation and trust in co-workers. Trust in the organisation was found to have the strongest indirect effect on the relationship between authentic leadership and organisational citizenship behaviour.Practical/managerial implications: The main findings suggest that public health care institutions would benefit if leaders are encouraged to be more authentic as this might result in increases in both trust among co-workers and in the organisation. Consequently, employees might be more likely to exert additional effort in their work.Contribution/value-add: Limited empirical evidence exists with regard to the relationship between authentic leadership, workplace trust in its three referents and organisational citizenship behaviour. This study aimed to contribute to the limited number of studies conducted.

Authentic leadership as a source of optimism, trust in the organisation and work engagement in the public health care sector

Orientation: The orientation of this study is towards authentic leadership (AL) and its influence on optimism, trust in the organisation and work engagement of employees in the public health care sector.Research purpose: The objectives of this study were to determine whether the leadership style of AL could predict optimism, trust in the organisation and work engagement amongst a large sample of employees from various functions in public hospitals and clinics in Gauteng and to establish whether optimism and trust in the organisation could mediate the relationship between AL and work engagement.Research approach, design and method: A convenience sample of 633 public health employees from various functions within 27 public hospitals and clinics in the province was used in this research. A cross-sectional research design was implemented. Structural equation modelling was utilised to investigate the Authentic Leadership Inventory (ALI), and the validity and fit of the measurement model, to position AL as a job resource within the nomological net and to test its mediating effects.Main findings: The statistical analysis revealed that AL was a significant predictor of optimism and trust in the organisation and that optimism and trust in the organisation mediated the relationship between AL and work engagement.Practical/managerial implications: The research results suggested that organisations in the public health care sector should encourage their managers to adopt a more authentic leadership style. This will lead to higher levels of optimism, trust in the organisation and eventually work engagement. This will greatly assist employees in the domain of public health care to manage their demanding working environment.Contribution: This study provides evidence that the ALI can be used reliably within the South African context and specifically within the public health care sector. It further substantiates for the implementation of AL as a leadership style in the South African public health care sector, supporting work that has been done internationally in health care where AL has been associated with a number of positive outcomes. Finally, the study puts forward two practical suggestions, on both an individual and an organisational level, to facilitate a culture in which AL can be translated more effectively into an engaged workforce.

Investigating positive leadership, psychological empowerment, work engagement and satisfaction with life in a chemical industry

Orientation: The predominant theme of this research attends to the role of perceived positive leadership behaviour in relation to employee outcomes (psychological empowerment, work engagement, and satisfaction with life).Research purpose: The objective of this study was to investigate whether perceived positive leadership behaviour could predict psychological empowerment, work engagement, and satisfaction with life of employees in a chemical organisation in South Africa and whether positive leadership behaviour has an indirect effect on employees work engagement and satisfaction with life by means of psychological empowerment. Motivation for the study: The motivation for this study arose from the evident gap in academic literature as well as in terms of practical implications for the chemical industry regarding positive leadership behaviour, psychological empowerment, work engagement and satisfaction with life of employees. Research design, approach and method: A cross-sectional survey design was used with a convenience sample (n = 322). Structural equation modelling (SEM) was used to examine the structural relationships between the constructs. Main findings: Statistically significant relationships were found between positive leadership behaviour, psychological empowerment, work engagement and satisfaction with life of employees. Positive leadership has an indirect effect on work engagement and satisfaction with life via psychological empowerment.Practical/managerial implications: This study adds to the lack of literature in terms of positive leadership, psychological empowerment, work engagement and satisfaction with life within a chemical industry. It can also assist managers and personnel within the chemical industry to understand and perhaps further investigate relationships that exist between the above mentioned concepts.Contribution/value-add: It is recommended that leadership discussions, short training programs and individual coaching about positive leadership and particularly psychological empowerment take place.

Leadership empowering behaviour, psychological empowerment, organisational citizenship behaviours and turnover intention in a manufacturing division

Orientation: Employees’ perceptions of their leaders’ behaviour play a role in creating empowering environments where employees are willing to do more than what is expected, with retention of employees as a result.Research purpose: The aim of this study was to theoretically conceptualise and empirically determine the relationships between employees’ perception of their leaders’ empowering behaviour, psychological empowerment, organisational citizenship behaviours and intention to leave within a manufacturing division of an organisation.Motivation for the study: In the ever-changing work environment, organisations must capitalise on their human capital in order to maintain competitiveness. It is therefore important to identify the role of employees’ perception of leadership in contributing to the establishment of an environment where employees feel empowered, are willing to do more than what is expected and want to stay in the organisation.Research design, approach and method: A non-experimental, cross-sectional survey design was used. The total population (N = 300) employed at the manufacturing division was targeted. Two hundred completed questionnaires were obtained. The Leader Empowering Behaviour Questionnaire, Measuring Empowerment Questionnaire, Organisational Citizenship Behaviour Questionnaire and Intention to Leave Scale were administered.Main findings: Employees’ perception of their leaders’ empowering behaviour (keeping employees accountable, self-directed decision-making and people development), psychological empowerment (attitude and influence) and organisational citizenship behaviours (loyalty, deviant behaviour and participation) predict intention to leave the organisation.Practical/managerial implications: Organisations should foster the elements of a positive organisation, in this case leader empowering behaviours, if they want to retain their employees.Contribution/value-add: The results of this research contribute to scientific knowledge about the positive effects of employees experiencing their leaders as empowering.

Positive organisation: The role of leader behaviour in work engagement and retention

Orientation: The positive organisation creates a framework in which its elements can be investigated in relation to the retention of talent.Research purpose: The aim of this study was to investigate if leader empowering behaviour can positively impact on role clarity, psychological empowerment and work engagement, with the final outcome being the retention of talent.Motivation for the study: In the ever changing work environment organisations place great emphasis on their human capital. The positive organisation utilises specific elements to optimise human capital’s potential. It is therefore important to identify the elements contributing to a positive organisation as well as the elements which lead to the retention of talent.Research design, approach and method: A survey research design was used. A convenience sample (n = 179) was taken from a business unit in a chemical organisation. The Leader Empowering Behaviour Questionnaire, Measures of Role Clarity and Ambiguity Questionnaire, Measuring Empowerment Questionnaire, Utrecht Work Engagement Scale and the Intention to Leave Scale were administered.Main findings: Leader empowering behaviour, role clarity and psychological empowerment predicted work engagement. Role clarity interacted with competence to affect employees’ dedication and interacted with the development of employees to affect absorption. Work engagement predicted employees’ intention to leave.Practical/managerial implications: Organisations should foster the elements of a positive organisation if they want to retain their talent.Contribution/value-add: The results of this research contribute to scientific knowledge about the effects of a positive organisation on retention.

Psychological empowerment, job insecurity and employee engagement

Orientation: The psychological empowerment of employees might affect their engagement. However, psychological empowerment and employee engagement might also be influenced by job insecurity.Research purposes: The objective of this study was to examine the relationship between psychological empowerment, job insecurity and employee engagement.Motivation for the study: Employee engagement results in positive individual and organisational outcomes and research information about the antecedents will provide valuable information for the purposes of diagnosis and intervention.Research design, approach and method: A correlational design was used. Survey design was conducted among 442 employees in a government and a manufacturing organisation. The measuring instruments included the Psychological Empowerment Questionnaire, the Job Insecurity Inventory, and the Utrecht Work Engagement Scale.Main findings: Statistically significant relationships were found between psychological empowerment, job insecurity and employee engagement. A multivariate analysis of variance showed that affective job insecurity had a main effect on three dimensions of psychological empowerment (viz. competence, meaning and impact) and on employee engagement. Affective job insecurity moderated the effect of psychological empowerment on employee engagement.Practical implications: The implication of the results is that interventions that focus on the psychological empowerment of employees (viz. meaningfulness, competence, self-determination and impact) will contribute to the engagement (vigour, dedication and absorption) of employees. If job insecurity is high, it is crucial to attend to the psychological empowerment of employees.Contribution: This study contributes to knowledge about the conditions that precede employee engagement, and shows that the dimensions of psychological empowerment (namely experienced meaningfulness, competence, impact and self-determination) play an important role in this regard.