Situational constraints and organizational outcomes: A meta-analysis

2010 ◽  
Author(s):  
Margaret T. Horner ◽  
Allison Cook ◽  
Jennifer Rodriguez ◽  
Rebecca J. Thompson
Keyword(s):  
Meta Analysis ◽  
Organizational Outcomes ◽  
Situational Constraints

scholarly journals Spiritual Leadership and Organizational Citizenship Behavior: A Meta-Analysis

SAGE Open ◽  
2021 ◽  
Vol 11 (3) ◽  
pp. 215824402110407
Author(s):  
Ahmet Göçen ◽  
Sedat Şen
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Meta Analysis ◽  
Middle Eastern ◽  
Spiritual Leadership ◽  
Organizational Outcomes ◽  
Citizenship Behavior ◽  
Quantitative Studies ◽  
Medium Level ◽  
Far Eastern

There have been many studies on spiritual leadership (SL) and its effects on organizational outcomes, ranging from commitment to organizational citizenship behaviors (OCBs). Precisely, researches regarding SL and OCB were conducted in different regions, cultures, and industries. These topics attracted a growing interest in the second half of the last decade. To clarify the SL–OCB relationship with regard to varied regions and industries, a meta-analysis was needed. Thus, the purpose of this study was to systematically analyze the quantitative studies exploring SL and OCB and to determine whether region, school, or other variables have any moderating effects on the link between SL and OCB. Upon a thorough analysis of the papers on the relationship between both SL and OCB in the literature, 43 studies met the search terms, but only 17 of them were included in this study. The results revealed a mean effect size of [Formula: see text] = .465, which displayed a statistically significant and positive relationship at the medium level between SL and OCB. The research also explored the effects of both Middle Eastern and Far Eastern samples, along with the factors of schools and other industries, on the link between SL and OCB. Neither different regions nor type of institutions had a significant effect on the link between SL and OCB.

scholarly journals Workplace Incivility and Turnover Intention in Organizations: A Meta-Analytic Review

2021 ◽  
Vol 19 (1) ◽  
pp. 25
Author(s):  
Boshra H. Namin ◽  
Torvald Øgaard ◽  
Jo Røislien
Keyword(s):  
Turnover Intention ◽  
Turnover Intentions ◽  
Meta Analysis ◽  
Organizational Outcomes ◽  
The United States ◽  
Workplace Incivility ◽  
Analytic Review ◽  
Meta Analyses ◽  
The Relationship ◽  
Different Sources

Incivility has been identified as a prevalent and crucial issue in workplaces and one that may be associated with detrimental effects on employees and organizational outcomes, such as turnover intention. Many studies have been published regarding the effects of incivility, but there is a lack of integrative reviews and meta-analyses. The aim of the present study is to conduct an early meta-analysis of the relationship between employees’ perceptions of workplace incivility and their turnover intentions. Six databases, including ISI Web of Science, PsychInfo, Scopus, Emerald, Hospitality & Tourism Complete, and Soc Index, were searched to identify empirical articles for this meta-analytical paper. The results of statistical meta-analyses and meta-regression suggest that there is a positive relationship between perceived incivility and turnover intentions in employees and that relationship is consistent across different sources of workplace incivility. However, we did observe a possible interaction effect of “supervisor” and “coworker incivility”. The results also suggest that the relationship between workplace incivility and turnover intention is stronger in the academic sector than in other industries and stronger in the United States than in other countries.

scholarly journals Employee Responses to Empowering Leadership: A Meta-Analysis

2018 ◽  
Vol 25 (3) ◽  
pp. 257-276 ◽  
Author(s):  
Minseo Kim ◽  
Terry A. Beehr ◽  
Matthew S. Prewett
Keyword(s):  
Meta Analysis ◽  
Organizational Outcomes ◽  
Employee Motivation ◽  
Performance Outcomes ◽  
Empowering Leadership ◽  
Individual Level ◽  
And Performance ◽  
The Individual ◽  
Relationship Of ◽  
Employee Responses

A recent and growing number of studies examined how empowering leadership influences employee outcomes. At the individual level, we meta-analyzed 55 independent samples to determine the association between empowering leader behaviors and subordinates’ responses. Results confirmed the positive links of empowering leadership with evaluations of the leader as well as with employee motivation and resources, attitudes, and performance; the strongest correlation was between empowering leadership and attitudes toward the leader (ρ = .59), whereas the weakest correlation was for empowering leadership with behavioral and performance outcomes (ρ = .31). However, the relationship of empowering leadership with subordinates’ emotions was not significant. Examination of potential moderators, including rating sources, nationality of sample, gender, and industry, did not explain much of the heterogeneity in the results. In sum, findings highlight the potential benefit of empowering leadership for individual and organizational outcomes. Thus, more knowledge about what causes empowering leadership could be useful.

Method in the madness? A meta-analysis on the strategic implications of decision comprehensiveness

2020 ◽  
pp. 147612702090497 ◽  
Author(s):  
Codou Samba ◽  
Pooya Tabesh ◽  
Ioannis C Thanos ◽  
Vassilis M Papadakis
Keyword(s):  
Meta Analysis ◽  
Research Question ◽  
Organizational Outcomes ◽  
Strategic Decision ◽  
Future Research ◽  
Environmental Dynamism ◽  
Definitive Evidence ◽  
Methodological Choices ◽  
Strategic Value ◽  
Measurement Strategies

Is strategic decision comprehensiveness beneficial for firms? Despite significant empirical attention on this research question, inconsistent findings have prevented strong insights from being formed. To help the field move forward, we address long-standing controversies surrounding whether comprehensiveness is beneficial for firms, and whether environmental dynamism enhances or diminishes its effects. We meta-analyze 37 studies and provide the most definitive evidence possible regarding the strategic value of decision comprehensiveness. Our analyses show (1) that strategic decision comprehensiveness and organizational outcomes are positively related to a meaningful degree when subjective outcome measures are used, and (2) that environmental dynamism does not have a moderating impact on this comprehensiveness–outcomes linkage. Our results indicate that measurement strategies and methodological choices may have primarily driven the effects of strategic decision comprehensiveness reported in the literature. They also suggest that long-standing ideas related to moderating effects of dynamism do not hold. We define an agenda for future research and a roadmap for empirical efforts.

Individual psychological distance: a leadership task to assess and cope with invisible change

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ansar Abbas ◽  
Dian Ekowati ◽  
Fendy Suhariadi
Keyword(s):  
Strategic Change ◽  
Meta Analysis ◽  
Theoretical Perspective ◽  
Psychological Distance ◽  
Organizational Outcomes ◽  
Research Review ◽  
Future Research ◽  
Situational Analysis ◽  
Content Type ◽  
Existing Structures

PurposeThe current research review aims to provide a conceptual framework for future research on individual psychological distance in leadership tasks.Design/methodology/approachThrough literature review, the authors developed an intended research framework.FindingsThe need of intended framework from theoretical perspective, meta-analysis and situational analysis is presented in this paper. The discussion on a present study about the various aspects of individual perspective, strategic leadership and its link with organizational outcomes are hypothetically aligned in the framework.Originality/valueStrategic change management is the process of managing change in an organization. Change is critical to measure existing structures in the thoughtful way. Mapping individual behavior change is a difficult task, and organizational goals, objectives and missions are an important element of the learning process. Through this framework, the authors attempt to reach the model.

Will material interest make social workers quit their job? A meta-analysis

2018 ◽  
Vol 20 (3) ◽  
pp. 340-364
Author(s):  
Meng Sha Luo ◽  
Ernest Wing Tak Chui
Keyword(s):  
Social Work ◽  
Social Workers ◽  
Turnover Intentions ◽  
Meta Analysis ◽  
Organizational Outcomes ◽  
Material Interest ◽  
The Social ◽  
Historical Role ◽  
Research Gap ◽  
The Relationship

Summary The academia and the profession have long overlooked the importance of material interest in the profession of social work. In order to address this research gap, we first reviewed the historical role that material interest has played in differentiating professions from nonprofessions and analyzed its decreasing status along the development of professions due to the two competing discourses of professionalization and de-professionalization. We concluded with the fundamental question, “does material interest still matter for the professions under the current professional environments,” and answered this question by purposively selecting one of the most important organizational outcomes of the social work workplace—turnover intentions—as our dependent variable. We then conducted a meta-analysis to investigate the relationship between salary and turnover on 24 studies with a combined sample of 9343 social workers. Findings The results showed that salary was negatively related to social workers’ intentions to leave organizations (r = −.18, ρ = −.21). Specifically, both social workers’ actual salary and their satisfaction with pay and benefits were negatively associated with individual employees’ turnover intentions. Applications This research also supported Barth’s argument that despite social workers’ earnings are “unresponsive” to the labor market, they are not so different from other professions in the workforce market. Research implications both for the third model of the profession—institutionalist professionalism—in contemporary society and for salary raises were discussed.

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