scholarly journals Mind the mindset! The interaction of proactive personality, transformational leadership and growth mindset for engagement at work

2018 ◽  
Vol 23 (1) ◽  
pp. 48-66 ◽  
Author(s):  
Marjolein C.J. Caniëls ◽  
Judith H. Semeijn ◽  
Irma H.M. Renders
Keyword(s):  
Transformational Leadership ◽  
The Netherlands ◽  
Work Engagement ◽  
Design Methodology ◽  
Proactive Personality ◽  
Growth Mindset ◽  
High Tech ◽  
Content Type ◽  
Significant Relationships ◽  
The Relationship

Purpose The purpose of this paper is to analyze whether and how employees’ proactive personality is related to work engagement. Drawing on job demands-resources theory, the study proposes that this relationship is moderated by a three-way interaction between proactive personality × transformational leadership × growth mindset. Design/methodology/approach The study is based on survey data from 259 employees of an internationally operating high-tech organization in the Netherlands. Findings In line with prior studies, support is found for positive significant relationships of proactive personality and transformational leadership with engagement. Additionally, transformational leadership is found to moderate the relationship between proactive personality and work engagement, but only when employees have a growth mindset. Originality/value The study advances the literature that investigates the proactive personality-engagement relationship. Specifically, this study is the first to examine a possible three-way interaction that may deepen the insights for how proactive personality, transformational leadership and growth mindset interact in their contribution to work engagement.

Retention intention: does having a proactive personality matter?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Roksana Binte Rezwan ◽  
Yoshi Takahashi
Keyword(s):  
Boundary Condition ◽  
Human Resource ◽  
Work Engagement ◽  
High Performance ◽  
Design Methodology ◽  
Proactive Personality ◽  
Single Model ◽  
Content Type ◽  
The Relationship ◽  
Main Relationship

PurposeIn this study, the authors examine how employees' retention intentions are related to their proactive personalities through the theoretical lens of the model of motivational force of turnover and the model of proactive motivation. More specifically, the authors also verify the partial mediation of work engagement on the main relationship and moderation of high-performance human resource practices (HPHRPs) in the process, which has rarely been explored previously.Design/methodology/approachThe hypothesized model was tested using partial least squares structural equational modeling on a sample of 221 employees of a bank in Bangladesh.FindingsThe results showed that having a proactive personality is positively related to retention intentions due to enhanced work engagement. However, the effect of the interaction between having a proactive personality and HPHRPs was found to be not significant on work engagement and retention intention.Originality/valueThis study contributes to the literature by exploring the reason behind mixed results found in the relationship between having a proactive personality and retention intentions through work engagement as a mediator and HPHRPs as a contextual boundary condition in a single model.

The impact of a proactive personality on innovative work behavior: the role of work engagement and transformational leadership

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Namra Mubarak ◽  
Jabran Khan ◽  
Robina Yasmin ◽  
Atasya Osmadi
Keyword(s):  
Transformational Leadership ◽  
Work Engagement ◽  
Research Question ◽  
Proactive Personality ◽  
Work Behavior ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
The Relationship

PurposeThrough the lens of social exchange theory, this study aims to assess the relationship between proactive personality and innovative work behavior by incorporating the mediating role of work engagement and moderating role of transformational leadership between proactive personality and work engagement.Design/methodology/approachData were collected from 259 employees working in Pakistani small-medium enterprises (SMEs). The purposive sampling technique was used to collect data. For hypothesis testing, Preacher and Hayes process macro was employed.FindingsConfirmatory factor analysis verified the distinctiveness of the variables used in this study. The findings show that a proactive personality had a positive influence on innovative work behavior directly and indirectly through work engagement, and transformational leadership positively moderates the relationship between a proactive personality and work engagement in such a way that with high transformational leadership behavior relationship will be strengthened.Originality/valueThis study has addressed three research questions that have been left unanswered in the literature. The initial research question is “how proactive personality enhances innovative work behavior?” This study found that proactive personality enhanced innovative work behavior. The second research question is “what are the suggested mechanisms for proactive personality to promote innovative work behavior?” This study has proven that a proactive personality enhanced innovative work behavior through an important mediating mechanism, namely work engagement. Finally, the third question of the study is “does transformational leadership moderate the relationship between proactive personality and work engagement? The study shows that transformational leadership positively moderates between proactive personality and work engagement.

Linking leadership styles to work engagement

2018 ◽  
Vol 12 (2) ◽  
pp. 433-452 ◽  
Author(s):  
Yongzhan Li ◽  
Gloria Castaño ◽  
Yongxin Li
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Work Engagement ◽  
Psychological Capital ◽  
Equation Modeling ◽  
High Tech ◽  
Content Type ◽  
Effect Mechanism ◽  
The Relationship

PurposeThe purpose of this study is to explore the relationship between leadership styles, psychological capital and job engagement.Design/methodology/approachData were collected among knowledge workers working no less than 1 year in three high-tech enterprises in Henan Province, China. The investigation was conducted with the cooperation from the human resource departments of the selected enterprises from August to October 2014. To minimize potential common method bias, the authors adopted a cross-lagged design with a time gap of four months. The statistical methods included descriptive statistics, structural equation modeling (SEM) and bootstrap analysis.FindingsThe results showed: leadership styles significantly influenced employees’ psychological capital and work engagement; specifically, transformational and transactional leadership positively predicted employees’ psychological capital and work engagement; compared with transactional leadership, transformational leadership had stronger predictive power to employees’ psychological capital and work engagement; employees’ psychological capital positively predicted their work engagement; and employees’ psychological capital acts as partial mediator between leadership styles and employees’ work engagement.Originality/valueAlthough a body of studies have shown that leadership is an important factor influencing employees’ work attitude and outcomes, it is only in recent years that the effect mechanism of leadership becomes a hot subject in organizational behavior and management fields. As for leadership styles, in general, most research concerned transformational leadership, rather than transactional leadership and only a little of research compared the effects of transformational leadership and transactional leadership on employees’ work outcomes. In terms of outcomes of leadership, as noted earlier, the previous research mainly explored job performance, job satisfaction, innovation behavior, job burnout and so on. Regarding the effect of leadership styles on employees’ work engagement, in spite of more and more supportive evidence of the link between transformational leadership and work engagement, few studies examined the relationship between transactional leadership and work engagement. What’s more, to the best of our knowledge, till now, no empirical research has explored the internal mechanism of this effect from the perspective of psychological capital. Therefore, the present study is a breakthrough for the direct model of leadership styles and employees’ engagement, theoretically bridges the research gap and contributes to the existing literature by presenting a new picture of leadership behavior effect mechanism.

scholarly journals THE IMPACT OF PROACTIVE-PERSONALITY ON INNOVATIVE WORK BEHAVIOR AND WORK ENGAGEMENT IN THE UAE AVIATION INDUSTRY.

2019 ◽  
Vol 2 (1) ◽  
pp. 108-112
Author(s):  
Sultan Salem Alshamsi ◽  
Kamarul Zaman Bin Ahmad
Keyword(s):  
Work Engagement ◽  
Structural Equation ◽  
Proactive Personality ◽  
Work Behavior ◽  
Aviation Industry ◽  
Innovative Work Behavior ◽  
Significant Relationships ◽  
Innovative Work ◽  
The Impact ◽  
The Relationship

The objective of this research is to examine the relationship between Proactive Personality, innovative work behavior, and work engagement. The sample consists of 220 respondent managers in the Aviation Industry in the UAE. Results of Structural Equation Modelling using SmartPLS revealed that there are significant relationships between Proactive Personality and innovative work behavior, and between Innovative Work Behavior and Work Engagement.

The relationship of leaders’ humor and employees’ work engagement mediated by positive emotions

2016 ◽  
Vol 37 (8) ◽  
pp. 1083-1099 ◽  
Author(s):  
Ashita Goswami ◽  
Prakash Nair ◽  
Terry Beehr ◽  
Michael Grossenbacher
Keyword(s):  
Transformational Leadership ◽  
Positive Affect ◽  
Leadership Style ◽  
Work Engagement ◽  
Positive Emotions ◽  
Content Type ◽  
Transformational Leadership Style ◽  
Relationship Of ◽  
Affect At Work ◽  
The Relationship

Purpose The purpose of this paper is to examine affective events theory (AET) by testing the mediating effect of employees’ positive affect at work in the relationships of leaders’ use of positive humor with employees’ work engagement, job performance, and organizational citizenship behaviors (OCBs); and the moderating effect of transformational leadership style on the relationship between leaders’ use of positive humor and subordinate’s positive affect at work. Design/methodology/approach Data were obtained from 235 full-time employees working for a large information technology and business consulting corporation. Moderated mediation (Hayes, 2013) was performed to test the proposed model. Findings Leaders’ positive humor was related to creation of subordinates’ positive emotions at work and work engagement. Positive emotions at work did not mediate between leaders’ humor and performance or OCBs. In addition, leaders’ use of transformational leadership style made the relationship between leaders’ positive humor and employees’ positive emotions at work stronger. Research limitations/implications This study provides evidence of the positive relationship of leaders’ positive humor with employees’ positive emotions at work and work engagement. Such knowledge may help to inform the training workshops in humor employed by practitioners and potentially create a more enjoyable and fun workplace, which can lead to greater employee engagement. Originality/value AET helps explain effects of leader humor, but the effects of are complex. Leader’s use of even positive humor is most likely to have favorable effects mainly depending on their leadership style (transformational) and if their humor successfully leads to positive emotions among employees.

The relationship between work engagement and workaholism: a systematic review and meta-analysis

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yunsoo Lee ◽  
Jae Young Lee ◽  
Jin Lee
Keyword(s):  
Systematic Review ◽  
Work Engagement ◽  
Design Methodology ◽  
Meta Analysis ◽  
Future Research ◽  
Content Type ◽  
Extant Literature ◽  
Heavy Work ◽  
Person Centered Approach ◽  
The Relationship

Purpose The purpose of this study is to clarify the relationship between two sub-constructs of heavy work investment: work engagement and workaholism. Design/methodology/approach The authors conducted a systematic review and meta-analysis to synthesize and critically assess existing research on the relationship between these concepts. Findings The review revealed three major shortcomings of the extant literature: a dichotomous perspective, variations in measurements and the unaddressed complexity of the relationship. Originality/value Based on these findings, this study provides a discussion on the limitations and suggestions for future research on work engagement and workaholism, including using a person-centered approach.

Mattering in digital labor

2019 ◽  
Vol 34 (4) ◽  
pp. 307-324
Author(s):  
Eliane Bucher ◽  
Christian Fieseler ◽  
Christoph Lutz
Keyword(s):  
Work Engagement ◽  
Design Methodology ◽  
Social Recognition ◽  
Amazon Mechanical Turk ◽  
Content Type ◽  
Four Dimensions ◽  
Individual Perceptions ◽  
Digital Labor ◽  
The Relationship ◽  
Insight Into

Purpose Online gig labor platforms bring together a global and fast-growing workforce to complete highly granular, remote and decontextualized tasks. While these environments might be empowering to some workers, many others feel disenfranchised and removed from the final product of their labor. To better understand the antecedents of continued participation in forms of crowdsourced digital labor, the purpose of this paper is to explore the relationship between worker’s ability to create a narrative of their work mattering regardless, and their continued work engagement (WE) in these work setups. Design/methodology/approach The authors approach the relationship between individual mattering and digital WE through a longitudinal study among workers on the crowdworking platform Amazon Mechanical Turk. The authors further provide qualitative insight into individual perceptions of mattering based on essay data. Findings The authors develop a measure of mattering in crowdworking with four dimensions: reliance, social recognition, importance and interaction. Reliance is the most pronounced dimension, followed by interaction, importance and social recognition. In the final longitudinal model, only importance affects WE positively, while the other three mattering dimensions do not have a significant effect. Originality/value The findings indicate that individuals who feel that they themselves and their work “count” and “make a difference” will be more engaged in their digital labor. By clarifying the dimensionality of mattering in crowdwork and studying its differentiated effect on WE, the paper makes a contribution to research on crowdwork and the future of work. Beyond the theoretical contributions, the finding that perceived importance fosters WE has important implications for task and platform design.

Substitutes or complements? Individual-focused and group-focused transformational leadership in different organizational structures in new firms

2017 ◽  
Vol 38 (5) ◽  
pp. 699-718 ◽  
Author(s):  
Xiumei Zhu ◽  
Mingxu Bao
Keyword(s):  
Transformational Leadership ◽  
Organizational Structure ◽  
Design Methodology ◽  
Organizational Structures ◽  
New Firms ◽  
Comprehensive Understanding ◽  
Content Type ◽  
Significant Performance ◽  
Established Firms ◽  
The Relationship

Purpose The significant performance implications of individual-focused and group-focused transformational leadership have been documented for established firms, but the issue of whether they are complementary or substitutive still remains a puzzle, and whether their relationship differs in new firms remains unanswered. The purpose of this paper is to investigate the relationship between individual-focused and group-focused transformational leadership in different organizational structures in new firms. Design/methodology/approach The study draws on survey data of 209 questionnaires from 63 teams in 63 new firms in China. Findings The results suggest that individual-focused and group-focused transformational leadership are substitutive when the organizational structure is mechanistic, and are complementary when the structure is organic. Originality/value The study contributes to the debate on the relationship between individual-focused and group-focused transformational leadership by comparing organizational structure characteristics and offering a comprehensive understanding of the issue.

scholarly journals Reasons for choosing mechanisms to protect knowledge and innovations

2014 ◽  
Vol 52 (2) ◽  
pp. 207-229 ◽  
Author(s):  
Heidi Olander ◽  
Mika Vanhala ◽  
Pia Hurmelinna-Laukkanen
Keyword(s):  
Least Squares ◽  
Partial Least Squares ◽  
Design Methodology ◽  
Knowledge Flows ◽  
Content Type ◽  
Significant Relationships ◽  
Protection Mechanisms ◽  
Informal Relations ◽  
The Relationship ◽  
Practical Implications

Purpose – Prior research has confirmed the usefulness of both formal and informal protection mechanisms for governing knowledge flows. However, there is lack of research on the motivation and needs driving firms in their choice of mechanisms for each situation. The aim of this paper is to examine the reasons for choosing formal or informal mechanisms. Design/methodology/approach – The hypotheses were tested on a sample of 209 companies engaged in R&D. A Partial Least Squares was used for the analyses. Findings – This study identifies statistically significant relationships between the protection need and the firm's strategy. The results indicate that there is variance in the use of mechanisms when there is a specific motivation for seeking protection, and when the firm faces difficulties related to protection issues. Research limitations/implications – The data were gathered in a single country. The results may be different if practices in a culture based more on informal relations, with less efficient patent system, were investigated. Practical implications – The study provides managers with useful information on the informal protection of knowledge and innovations when resources are limited. In particular, it helps them to identify situations in which informal mechanisms are potentially more useful. Originality/value – This study adds to the literature by studying quantitatively the relationship between the recognised need for protection and the choice of formal and/or informal protection as a strategy. It combines both formal and informal mechanisms. To the best of the authors' knowledge, this is one of the few studies examining HRM-related protection mechanisms.

Transformational leadership and MNCs: evidence from Morocco community

2020 ◽  
Vol 14 (2) ◽  
pp. 201-230
Author(s):  
Ramo Palalic ◽  
El Mustapha Ait Sidi Mhamed
Keyword(s):  
Transformational Leadership ◽  
Regression Analysis ◽  
Organizational Commitment ◽  
Sample Size ◽  
Leadership Styles ◽  
North Africa ◽  
Design Methodology ◽  
Multinational Companies ◽  
Content Type ◽  
The Relationship

Purpose This study aims to explore the relationship between transformational leadership and organizational commitment in multinational companies (MNCs) in Morocco. Design/methodology/approach The study used a sample size of 256 employees to attain results regarding a relationship between transformational leadership and organizational commitment. Proposed hypotheses are tested through regression analysis. Findings Findings show a relationship between transformational leadership and organizational commitment. Organisations use different leadership styles and thus act differently. However, tranformational leadership shows its importance in leading organisations who aim to be constantly committed. Originality/value To the authors’ knowledge, this is the first research in North Africa that investigates the level of transformational leadership and organizational commitment in MNCs.

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