Achieving triple “P” bottom line through resonant leadership: an Indian perspective

2016 ◽  
Vol 65 (5) ◽  
pp. 694-703 ◽  
Author(s):  
Usha Lenka ◽  
Binita Tiwari
Keyword(s):  
Leadership Style ◽  
Positive Emotions ◽  
Triple P ◽  
Spiritual Beliefs ◽  
Socialization Process ◽  
Bottom Line ◽  
Content Type ◽  
A Value ◽  
Resonant Leadership ◽  
Level Of Consciousness

Purpose – The purpose of this paper is to review the extant literature on resonant leadership and develop a conceptual framework about the role played by resonant leaders of crisis-ridden firms in developing employees for achieving triple “P” bottom line. Design/methodology/approach – A systematic review of literature was conducted from 1994 to 2015 with key words leadership, resonant leadership, and triple “P” bottom line. Related research papers were searched from select databases of Elsevier, Emerald, Sage, Springer, Taylor and Francis, Wiley, and other library services of Proquest, Ebsco, and Scopus. Findings – Resonant leaders motivate their subordinates by being compassionate toward them, showing an overall positive mood, and through guidance for achieving sustainable triple “P” bottom line. India is a secular country that emphasizes on spiritual beliefs as well as on socio-cultural and religious values. Therefore, Indian managers generally adopt these values in their early socialization process by following traditional epics and religious scriptures. They spread positive emotions among their subordinates and raise their level of consciousness by exhibiting altruistic values. Therefore, altruism could be considered as an additional dimension of resonant leadership style of Indian managers for downsized firms. These leaders nurture surviving employees at the time of economic crisis to build a sustainable triple “P” bottom line. Originality/value – Altruism can be considered as a new dimension of resonant leadership style of Indian managers for downsized firms. These leaders provide a sense of psychological security to their employees by developing a value led organization with meaningful vision and an edge over their competitors.

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.

An empirical investigation of innovation process in Indian pharmaceutical companies

2019 ◽  
Vol 23 (3) ◽  
pp. 500-523 ◽  
Author(s):  
Usha Lenka ◽  
Minisha Gupta
Keyword(s):  
Information Sharing ◽  
Leadership Style ◽  
Innovation Process ◽  
Proactive Personality ◽  
Team Leaders ◽  
Team Creativity ◽  
Content Type ◽  
Team Members ◽  
Resonant Leadership ◽  
Creativity And Innovation

Purpose The purpose of this paper is to develop a conceptual framework exploring innovation process in research and development units of organizations. Research and development (R&D) teams of pharmaceutical firms operating in India were the unit of analysis. Design/methodology/approach Data were collected from 352 leaders and equal number of team members working in R&D teams. Responses were collected through questionnaire survey method. Questions to measure variables of members’ proactive personality, emotional intelligence, trust, task reflexivity, team creativity and innovation adoption were answered by team leaders. Similarly, questions on variables, resonant leadership style of team leaders, team information sharing process and climate for innovation were answered by team members. Out of 450 distributed questionnaires, 352 completely filled responses were finally obtained, with a response rate of 78 percent. Data were analyzed through structural equation modeling using AMOS 21.0 software package. Findings Findings of the study reveal that members’ proactive personality, emotional intelligence and trust enhance members’ learning ability called task reflexivity. This learning is further promulgated with the intervention of team information sharing process and support for innovation. Team creativity enhances innovation implementation in organizations. However, resonant leadership style of team leaders does not support task reflexivity. Practical implications Overall, the study highlights that creativity is promulgated when information is disseminated among members in a supportive climate for innovation. Organizations can create and innovate by developing capability of members who are proactive, emotionally intelligent and who trust their colleagues, so that team members can rationally judge organizational priorities, learn from their colleagues, plan and execute novice ideas to serve market needs. Originality/value R&D team enhances creativity and innovation in organizations by leveraging their talent and skills. This work is an attempt to develop an innovation process model in Indian pharmaceutical organizations to promulgate creativity and innovation through R&D teams.

Integrating lean and visual management in facilities management using design science and action research

2017 ◽  
Vol 7 (3) ◽  
pp. 300-312 ◽  
Author(s):  
Audrey Lynn Schultz
Keyword(s):  
Action Research ◽  
Asset Management ◽  
Management System ◽  
Design Science ◽  
Original Research ◽  
Facilities Management ◽  
Bottom Line ◽  
Content Type ◽  
Lean Principles ◽  
A Value

Purpose The purpose of this paper is to create a value-based facilities management (FM) workplace by integrating lean principles, lean concepts, and specifically visual management technologies to improve efficiency, transparency, and value in the built environment. Design/methodology/approach The original research methodology used design science research framework with an action research (AR) approach. The chosen qualitative research methods included questionnaires, unstructured and semi-structured interviews, and participatory observation in action. Findings The facilities asset management department needs to align itself more strategically with organization leadership by understanding core business values, mission, and vision. It is essential they become a partner in creating a value-based contribution to the organizations bottom line and strategic plan. This can be established by embracing lean principles, concepts, and visual technologies, strategically linking the FM and asset management department to the organization holistically. The research acknowledged that a lean visual workplace management system could be introduced in facilities asset management with success. The findings suggest that change management should form part of the lean journey. Research limitations/implications The original research was limited in scope to one UK university estates and property services department’s lean journey and their third party outsourced FM service provider. Originality/value By using the visual workplace management system to integrate lean and visual management technologies in FM asset management systems value-based FM services and recognition from the C-suite will be achieved. Additionally, a new design science framework with an AR approach was developed as a research method

Ways to maximize the triple bottom line of the telecommunication industry in Malaysia

2017 ◽  
Vol 30 (2) ◽  
pp. 263-280 ◽  
Author(s):  
Nur Kamariah Abdul Wahid ◽  
Norizah Mohd. Mustamil
Keyword(s):  
Leadership Style ◽  
Spiritual Leadership ◽  
Triple Bottom Line ◽  
Well Being ◽  
Telecommunication Industry ◽  
Spiritual Values ◽  
Balance Scorecard ◽  
Bottom Line ◽  
Content Type ◽  
Inner Sense

Purpose The purpose of this paper is to examine the potentials of spiritual leadership in maximizing the triple bottom line (TBL) (people, planet, and the profit) of the telecommunication industry in Malaysia. The research was conducted as a quantitative study based on the SEM Smart-PLS on four telecommunication organizations in Malaysia that represent the Malaysian telecommunication industry. The research was intended to prove that organizations can still develop a business model that adopts and adapts to spiritual, ethical, and moral leadership style as well as guarantees employees’ well-being, organizational sustainability, and social responsibility without sacrificing its profitability by acknowledging the spiritual impact on management and employees’ performance. Design/methodology/approach The research was conducted using the spiritual leadership survey developed by Louis W. Fry (2010) called the spiritual leadership balance scorecard that measured the spiritual leadership dimensions, spiritual well-being against the measure for TBL of productivity, organizational commitment, and life satisfaction (Fry and Altman, 2013; Fry et al., 2010). A set of questionnaire was developed that combines prior established instruments, and sent to 140 employees working in the telecommunication organizations in Malaysia on a purposive sampling method, based on the SEM-PLS approach (Hair, 2010). Findings The research has proven that organizations can still boosts its profitability by adopting to business models that acknowledge the importance of human values, the emotional part and the spiritual part. As the research has surprisingly proven that by having spiritual leaders on premise, a telecommunication provider will be able to awaken a sense that one’s life has meaning, not just to his or her own selves, but to the community at large as well. The spiritual leaders are able to influence a sense that one’s life has meaning and wanting to make differences in others life as when the employees, through the inner life, hope and faith given by the leaders in striving for the visions with altruistic love. Research limitations/implications The limitation of the study to include cultural values as a contributing factor to the spiritual values could have been an avenue for future research on the influence of spiritual leadership on the TBL of such organizations. As such, this may be the reason why the employees of the telecommunication organizations in Malaysia are scoring low in developing a sense of calling, when due to the culture of being Malaysian, scoring high in Hofstede’s theory of culture on uncertainty avoidance and power distance (Ting and Ying, 2013). Practical implications Adapting to spiritual leadership facilitate employee engagement by tackling the soft part of human resources, the inner sense. The inner sense is able to awaken the conscience and compassion, which can lead to effective working attitude, commitment, and engagement as reciprocal effects. Social implications Spiritual leadership is the agenda to win back employees’ trust and confidence to the organizations which have proven to cause mishap in the current economic trend. The values brought by spiritual leadership are able to balance between work and life and in fulfilling the human needs to feel appreciated, regarded and respected and that being human, the urge to be connected to a community is unavoidable and to feel happy with what they are doing is the food for the soul. Originality/value No study has ever been conducted in the Malaysian context with regard to spiritual leadership and at the same time employing the balance scorecard developed academically into a practical context. On the other hand, the study also proved to be the first with regard to scientifically proving the importance of spiritual values to leadership style, workplace experience as well as to organizational performance in terms of job satisfaction, productivity, and satisfaction in life.

What makes the difference? Employee social media brand engagement

2019 ◽  
Vol 34 (7) ◽  
pp. 1459-1467 ◽  
Author(s):  
Sherese Y. Duncan ◽  
Raeesah Chohan ◽  
João José Ferreira
Keyword(s):  
Social Media ◽  
Brand Equity ◽  
Positive Emotions ◽  
Content Type ◽  
Word Use ◽  
Brand Engagement ◽  
Analytical Thinking ◽  
Industry Competition ◽  
The Difference ◽  
Business To Business

Purpose This paper aims to explore, using the employee lens of business-to-business firms, word use through brand engagement and social media interaction to understand the difference between employees who rate their employer brands highly on social media and those who don't. Design/methodology/approach We conducted a textual content analysis of posts published on the social media job evaluation site glassdoor.com. LIWC software package was used to analyze 30 of the top 200 business-to-business brands listed on Brandwatch using four variables, namely, analytical thinking, clout, authenticity and emotional tone. Findings The results show that employees who rate their employer’s brand low use significantly more words, are significantly less analytic and write with significantly more clout because they focus more on others than themselves. Employees who rate their employer’s brand highly, write with significantly more authenticity, exhibit a significantly higher tone and display far more positive emotions in their reviews. Practical implications Brand managers should treat social media data disseminated by individual stakeholders, like the variables used in this study (tone, word count, frequency), as a valuable tool for brand insight on their industry, competition and their own brand equity, now and especially over time. Originality/value This study provides acknowledgement that social media is a significant source of marketing intelligence that may improve brand equity by better understanding and managing brand engagement.

Graduates giving back – a mentoring program for MBA students

2015 ◽  
Vol 4 (3) ◽  
pp. 200-212 ◽  
Author(s):  
Ann Darwin
Keyword(s):  
Higher Education ◽  
South Australia ◽  
Value Added ◽  
Master Of Business Administration ◽  
Mentoring Program ◽  
Education Students ◽  
Content Type ◽  
Mba Students ◽  
A Value ◽  
The University

Purpose – The purpose of this paper is to discuss the challenges and obstacles encountered in the implementation of a mentoring program for Master of Business Administration (MBA) students at the University of South Australia (UniSA) Business School. The paper starts with an exploration into the need for a mentoring program, the trial and subsequent four years of implementation. The paper also explores the network model of mentoring and the reasons why this, rather than a more traditional model, was chosen for the program’s implementation. Design/methodology/approach – This exploratory case study uses data from over 600 students and their alumni mentors over a five-year period to evaluate and improve the program as well as cultivating a critical community of adult learners. Findings – Feedback from students indicates that the mentoring program is regarded by most as a value-added feature of their early learning as it offers support, if and when it is required, from those who have been there before. Research limitations/implications – Results are limited to one institution. However, as research into mentoring for higher education students is thin on the ground, this study contributes to our understanding of the positive impacts of mentoring on student success. Practical implications – This paper emphasizes the importance of business leaders giving back to their alma mater through mentoring current MBA students. It shows how mentoring can support learning and management development. Originality/value – This is an original study which explores ways to increase the learning of higher education students for positive social outcomes.

Models of Effective Teaching

1983 ◽  
Vol 37 ◽  
pp. 16-19
Author(s):  
Jack O'Neill
Keyword(s):  
Leadership Style ◽  
Political Socialization ◽  
Classroom Interaction ◽  
The Political ◽  
Socialization Process ◽  
Authoritarian Leadership ◽  
Democratic Leadership ◽  
Role Behavior ◽  
The One ◽  
Conventional Classroom

Probably the fundamental criticism within the discipline concerning conventional classroom interaction dynamics comes from our sister subsidiary, political socialization. This criticism takes two forms. One version focuses on the teacher's classroom role behavior. Dawson and Prewitt, for example argue that the democratic or authoritarian leadership style of an instructor is the one aspect of the teacher's role considered most important to the political socialization process. The instructor may or may not stress “disciplined learning of the material presented, rigid adherence to rules, and a deferential attitude toward himself as the authority figure.” The authors continue: The crucial notion for political socialization is that these conditions affect the political outlook of the students. Democratic leadership by the teacher fosters attitudes and skills consonant with democratic values. The authoritarian teacher induces his charges to think according to hierarchy and deference to power.

School leadership, teacher’s psychological empowerment and work-related outcomes

2019 ◽  
Vol 33 (7) ◽  
pp. 1501-1514
Author(s):  
Kersti Kõiv ◽  
Kadi Liik ◽  
Mati Heidmets
Keyword(s):  
Job Satisfaction ◽  
School Leadership ◽  
Leadership Style ◽  
Indirect Effect ◽  
School Principals ◽  
Psychological Empowerment ◽  
Content Type ◽  
Work Related ◽  
Perceived Leadership ◽  
The Relationship

Purpose The purpose of this paper is to examine the mediating effect of teacher’s psychological empowerment between school leadership style and teachers’ work-related outcomes. Design/methodology/approach A total of 711 teachers from 31 Estonian schools were surveyed with a questionnaire measuring four dimensions of psychological empowerment (competence, meaning, self-determination and impact), school leadership characteristics (leadership style, leader’s empowering behavior and trust in leader) and teacher’s work-related outcomes (job satisfaction and workplace attachment). AMOS path analysis was used to investigate the direct and indirect relations between the teachers’ perceptions of school leadership, their psychological empowerment and their workplace attachment and job satisfaction. Findings This study found that psychological empowerment (subscales meaning and impact) mediates the relationship between perceived leadership empowerment behavior and teachers’ work-related outcomes. Also, the psychological empowerment (meaning and impact) mediates the relationship between perceived leadership style and teachers’ work-related outcomes. Trust in the principal has direct and indirect effect (through psychological empowerment) on job satisfaction, whereas there only seems to be indirect effect on workplace attachment through two components of psychological empowerment. Practical implications The mediating role of psychological empowerment includes an important message for school principals – in order to empower employees it is not sufficient to merely delegate formal power and decision-making rights. To facilitate the development of psychological empowerment, it is important to provide employees with an opportunity to experience agency, to experience that their voice and opinions are taken into account (perceived impact) and the purpose and targets of the whole organization are discussed with the employees and formulated in collaboration with them (perceived meaning). Originality/value Psychological empowerment as a mediating variable has not been widely researched, especially in school environment. The results will provide important signals for school principals, where and how to find leverage to improve teachers’ job satisfaction and workplace attachment.

The moderating impact of emotions on customer equity drivers and loyalty intentions

2017 ◽  
Vol 29 (2) ◽  
pp. 239-264 ◽  
Author(s):  
Zohaib Razzaq ◽  
Salman Yousaf ◽  
Zhao Hong
Keyword(s):  
Service Delivery ◽  
Customer Service ◽  
Customer Loyalty ◽  
Positive Emotions ◽  
Survey Design ◽  
Emotional Responses ◽  
Point Of View ◽  
Customer Equity ◽  
Content Type ◽  
Loyalty Intentions

Purpose The purpose of this paper is to investigate the significant contribution of emotions along with other conventional loyalty drivers on the loyalty intentions. Design/methodology/approach The influence of three conventional loyalty drivers, i.e., value equity, brand equity, relationship equity on loyalty intentions was investigated by further exploring the moderating effects of negative and positive emotions. A sample of 834 Pakistani consumers in the supermarkets and banking industries was studied employing store-intercept survey design. Findings Consumer behavior is driven by emotions in both the supermarkets and banking context. Thus, in order to better predict customer loyalty intentions, the emotional component is crucial and should be included along with other cognitive components. Practical implications Since customers’ emotional responses throughout service delivery are strongly linked to loyalty, therefore supermarkets and bank service managers need to make sure that the customers experience with their services as pleasurable as possible and for this purpose, customer service employees need to be trained in order to better understand the customers’ emotional responses during the course of service delivery process. Originality/value The present study complements the existing literature regarding the role of emotions in service settings and offers a new point of view for the linkage among emotions, customer equity drivers and customer loyalty intentions.

Doctors’ functional leadership in psychiatric healthcare teams – a reversible leadership logic

2015 ◽  
Vol 21 (3/4) ◽  
pp. 159-180 ◽  
Author(s):  
Johan M. Berlin
Keyword(s):  
Leadership Style ◽  
University Hospital ◽  
Multidisciplinary Teams ◽  
Leadership And Management ◽  
Content Type ◽  
Team Members ◽  
Healthcare Teams ◽  
Medical Teams ◽  
Difficult Situations

Purpose – The purpose of this paper was to study how psychiatric doctors practise leadership in multidisciplinary healthcare teams. The paper seeks to answer the question: How do psychiatric doctors lead multidisciplinary teams during treatment conferences? Design/methodology/approach – Six psychiatric teams were studied at a university hospital. Each team was observed over a period of 18 months, and data were collected during four years (2008-2011). Data were collected through interviews with doctors (n = 19) and observations (n = 30) of doctors’ work in multidisciplinary psychiatric teams. Findings – Doctors in a multidisciplinary team use either self-imposed or involuntary leadership style. Oscillating between these two extremes was a strategy for handling the internal tensions of the team. Research limitations/implications – The study was a case study, performed during treatment conferences at psychiatric wards in a university hospital. This limitation means that there is cause for some caution in generalising the results. Practical implications – The results are useful for understanding leadership in multidisciplinary medical teams. By understanding the reversible logic of leadership, cooperation and knowledge sharing can be gained, which means that a situation of mere peaceful coexistence can be avoided. Understanding the importance of the informal contract makes it possible to switch leadership among team members. A reversible leadership with an informal contract makes the team less vulnerable. The team’s professionals can thus easily handle difficult situations and internal tensions, facilitating leadership and management of multidisciplinary teams. Originality/value – Doctors in multidisciplinary psychiatric teams use reversible leadership logic.

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