Overcoming risk for women in leader identity development

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nuala F. Ryan ◽  
Michelle Hammond ◽  
Sarah MacCurtain ◽  
Christine Cross
Keyword(s):  
Identity Development ◽  
Women Leaders ◽  
Organizational Support ◽  
Role Models ◽  
Comparative Method ◽  
Development Program ◽  
Healthcare Sector ◽  
Content Type ◽  
Leader Identity

PurposeThe purpose of this paper is to advance our understanding of the role of risk in leader identity development for women by identifying processes women leaders employ to overcome perceived risk.Design/methodology/approachTwenty-five women leaders in the Irish healthcare sector took part in an 18-month long identity-based leadership development program. Qualitative data from interviews, focus groups, critical incident diaries and individual exit surveys and observations were analyzed using the constant comparative method.FindingsFour key processes are identified as women leaders work through risks associated with structural elements (perceiving and mitigating structural risk) and agency of the leader (accepting agentic risks and developing agency).Research limitations/implicationsLike many focused qualitative studies, generalizability to a larger population might be limited. The authors, therefore, recommend future research to consider these issues in other industries, levels and national contexts.Practical implicationsOrganizational members should pay attention to structural factors that affect women's perceptions of risks in internalizing a leader identity such as perceptions of organizational support for development, role models, mentoring and behavioral norms. Programs should aim to increase individual agency through personal reflection and freedom to experiment.Originality/valueThis paper offers an original and nuanced perspective on the role of risk in the leader identity development process for women.

Embracing leadership: a multi-faceted model of leader identity development

2015 ◽  
Vol 36 (6) ◽  
pp. 630-656 ◽  
Author(s):  
Wei Zheng ◽  
Douglas Muir
Keyword(s):  
Leadership Development ◽  
Identity Development ◽  
Development Program ◽  
Lay Leadership ◽  
Learning And Development ◽  
Content Type ◽  
Leader Identity ◽  
Development Professionals ◽  
Self Knowledge ◽  
Identity Changes

Purpose – Leadership development has been replete with a skill-based focus. However, learning and development can be constrained by the deeper level, hidden self-knowledge that influences how people process information and construct meaning. The purpose of this paper is to answer the question of how people construct and develop their leader identity. The authors intend to shed light on the critical facets of identity changes that occur as individuals grapple with existing understanding of the self and of leadership, transform them, and absorb new personalized notions of leadership into their identity, resulting in a higher level of confidence acting in the leadership domain. Design/methodology/approach – The authors conducted a grounded theory study of participants and their mentors in a lay leadership development program in a Catholic diocese. The authors inductively drew a conceptual model describing how leader identity evolves. Findings – The findings suggested that leader identity development was not a uni-dimensional event. Rather, it was a multi-faceted process that encompassed three key facets of identity development: expanding boundaries, recognizing interdependences, and discerning purpose. Further, it is the co-evolvement of these three facets and people’s broadening understanding of leadership that led to a more salient leader identity. Research limitations/implications – The model addresses the gap in literature on how leader identity develops specifically. It enriches and expands existing knowledge on leader identity development by answering the question of what specific changes are entailed when an individual constructs his or her identity as a leader. Practical implications – The findings could be used to guide leadership development professionals to build targeted learning activities around key components of leader identity development, diagnose where people are in their leadership journey, set personalized goals with them, and provide pointed feedback to learners in the process of developing their leader identity. Originality/value – The authors provide an in-depth and integrative account of the contents and mechanisms involved in the construction of the leader identity. The authors zero in on the critical transformations entailed in the process to establish and develop a leader identity.

Nurses’ reciprocation of perceived organizational support: the moderating role of psychological contract breach

2017 ◽  
Vol 10 (2) ◽  
pp. 123-131 ◽  
Author(s):  
Talat Islam ◽  
Mubbsher Munawar Khan ◽  
Fauzia Naheed Khawaja ◽  
Zulfqar Ahmad
Keyword(s):  
Social Exchange ◽  
Organizational Support ◽  
Psychological Contract ◽  
Perceived Organizational Support ◽  
Healthcare Sector ◽  
Citizenship Behavior ◽  
Psychological Contract Breach ◽  
Contract Breach ◽  
Content Type

Purpose The nursing profession demands emotional and psychological attachment to perform well. Nurses should not only engage in their work thoroughly, but also be willing to perform beyond their normal job descriptions. Therefore, the purpose of this paper is to examine the role of perceived organizational support (POS) in enhancing nurses work engagement (WE) and extra-role behavior (i.e. OCB). Design/methodology/approach This study used a questionnaire-based survey to collect data from 389 nurses. Findings The study found that the relationships among POS, WE, and citizenship behavior may further be explained through affective commitment (AC); whereas the association between POS and AC is moderated by the psychological contract breach. Research limitations/implications The data for this study was collected through self-reported questionnaires at one point of time. The implications for the policy makers are also discussed. Originality/value This study integrates job demand resource and social exchange theories in the healthcare sector to explain the nurses’ response to POS.

Holistic Leader(ship) Development: An Integrative Process Model of Leader and Leadership Development

2021 ◽  
Author(s):  
H. Michael Schwartz ◽  
Pooja Khatija ◽  
Diana Bilimoria
Keyword(s):  
Leadership Development ◽  
Identity Development ◽  
Organizational Support ◽  
Process Model ◽  
Leader Development ◽  
Leadership Capacity ◽  
Future Research ◽  
Organizational Contexts ◽  
Leader Identity ◽  
Capital Development

The question of how to efficiently, holistically, and successfully develop leaders has been the focus of scholars and practitioners for several decades. Embedding the process of leader development in organizational contexts allows participants to develop and apply leadership knowledge, skills, and identity awareness. Embeddedness facilitates the holistic integration of the interactive processes of leader development (which focuses on increasing the leadership capacity of an individual) and leadership development (which focuses on increasing the leadership capacity of an organization), which is referred to in this article as leader(ship) development (LD). Two sub-processes involved in LD (i.e., general and situational identity development and knowledge/skill/social capital development) and four mechanisms of embeddedness that facilitate holistic LD (i.e., leader identity integration, opportunities to learn and develop in the organization, organizational support and feedback, and helping relationships) will be described. A discussion on the ways by which management education pedagogy can integrate and facilitate embeddedness and provide guidance for future research will follow.

Cognitive and affective predictors of occupational stress and job performance: the role of perceived organizational support and work engagement

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ana Junça Silva ◽  
Cannanda Lopes
Keyword(s):  
Job Performance ◽  
Occupational Stress ◽  
Work Engagement ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Mediating Effect ◽  
Future Research ◽  
Cross Sectional ◽  
Content Type

PurposeThis study aimed to (1) analyze whether the perceived organizational support (POS) was a significant predictor of performance and stress and (2) explore the mediating role of engagement in these relations.Design/methodology/approachTo test the hypotheses, the authors collected data with 200 working adults in a mandatory quarantine due to COVID-19 pandemic crisis.FindingsThe results showed that the POS contributed to increase engagement, and consequently, job performance. These relations also proved to be significant for stress, because when the POS increased, the work engagement also increased, and as a result decreased occupational stress.Research limitations/implicationsThis study relied on a cross-sectional design. Therefore, future research should consider a daily design to replicate this study and analyze daily fluctuations. Overall, the authors can conclude that work engagement is an affective process through which POS decreases stress and increases performance.Originality/valueThis study tests the mediating effect of work engagement on the link between POS, stress and performance, and its theoretical and practical implications of these findings are discussed.

Impact of perceived organizational support and green transformational leadership on sustainable organizational performance: a SEM approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Manita Kusi ◽  
Fuqiang Zhao ◽  
Dinesh Sukamani
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Current Knowledge ◽  
Future Research ◽  
Content Type ◽  
The Relationship ◽  
Staff Level

PurposeThe study aims to scrutinize the concomitant associations between corporate social responsibility (CSR), perceived organizational support (POS), green transformational leadership (GTL) and organizational performance (OP). This paper aims to explore the role of intervening variable to measure the strength on the relationship between CSR and OP.Design/methodology/approachThis research administered a survey through self-administered questionnaire among the staff-level employees of construction companies of Nepal. Fully filled 305 responses from the participants were analyzed using a structural equation model. The study used self-structured questionnaire as research tool and face-to-face meetings as data collection technique.FindingsThe research indicates that POS showed competitive partial mediation relation between CSR and OP. Besides, a novel exploration of the moderation effect of GTL displays a supportive role in harmonizing the CSR with organizational support to achieve better OP. This study enriches empirical evidence to understand the linkage between CSR and POS in staff-level employees in the construction area. Moreover, the research shed a light on GTL 's moderating influence on the mediated model of CSR, POS and OP.Research limitations/implicationsAlthough the results of the study add to the current knowledge base, several limitations highlight avenues for future research. Future studies can explore the relationship in other study areas with added evidence on a similar result with different analysis patterns and study sample. The research model studied in the context of Nepal creating evidence as a representation for the developing countries.Originality/valueThe intervening role of POS and GTL gives new insight for the research-based organization based social behavior and performance

Informal learning behaviors and the role of workplace support: preliminary findings from an India-USA workforce

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nidheesh Joseph ◽  
E. Sownthara Rajan
Keyword(s):  
Informal Learning ◽  
Organizational Support ◽  
Amazon Mechanical Turk ◽  
Learning Behaviors ◽  
Content Type ◽  
Workplace Support ◽  
Job Support ◽  
The Usa ◽  
Job Role

Purpose (mandatory) The purpose of this paper is to study engagement of employees in informal learning behaviors (ILBs) and to understand the role of workplace support (organizational support, supervisor support and job support) in facilitating such behaviors. Design/methodology/approach (mandatory) The study uses descriptive design with data collected through voluntary non-probability sampling method of 58 employees from India and the USA through Amazon Mechanical Turk. Findings (mandatory) Preliminary findings suggest that 81% of the employees are likely to engage in ILBs and 65.5% agreed to have received workplace support. Employees from India rate their workplace support as higher and are more likely to engage in ILBs than those from the USA. Originality/value (mandatory) This study contributes to workplace informal learning literature and highlights the need for more studies on workforce ILBs across multiple countries and job role variations.

Paternity leave: stepchild of family-friendly policies. Moderating the role of traditional masculinity ideology

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bhawana Maheshwari ◽  
Jatin Pandey ◽  
Aditya Billore
Keyword(s):  
Organizational Support ◽  
Positive Impact ◽  
Theory And Practice ◽  
Content Type ◽  
Masculinity Ideology ◽  
Moderated Mediation Model ◽  
Paternity Leave ◽  
Traditional Masculinity ◽  
The Relationship

PurposeThe purpose of this study is to demonstrate the importance and influence of paternity leave on individual level organizational outcomes. Drawing on signaling theory, the study examines the relationship between paid paternity leave entitlement (PPLE) and organizational attractiveness (OA) through a mediating path of anticipated organizational support (AOS). Furthermore, the study proposes that this mediated relationship would be conditional on traditional masculinity ideology (TMI) such that the relationship would be stronger for individuals who score low on TMI.Design/methodology/approachThe study analyzed a moderated mediation model using the data from a survey experiment. Data were collected from 264 professionals enrolled in an executive education course and will soon be looking for employment.FindingsThe findings supported the mediating role of AOS between PPLE and OA. As predicted, the positive impact of PPLE on AOS and OA is stronger for individuals scoring low on TMI.Originality/valueThis study takes a multidisciplinary approach to understand the underlying mechanisms that impact decisions related to employers. It is one of the few studies that study paternity leave in the Indian context and makes important contributions to theory and practice.

Role of perceived organizational support in teachers’ responsiveness and students’ outcomes

2014 ◽  
Vol 28 (2) ◽  
pp. 246-256 ◽  
Author(s):  
Ishfaq Ahmed ◽  
Wan Khairuzzaman Wan Ismail ◽  
Salmiah Mohamad Amin ◽  
Talat Islam
Keyword(s):  
Academic Performance ◽  
Social Exchange ◽  
Organizational Support ◽  
Social Exchange Theory ◽  
Educational Institution ◽  
Institutional Support ◽  
Content Type ◽  
Teachers And Students ◽  
Responsive Behavior

Purpose – Applying the social exchange theory at educational institution, this research endeavor is aimed to find out impact of organizational (institutional) support on teachers’ responsive behavior, and ultimately outcomes of responsiveness in form of students’ satisfaction and academic performance. Design/methodology/approach – This study was conducted on 20 teachers and 353 students, from the biggest public sector University of Pakistan. These teachers and students belong to ten faculties. A questionnaire was used to elicit response of both the respondent groups. Findings – Findings of the study reveal that provision of supportive environment (high perceived organizational/institutional support) positively influences teachers and they respond well toward the needs of students. This responsive behavior increases both satisfaction and academic performance of students. Originality/value – This research highlights the role of educational institutions in improving the quality of their product (students).

Resistance to change and turnover intention: a moderated mediation model of burnout and perceived organizational support

2020 ◽  
Vol 33 (7) ◽  
pp. 1431-1447 ◽  
Author(s):  
Shalini Srivastava ◽  
Swati Agrawal
Keyword(s):  
Organizational Support ◽  
Turnover Intention ◽  
Perceived Organizational Support ◽  
Resistance To Change ◽  
Cross Sectional ◽  
Content Type ◽  
Relationship Of ◽  
The Relationship ◽  
Moderating Role

PurposeThe purpose of the paper is to study the turnover intention of employees during the phenomenon of resistance to change. The paper examines the mediating role of burnout in the relationship of resistance of change to turnover intention and the moderating role of perceived organizational support in this relationship.Design/methodology/approachThe empirical data of the study has been collected via cross-sectional data collection method and include responses from 410 employees. The moderation mediation analysis has been done using the SPSS macro process.FindingsThe paper finds that resistance to change is an antecedent to the turnover intention which often represents employees' voluntary turnover in the future. This relationship of resistance to change and turnover intention is explained by burnout. However, the study establishes perceived organizational support as moderator, and with high POS, strength of this relationship will be reduced.Originality/valueThis paper contributes by examining the burnout as an intervening variable in the relationship of resistance to change and turnover intention and perhaps establishes for the first time the moderating role of perceived organizational support in reducing the influence of resistance to change on turnover intention, since retaining employees is of value to the organization.

Entrepreneurial leadership: a missing link between perceived organizational support and organizational performance

2020 ◽  
Vol 16 (4) ◽  
pp. 377-388 ◽  
Author(s):  
Rabia Imran ◽  
Raghad Ezzeldin Aldaas
Keyword(s):  
Organizational Performance ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Past Research ◽  
Entrepreneurial Leadership ◽  
Cross Sectional ◽  
Content Type ◽  
And Performance ◽  
The Impact

PurposeThe current research is aimed at exploring entrepreneurial leadership (EL) as a mediator in perceived organizational support (POS) and organizational performance (OP) relationship. Furthermore, it also examined the impact of POS and entrepreneurial leadership on the performance of an organization.Design/methodology/approachA purposively selected sample of 216 respondents from the SME sector of Oman was chosen for the study.FindingsThe results revealed that POS and entrepreneurial leadership positively and significantly have an effect on organizational performance. Moreover, the hypothesized role of entrepreneurial leadership as a mediator between POS and OP relationship was also supported.Research limitations/implicationsIn spite of the novelty of the research, it was limited due to a few reasons. First, the research design is cross-sectional. Second, the research only focused SME sector. This research only focused on entrepreneurial leadership as a mediator, whereas, other mediators could have been explored as well.Originality/valueThe research on POS and organizational performance relationship is still in its exploration stage. Past research indicate that POS has an effect on different outcomes within an organization, including its performance. However, still, the research on the entrepreneurial leadership process is quite scarce. The current research will explore it in the context of Oman, where there is a dire need to establish SME sector performance. The unique combination between POS, entrepreneurial leadership and performance in the SME sector of Oman marks the novelty of the current research. This study contributes to the SME’s literature and it is among the pioneer studies exploring the mediating role of entrepreneurial leadership in the relationship between POS and OP.

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