Transformational leadership and polychronicity as antecedents of work-home boundaries

2019 ◽  
Vol 42 (4) ◽  
pp. 460-468 ◽  
Author(s):  
Rakesh Mittal ◽  
Joshua E. Bienstock
Keyword(s):  
Life Satisfaction ◽  
Transformational Leadership ◽  
Leadership Behaviors ◽  
Well Being ◽  
Boundary Management ◽  
Content Type ◽  
Negatively Associated ◽  
Important Player ◽  
Weak Boundaries ◽  
Work Domain

Purpose This paper aims to bring together leadership and boundary theories to conceptualize how transformational leadership behaviors and polychronicity might impact our life satisfaction through the boundaries we maintain around our work and home domains. It is argued that transformational behavior of the supervisor will be negatively associated with the strength of boundary that the followers construct around their home domain but will be positively associated with the boundary strength around the work domain. Additionally, it is posited that polychronicity will be negatively associated with the boundary strengths at home and at work but will be positively related with life satisfaction. Design/methodology/approach The concepts of leadership, polychronicity and work-home boundaries are explained, and logical arguments are presented to develop a conceptual framework incorporating these constructs. Findings The conceptual exploration of this study denotes that transformational leadership of supervisors would positively impact the life satisfaction of employees, directly as well as through the boundaries around their work and home domains. Specifically, transformational leadership behaviors of supervisors are expected to be associated with followers’ strong work boundaries but with weak home boundaries. At the same time, highly polychronic individuals are expected to keep weak boundaries around their work and home domains and to have higher life satisfaction. Research limitations/implications The conceptualization of this paper focused on constructs that have not been linked before in one framework. As such, empirical research is suggested to validate the model. Practical implications Understanding the antecedents of life satisfaction of employees is of crucial interest to managers at workplaces. It is suggested that managers should engage employees in co-constructing their work and home boundaries, with a view to increasing the life satisfaction of employees. Further, it seems possible that the hitherto prevalent practice of fostering strong boundaries at work may be hindering the well-being of employees. Social implications Variables active at workplaces, such as polychronicity, also affect the non-work domain and, thereby, the life satisfaction of employees. Originality/value Through this conceptualization, this paper has attempted to fill a gap in boundary management literature by linking transformational leadership of the supervisor to the work and home boundaries of the followers. This study also situates polychronicity as an important player in the work-home interface and life satisfaction of employees. This research links transformational leadership, polychronicity, boundary management and life satisfaction in one model. It thereby contributes to the leadership literature and extends the nomological network of work-non-work boundary management.

Ambidextrous leadership and team innovation

2015 ◽  
Vol 36 (1) ◽  
pp. 54-68 ◽  
Author(s):  
Hannes Zacher ◽  
Kathrin Rosing
Keyword(s):  
Transformational Leadership ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Well Being ◽  
Small Sample ◽  
Team Leaders ◽  
Content Type ◽  
Team Innovation ◽  
Opening And Closing ◽  
Ambidextrous Leadership

Purpose – The purpose of this paper is to report the first empirical test of the recently proposed ambidexterity theory of leadership for innovation (Rosing et al., 2011). This theory proposes that the interaction between two complementary leadership behaviors – opening and closing – predicts team innovation, such that team innovation is highest when both opening and closing leadership behaviors are high. Design/methodology/approach – Multi-source survey data came from 33 team leaders of architectural and interior design firms and 90 of their employees. Findings – Results supported the interaction hypothesis, even after controlling for leaders’ transformational leadership behavior and general team success. Research limitations/implications – The relatively small sample size and the cross-sectional design are potential limitations of the study. The findings provide initial support for the central hypothesis of the ambidexterity theory of leadership for innovation. Practical implications – The results suggest that organizations could train team leaders’ ambidextrous leadership behaviors to increase team innovation. Social implications – Identifying ways to facilitate organizational innovation is important, as it contributes to employment and company growth as well as individual and societal well-being. Originality/value – This multi-source study contributes to the literatures on leadership and innovation in organizations by showing that ambidextrous leadership behaviors predict team innovation above and beyond transformational leadership behavior.

Appraisals matter: relationships between entrepreneurs' stress appraisals and venture-based outcomes

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Andrew A. Bennett ◽  
Stephen E. Lanivich ◽  
M. Mahdi Moeini Gharagozloo ◽  
Yusuf Akbulut
Keyword(s):  
Life Satisfaction ◽  
Well Being ◽  
Business Growth ◽  
Content Type ◽  
Mixed Methods Approach ◽  
Methodological Triangulation ◽  
Stress Appraisals ◽  
Challenge Stress ◽  
Hindrance Stress ◽  
Qualitative Exploration

PurposeThe purpose of this paper is to investigate how stress appraisals (i.e. cognitive evaluations) influence entrepreneurial outcomes like expected financial well-being, life satisfaction, business growth and exit intentions.Design/methodology/approachThis study uses a mixed-methods approach to provide methodological triangulation by analyzing data from two independent samples (qualitative data from 100 entrepreneurs in Study 1; quantitative regression analysis of a sample of 142 entrepreneurs in Study 2).FindingsResults from the qualitative exploration (Study 1) show that entrepreneurs appraised venture-related stressors differently as a challenge, threat or hindrance. The quantitative study (Study 2) found that challenge stress appraisals were positively related to expected financial well-being and expected life satisfaction, threat stress appraisals were negatively related to expected financial well-being and positively related to business exit intentions, and hindrance stress appraisals were positively related to expected business growth and negatively related to business exit intentions.Originality/valueMost entrepreneurship research focuses on stressors rather than appraisals of the stressor. Drawing upon the transactional theory of stress that explains how stress appraisals are an important consideration for understanding the stress process, these two studies showed that stress appraisals differ for each entrepreneur (Study 1) and that stress appraisals explain more variance in many entrepreneurial outcomes than stressors (Study 2).

A “crescendo” model: designing food experiences for psychological well-being

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Lia Zarantonello ◽  
Silvia Grappi ◽  
Marcello Formisano ◽  
Bernd H. Schmitt
Keyword(s):  
Life Satisfaction ◽  
Design Thinking ◽  
Well Being ◽  
Future Research ◽  
Psychological Well Being ◽  
Content Type ◽  
Perceived Life Satisfaction ◽  
Consumer Experiences ◽  
Mind Set ◽  
The Relationship

Purpose This paper aims to advance the design-thinking approach in food from an engineering mind-set toward a positive psychology perspective by investigating how consumer experiences evoked by food-related activities can facilitate, stimulate and enhance individuals’ happiness and perceptions of life satisfaction. Design/methodology/approach A diary field experiment was conducted. Participants from a major European city were asked to reflect on their food-related activities, provide descriptions and answer questions on experiential stimulation derived from these activities in relation to happiness and perceived life satisfaction. Findings Food-related activities generally result in positive consumer experiences and psychological well-being. Experiential stimulation resulting from food activities is positively related to perceived life satisfaction directly and indirectly via pleasure and meaning. Although the authors found an overall positive relationship between these constructs, they also found differences based on the experience type considered. A “crescendo model” of experiences that details how experiences lead to happiness and perceived life satisfaction is presented. Research limitations/implications This study is largely exploratory. Future research should adopt an experimental approach and further test the relationship between experiential stimulation, happiness and perceived life satisfaction in the context of food. Practical implications The paper offers innovation teams in food companies a practical “crescendo model” that can be used to design product–consumer interactions. Originality/value The research bridges literatures on design thinking, psychological well-being and consumer experiences. By studying the relationship between experiences, happiness and perceived life satisfaction in the context of food, the findings contribute to research on food well-being by expanding the notion of happiness seen only as pleasure. The research also contributes to work on design thinking by offering an experiential framework that contributes to the notion of consumer empathy.

Positive and proactive leadership: disentangling the relationships between stress, resilience, leadership style and leader satisfaction/well-being

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Charlotte D. Shelton ◽  
Sascha D. Hein ◽  
Kelly A. Phipps
Keyword(s):  
Leadership Style ◽  
Time Management ◽  
Leadership Behaviors ◽  
Well Being ◽  
Process Skills ◽  
Work Process ◽  
Theoretical Understanding ◽  
Content Type ◽  
Positive Leadership ◽  
The Impact

Purpose This study aims to analyze the relationships between leader resilience, leadership style, stress and life satisfaction. It reflects an emerging theoretical framework that positions resilience as a capacity that can be developed vs a response mechanism driven by innate traits. Design/methodology/approach To test three research hypotheses, online survey data were collected from 101 E.M.B.A. alumni of a US-based university using a cross-sectional, correlational research design. The results were analyzed using multiple linear regression. The authors assessed resilience, leadership style, stress and satisfaction/well-being using standardized inventories. Findings The results support previous research that has identified a significant relationship between resilience and positive leadership. Unique to this study, however, is the finding that work process behaviors (e.g. time management, cooperation, receptiveness) rather than traits (e.g. optimism, self-esteem, locus of control) are the resilience factors most associated with a positive leadership style. Work process skills significantly interacted with stress level to moderate leadership style. Additionally, a positive leadership style moderated the impact of stressful life events on leader satisfaction/well-being. Research limitations/implications Key limitations are sample size and the risk of common method variance. Though numerous procedural steps were taken to control for these issues, future research with a larger and more diverse sample is needed. Practical implications Organizational stress is pervasive, and resilience is increasingly recognized as a foundational leadership skill. This study provides empirical data documenting positive relationships between resilience, constructive leadership and leader satisfaction/well-being. This research also identifies work process behaviors (e.g. time management, cooperation and receptiveness) as the primary resiliency factors associated with sustaining positive leadership behaviors in times of stress. These results support previous research findings that have positioned resiliency as a capacity that can be developed, providing further support for investing in resiliency training for leaders. Originality/value This research contributes to the literature by analyzing resilience more comprehensively than previous studies. It extends the theoretical understanding of resilience beyond traits using an 160-item inventory that assesses four discrete domains of resilience. The results provide support for the importance of developing process skills in leaders to increase resiliency; thus, increasing the probability, they will model constructive leadership behaviors in times of significant stress.

Effectiveness of full range leadership development among middle managers

2015 ◽  
Vol 34 (9) ◽  
pp. 1161-1180 ◽  
Author(s):  
Teerapun Chaimongkonrojna ◽  
Peter Steane
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Effective Leadership ◽  
Middle Managers ◽  
Leadership Behaviors ◽  
Full Range ◽  
Development Program ◽  
Content Type ◽  
Full Range Leadership ◽  
The Impact

Purpose – The purpose of this paper is to examine the impact of the Full Range Leadership Development Program (FR-LDP) of middle managers of a furniture company in Thailand and explore how they experience the leadership development phenomenon. It addresses the fundamental question of how effective leadership behaviors occur and are sustained. Design/methodology/approach – In total, 31 middle managers completed a six-month multi-methods development program of three alternating training sessions and on-the-job practice. A 360-degree feedback survey of the Multifactor Leadership Questionnaire 5X Short, comprising 284 questionnaires of “leaders” and “raters,” was used to measure the change in effective leadership behaviors and the overall leadership outcome. A sub-sample of 20 participants from these managers was selected for in-depth interviews at the end of the intervention. Semi-structured interviews and critical incident analysis was applied to understand the leadership experience of these managers. Findings – The study revealed that leadership behavior and overall outcome performance had improved over the course of the FR-LDP. The program did contribute positively to individual learning. Sustained effectiveness was not due solely to the development or intervention process, but also on individual objectives and action, together with supervisor interest and support. Research limitations/implications – The study provides a valid, in-depth insight into leadership in Thailand, which has practical application. However, the size of the sample may not be sufficient for broad generalizations in other cultural contexts or environments. Originality/value – The study extends the understanding of how middle managers develop transformational leadership in Thailand. The study contributes to how middle managers learn what they need to know, how they get to know it and factors that influence their practice of transformational leadership in their workplace. The findings provide to organizations options on resources, talent retention and sustaining organizational performance.

Psychological capital and career commitment: the mediating effect of subjective well-being

2018 ◽  
Vol 56 (2) ◽  
pp. 458-473 ◽  
Author(s):  
Hansika Singhal ◽  
Renu Rastogi
Keyword(s):  
Life Satisfaction ◽  
Negative Affect ◽  
Positive Affect ◽  
Psychological Capital ◽  
Career Commitment ◽  
Well Being ◽  
Subjective Well Being ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to discover the role of psychological capital (PsyCap) as a predictor of subjective well-being (SWB) and career commitment (CC). Further, it aims to analyze the mediating role of SWB in the relationship between PsyCap and CC in the Indian manufacturing sector. Design/methodology/approach A quantitative survey-based research design employing data from 300 employees in the National Capital Region (NCR) of India was used in the present research. Findings The results demonstrated that PsyCap acted as a predictor for SWB and CC. Additionally, SWB partially mediated the relationship between PsyCap and CC. Research limitations/implications The limitations of the present research would have to do with the purposive sample set chosen during the data collection. The sample consisted of middle- and upper-middle-class Indian employees working in the NCR having knowledge of English language and computer skills. Perhaps, future research works should take into account a wider sample in terms of the regions across India and not only the NCR. Although the findings showed that SWB reduced the relationship between PsyCap and CC, still that relationship was significant statistically. Further research studies might also explore various moderators while simultaneously studying SWB. In the research, SWB acted as a significant mediator of the relation between PsyCap and CC, yet at the same time, it may be the scenario that employees who are committed toward their career would be more inclined to espouse a greater sense of SWB (i.e. mediator is caused by the outcome). Hence, the authors duly recognize the need to test this substitute model. Since, SWB places chief emphasis on respondent’s own experiences and perspectives; it does not denote a consummate understanding of their mental health as people may have psychological disorders even if they experience happiness. Hence, the use of other measures in addition to SWB in comprehending a person’s psychological health is desirable (Diener et al., 1997). Practical implications This study suggests that in order for organizations to have a workforce committed to their career and hence, their profession, the supervisors will need to train the employees having a higher incidence of PsyCap to increase their SWB. Consequently, the supervisors will, in turn, need to recruit employees already having the four dimensions of PsyCap, i.e. hope, efficacy, resilience and optimism at the workplace in order for them to have a higher life satisfaction, positive affect, reduced negative affect (three components of SWB) and increased CC. Social implications Employees who develop within themselves a state of being hopeful, efficacious, resilient and optimistic will also be strongly oriented toward having greater life satisfaction, positive affect and lower levels of negative affect. This, in part, would help them achieve the required commitment toward their career and hence, help them in sticking with their jobs. Originality/value The present study advances the existing work on positive organizational behavior by exhibiting the noteworthy role of PsyCap in predicting SWB and CC. Further, it helps in demonstrating the inevitable role of SWB in partially mediating the relationship between PsyCap and CC.

A review of research into knowledge sharing

2019 ◽  
Vol 28 (1) ◽  
pp. 20-22
Keyword(s):  
Life Satisfaction ◽  
Knowledge Sharing ◽  
Well Being ◽  
Future Research ◽  
Content Type ◽  
Work Related ◽  
Review Protocol ◽  
Process Perspective ◽  
The Impact ◽  
Positive Effect

Purpose The purpose of this study is to summarize findings from research into knowledge sharing and to provide suggestions for further research. Design/methodology/approach A systematic literature review was carried out through three phases – review protocol, conducting the review and reporting the review. A thematic analysis was carried out on 61 peer reviewed studies. Findings The review looks at the impact of knowledge sharing in three categories – individual, team and organizational. The main factors studied were creativity, performance and learning. Knowledge sharing goes beyond work-related impacts and has a positive effect on team climate, job satisfaction and life satisfaction. Directions for future research were identified as adopting an interaction and process perspective, investigating negative, differential and psychological impacts and improving methodology through use of qualitative and longitudinal studies. Practical implications As knowledge sharing does have positive psychological effects including enhanced job and life satisfaction it would be beneficial to build it into the organization’s well-being program. Originality/value This paper has an original approach as it is the first systematic review to be carried out on research into knowledge sharing and suggests areas for further investigation.

Relationship between transformational leadership behaviors and manufacturing strategy

2014 ◽  
Vol 22 (2) ◽  
pp. 205-223 ◽  
Author(s):  
M. Birasnav
Keyword(s):  
Transformational Leadership ◽  
Competitive Advantage ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Transformational Leaders ◽  
Manufacturing Strategy ◽  
Manufacturing Environment ◽  
Content Type ◽  
Cost Strategy ◽  
Research Studies

Purpose – It is widely agreed that top management's leadership behavior is a source for achieving and sustaining competitive advantage. Very few research studies analyzed the prevalence of transformational leadership style in the manufacturing environment, and importantly, the associations between transformational behaviors and manufacturing strategies in connection with flexibility, quality, delivery, and cost are not yet deeply explored in the literature. In this direction, efforts are initiated to explain the relationships between transformational leadership behaviors and manufacturing strategies in this study. The paper aims to discuss these issues. Design/methodology/approach – A systematic literature review was conducted by analyzing all traditional and contemporary research studies in the fields of leadership and operations management in order to examine the link between transformational leadership and manufacturing strategies comprising of flexibility, quality, delivery, and cost strategy. Findings – It was found from the review that top-level leaders exhibit transformational leadership behaviors while implementing manufacturing strategies in their firms. In particular, transformational leaders are capable to transform the production system into flexible system, and in addition, they develop new production processes for manufacturing both new and old products. Such leaders ensure quality in all the levels of production process and support to speed up order delivery process with the help of technology. Finally, they also concentrate on reducing cost growth. Research limitations/implications – This study is bounded by its focus on Bass and Avolio's transformational leadership behaviors and Ward and Duray's manufacturing strategies comprising of flexibility, quality, delivery, and cost strategy. Originality/value – This study shows that transformational leaders, in the manufacturing environment, use manufacturing strategy as a tool to improve operational performance. Thus, they have potential to achieve and sustain competitive advantage through formulation of manufacturing strategy.

Self-determined leader motivation and follower perceptions of leadership

2018 ◽  
Vol 39 (5) ◽  
pp. 608-619 ◽  
Author(s):  
Stephanie Gilbert ◽  
E. Kevin Kelloway
Keyword(s):  
Transformational Leadership ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Leadership Role ◽  
Cross Sectional ◽  
Content Type ◽  
Follower Perceptions ◽  
Cross Sectional Design ◽  
Perceptions Of Leaders ◽  
Perceptions Of Leadership

Purpose A critical assumption of the organizational leadership literature is that leaders want to engage in effective leadership behaviors (Gilbert and Kelloway, 2014). However, leaders may vary in their motivation to be effective in a leadership role, leading to different levels of performance. Drawing on self-determination theory, the authors address the question of what motivates leaders to engage in transformational leadership behaviors (Gilbert et al., 2016). The paper aims to discuss these issues. Design/methodology/approach The current study examined the effects of self-determined leader motivation for transformational leadership on aggregated follower leadership ratings using a sample of 37 leaders matched with 179 followers in two organizations. Findings Results show how leaders’ own motivation relates to followers’ perceptions of leader behavior, and specifically that, across contexts, some autonomous levels of leader motivation are positively related to follower perceptions of leaders’ active-constructive leadership and negatively related to follower perceptions of passive avoidant leadership. Research limitations/implications The research is limited by a small level-two sample size and cross-sectional design. The results suggest that some forms of leader motivation relate to follower ratings of leadership behavior. Originality/value This study is the first to examine how self-determined motivation for transformational leadership predicts follower perceptions of leadership behavior using a multilevel design.

The generalizability of transformational leadership across cultures: a meta-analysis

2019 ◽  
Vol 34 (3) ◽  
pp. 139-155 ◽  
Author(s):  
Marcus Crede ◽  
Jaehee Jong ◽  
Peter Harms
Keyword(s):  
Transformational Leadership ◽  
Cultural Values ◽  
Western Europe ◽  
Cultural Practices ◽  
Leadership Behaviors ◽  
Employee Performance ◽  
Meta Analysis ◽  
Content Type ◽  
Analytic Review ◽  
The Relationship

Purpose The purpose of this paper is to investigate whether the effectiveness of transformational leadership behaviors are moderated by a country’s cultural values and cultural practices. Design/methodology/approach The authors describe a meta-analytic review of the relationship between transformational leadership and employee performance (task performance and OCBs) using data from over 57,000 individuals, 215 samples and 34 countries. The authors examine whether this relationship is moderated by the cultural values and practices of the country in which the study was located – after first controlling for methodological factors. Findings The authors find that cultural values and practices moderate the transformational leadership – employee performance relationship such that the relationship is much stronger in countries whose culture is incongruent with transformational leadership. Research limitations/implications Data were only available for 34 countries and it is unclear what role industry type and job type play in determining transformational leadership effectiveness or if these situational variables are confounded with culture. The findings call into question the generalizability of transformational leadership across countries and cultures. Practical implications The findings suggest that the value of transformational leadership behaviors may be limited in developed economies such as Western Europe and North America, while transformational leadership is most effective in Africa, the Middle East, South America and parts of Southeast Asia. Originality/value This is the first paper to examine the generalizability of transformational leadership across 34 countries and is by far the largest review ever conducted into the relationship between transformational leadership and subordinate performance.

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