An empirical examination of group emotional intelligence in public sector workgroups

2016 ◽  
Vol 22 (1/2) ◽  
pp. 51-74 ◽  
Author(s):  
Umar Ghuman
Keyword(s):  
Emotional Intelligence ◽  
Public Sector ◽  
Group Performance ◽  
Group Learning ◽  
Learning Ability ◽  
Clear Understanding ◽  
Group Level ◽  
Empirical Examination ◽  
Theoretical Understanding ◽  
Content Type

Purpose – Despite increased calls for incorporating emotional intelligence (EI) in workgroups and teams, there exists a need to develop empirical instruments that can measure group-level emotional intelligence (GEI), and assess its efficacy in predicting outcomes such as performance and learning ability. This paper aims to empirically demonstrate how GEI affects the performance and learning ability of public sector workgroups in city governments. Design/methodology/approach – Using Ghuman’s (2011) proposed theoretical model of GEI as a two-component system, an empirical instrument is created that measures GEI at the group level of analysis. Regression analyses are performed for 44 workgroups in the public sector organizations, with group performance and group learning ability as the dependent variables. Results show a significant positive relationship between GEI and the outcomes of group performance and group learning ability. Findings – The findings demonstrate that a competent instrument has been developed for GEI, and that it can be used to measure the construct in workgroups and teams. The results also empirically demonstrate the importance of GEI in workgroups, by demonstrating that an increased GEI positively enhances the group’s performance and learning ability. Research limitations/implications – The implication of this research is the creation and testing of an instrument that allows researchers in GEI to utilize this instrument for future studies concerning GEI. Practical implications – Such findings show that GEI can be an added resource for workgroups to foster positive within-group relations. It can assist in enhancing group learning and group performance. The study also demonstrates that groups that develop a group emotional awareness, and that can manage within group emotional relationships, may become more productive, and more able to learn. These results can be utilized to bolster the arguments of fostering within group emotional socialization, helping nurture a positive group culture and forming a culture of group affect, i.e. a clear understanding of how to perceive and manage affect within the group. Originality/value – The study builds on past theoretical understanding of GEI to create a model that showcases the effects of GEI on group outcomes such as group learning and group performance. It thereby fulfills a need for an empirical instrument that is able to measure GEI and utilize this instrument to ascertain the effect of GEI on group performance and group learning ability.

Mergers in Indian public sector banks: can human resource practices ensure effective implementation of change?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Richa Singh ◽  
Geetika Goel ◽  
Piyali Ghosh ◽  
Saitab Sinha
Keyword(s):  
Public Sector ◽  
Human Resource ◽  
Resistance To Change ◽  
Change Implementation ◽  
Empirical Examination ◽  
Content Type ◽  
Public Sector Banks ◽  
Hr Practices ◽  
Effective Change

PurposeThis study examines the link of effective change implementation (CIE) with select human resource (HR) practices and employees' resistance to change (RTC) amidst ongoing mergers in Indian public sector banks (PSBs). It also intends to highlight the role of RTC as a mediator in this mechanism.Design/methodology/approachThe authors used a structured questionnaire administered through a survey of employees of select PSBs that have undergone mergers. The hypothesized relationships were tested on 220 responses with structural equation modelling.FindingsTraining and communication of change as HR practices were found to have significant effects in implementing change. RTC fully mediated the relationship of training and CIE, and partially mediated the association of communication and CIE. Communication had a stronger influence on RTC than training. This finding upholds the importance of communication but also implies that training can reinforce effective communication of change and may not affect the implementation if not directed towards handling resistance.Practical implicationsThe significance of communication as a finding supports the theory of planned behaviour. The authors’ results also align with the social exchange theory and can be extended to the job demands-resources model. PSBs may plan for phase-wise training initiatives starting from the announcement till the end of a merger. PSBs also need to effectively communicate all relevant HR issues to employees, thus being transparent and fair. Both online and offline modes of communication can be explored. Overall, the senior management has to imbibe the handholding of employees in the short term and a sense of empathy in the longer term.Originality/valueResearch on HR in Indian banking mergers seems to take a back seat vis-à-vis strategic issues and financial performance. There also is a limited empirical examination of the role of HR practices in effective change implementation. This paper addresses both these issues by proposing a conceptual model and empirically validating it amidst the merger of PSBs. The authors also highlight how training and communication are effective in handling resistance to change.

Emotional intelligence as an antidote to the negative implications of perceived managerial supplication: a sectorial comparison

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Galit Meisler
Keyword(s):  
Emotional Intelligence ◽  
Public Sector ◽  
Aggressive Behavior ◽  
Political Behavior ◽  
Turnover Intentions ◽  
Mediation Model ◽  
Public Servants ◽  
Content Type ◽  
The Public ◽  
Moderated Mediation Model

PurposeThis study investigated whether managers' nonaggressive political behavior can result in negative emotional and attitudinal outcomes such as aggressive behavior and the role of emotional intelligence (EI) in this context. The authors explored a moderated mediation model in which perceived managerial supplication elicited hostility that increased turnover intentions and the emotional abilities included in EI acted as antidotes to these outcomes.Design/methodology/approachThe authors tested the moderated mediation model using two large samples, one from the public sector and the other from the private sector, providing a cross-sectorial comparison. The authors collected the data for this study in three waves.FindingsThe authors’ findings revealed that the model fit the public sector alone. Moreover, others' emotion appraisal was the only aspect of EI that moderated the hostility and turnover intentions of public servants.Practical implicationsInterventions aimed at increasing the EI level of public servants can be a powerful tool for reducing their hostility and turnover intentions. However, these interventions must focus on all four aspects of EI , particularly others' emotion appraisal.Originality/valueManagers' nonaggressive political behavior can result in negative emotional and attitudinal outcomes such as aggressive behavior. However, EI reduces these negative outcomes among public servants.

Mediators of ethical leadership and group performance outcomes

2017 ◽  
Vol 32 (7) ◽  
pp. 484-496 ◽  
Author(s):  
J.C. Peng ◽  
Julian Lin
Keyword(s):  
Ethical Leadership ◽  
Group Performance ◽  
Leadership Behaviors ◽  
Value Congruence ◽  
Performance Outcomes ◽  
Group Level ◽  
Content Type ◽  
The Relationship ◽  
Group Trust ◽  
Level Performance

Purpose The purpose of this paper is to examine the relationship between ethical leadership and group-level performance outcomes and show that group value congruence and group trust play pivotal mediating roles in the relationship between ethical leadership and work group performance outcomes. Design/methodology/approach To examine the proposed model, survey data from 116 branches of a baked goods and beverages chain located in Northern Taiwan were analyzed. Findings The results revealed that ethical leadership was positively and significantly related to group in-role performance and group helping behavior; the relationship was fully mediated by group value congruence and group trust after controlling for idealized influence leadership. Research limitations/implications This study features a cross-sectional study design, thus limiting the accuracy of inferences about causality. Practical implications The results of the current study revealed that ethical leadership behaviors enhance group trust. Hence, these leadership behaviors could be among the best and most appropriate practices to be implemented in China and Taiwan. Originality/value The data suggested that ethical leadership was associated with not only individual-level behavior but also group-level performance. Furthermore, this paper also uncovered the mediation mechanism through which ethical leadership enhances group performance.

Public private partnership in Delhi Tourism – a case study of Delhi Tourism and Transport Development Corporation (DTTDC)

2015 ◽  
Vol 5 (4) ◽  
pp. 1-19
Author(s):  
Yukti Sharma ◽  
Reshma Nasreen
Keyword(s):  
Public Sector ◽  
National Income ◽  
Subject Area ◽  
Public Private Partnership ◽  
Tourism Industry ◽  
Clear Understanding ◽  
Private Partnership ◽  
Content Type ◽  
Tourism Sector

Subject area Management Strategy. Study level/applicability Management Graduates and Post-Graduates. Case overview Today, tourism is one of the fastest growing industries throughout the world. The tourism industry plays a very crucial role in the country’s economy, as it not only contributes towards the national income but also brings beneficial spillover directly or indirectly on the other industries. Tourism is the most important source of income for many emerging countries. India, a newly emerging economy, also depends, to a great extent, on tourist income. However, this sector continues to not make optimal contribution in India. In today’s competitive arena, the state tourism corporations must use all possible means to maximise growth and profitability through pegging up the rate of tourist arrivals. There is a general agreement in the tourism industry at the theoretical level about the imperative of a public – private partnership (PPP) in serving this objective. PPP aims to synergise the efforts of the two components in the general development of society and increase in competitiveness. The public–private partnership in tourism industry is at an emerging stage and could be developed in various ways. This case study highlights the key learning from Delhi Tourism’s experience on how PPP can be implemented in the tourism sector. This case study discusses an opportunity for Delhi Tourism which can alter the landscape of the tourism industry of India and also the rejuvenation of Delhi Tourism, a public sector corporation, through PPP. Expected learning outcomes The case will give a clear understanding of the dynamics and environmental factors governing a mixed economy like India. The reasons for the PPP can be analysed through the case. Students can understand the strategic choice of taking a private partner by a public sector in a very dynamic industry, i.e. the tourism sector. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

scholarly journals Scenario planning as organizational intervention

2017 ◽  
Vol 27 (1) ◽  
pp. 2-52 ◽  
Author(s):  
Jose Balarezo ◽  
Bo Bernhard Nielsen
Keyword(s):  
Operations Management ◽  
Design Methodology ◽  
Scenario Planning ◽  
Organizational Level ◽  
Future Research ◽  
Empirical Examination ◽  
Theoretical Understanding ◽  
Organizational Intervention ◽  
Content Type ◽  
Research Questions

Purpose This paper aims to identify four areas in need of future research to enhance the theoretical understanding of scenario planning (SP), and sets the basis for future empirical examination of its effects on individual and organizational level outcomes. Design/methodology/approach This paper organizes existing contributions on SP within a new consolidating framework that includes antecedents, processes and outcomes. The proposed framework allows for integration of the extant literature on SP from a wide variety of fields, including strategic management, finance, human resource management, operations management and psychology. Findings This study contributes to research by offering a coherent and consistent framework for understanding SP as a dynamic process. As such, it offers future researchers with a systematic way to ascertain where a particular study may be located in the SP process and, importantly, how it may influence – or be influenced by – various factors in the process. Originality/value This study offers specific research questions and precise guidelines to future scholars pursuing research on SP.

Guest Editorial: Accounting for public governance

2014 ◽  
Vol 11 (2) ◽  
pp. 86-91 ◽  
Author(s):  
Giuseppe Grossi ◽  
Ileana Steccolini
Keyword(s):  
Qualitative Research ◽  
Public Sector ◽  
Public Management ◽  
Power Relationships ◽  
Special Issue ◽  
Public Governance ◽  
Empirical Examination ◽  
Content Type ◽  
The Public ◽  
Private And Public

Purpose – The purpose of this viewpoint paper is to introduce the special issue and outline its major themes. Design/methodology/approach – The public governance literature is described, and the necessity for analysing challenges for accountability and accounting in the public sector is elaborated upon, as a precursor to introducing the contributions to this special issue. Findings – The public governance turn in public management and policy studies has often meant that accounting and accountability issues have been overlooked. This special issue reminds us that they are central in public governance and networks, and that accounting cannot be dismissed as only a “technical” issue since it is central in power relationships, building trust, ensuring transparency and improving decision making for both internal and external stakeholders. Research limitations/implications – This special issue of Qualitative Research in Accounting & Management aims to stimulate qualitative research on how accounting and accountability are being shaped by the new public governance paradigm and, in turn, contribute to shaping it. Practical implications – The articles included in this special issue focus on reforms and innovations that have been adopted based on the assumption that improving mechanisms of public governance and accountability will result in better public sector performance. The different aspects of governance and accounting changes will also be of interest to politicians, managers, citizens, and those who seek accountability from public sector organisations. Originality/value – The paper offers a systematic empirical examination of the innovative experiences of different governments to strengthen transparency, openness and participation, and to enhance the capacity to manage, steer and monitor contracts, partnerships and relationships with private and public sector entities.

A study of crowd-collaborative learning: an empirical study

2018 ◽  
Vol 36 (4) ◽  
pp. 622-635
Author(s):  
Wen-Shan Lin ◽  
Yi-Ju Wang ◽  
Hong-Ren Chen
Keyword(s):  
Collaborative Learning ◽  
Social Interactions ◽  
Social Comparison ◽  
Hierarchical Linear Modeling ◽  
Group Performance ◽  
Learning Performance ◽  
Equation Modeling ◽  
Group Level ◽  
Content Type ◽  
Group Members

Purpose Information technology is widely applied for completing group tasks and enhancing learning in computer-supported collaborative learning (CSCL) environment. Group members not only complete tasks but also learn ideas from other members of the group. These ideas can be better than what individual could come up with. As these ideas are referred as an upward comparison in the perspective of social comparison theory. However, there are limited studies that provide evidence in investigating how social comparison orientation (SCO) perceived by individual learner impacts on learning and group performance. The paper aims to discuss these issues. Design/methodology/approach This study experimentally tackles this problem at both individual and group level. An experimental study was applied in this study. Structural equation modeling and hierarchical linear modeling approaches are used to validate the data. Findings Results of 168 subjects reveal that SCO does have associations with group performance and learning performance respectively. Discussions and implications for literature and practice are given at the end of the paper. Originality/value This study confirms that the social genesis occurs more effectively through social interactions in CSCL. It also extends our understandings about the impacts of SCO. Results reveal that the higher level of SCO adopted by group members, the higher level of social interactions at group level can be triggered. As a result, the group performance can be enhanced. On one hand, these findings bridge the research gap in terms of investigating the notion of SCT on CSCL. On the other hand, it provides a possible solution in alleviating the problem of social loafing as commonly observed in CSCL. Therefore, these findings fulfilled the two research objectives.

Organizational goal ambiguity and public service motivation: evidence from Iran

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hassan Danaeefard ◽  
Abdolali Ahmadzahi Torshab ◽  
Masoumeh Mostafazadeh ◽  
Jalil Delkhah ◽  
Fahimeh Imanikhah
Keyword(s):  
Public Sector ◽  
Organizational Climate ◽  
Performance Appraisal ◽  
Public Service ◽  
Public Service Motivation ◽  
Clear Understanding ◽  
Content Type ◽  
Organizational Goal ◽  
Goal Ambiguity

PurposeThe purpose of this study is to investigate the effect of organizational goal ambiguity (OGA) on public service motivation (PSM) considering the mediating role of job satisfaction (JS), performance appraisal (PA) and perceived organizational fairness (POF) in the Iranian public sector. This research also seeks to answer this question: to what extent PSM confirmed in Western countries is generalizable to the Iranian public sector?Design/methodology/approachA survey of 779 employees working in 16 ministries of Iran was administered. Confirmatory factor analysis (CFA) and hierarchical regression were applied to test the model and the mediators.FindingsThe results indicate that OGA negatively affects PSM, and this relationship is mediated by JS, PA and POF. Furthermore, the research findings have varied across ministries, contract type, positions and gender. Most importantly, the generalizability of the PSM construct is limited in the public sector of Iran since two of four dimensions of PSM were confirmed, that is, an attraction to public service and self-sacrifice (compassion).Practical implicationsThis paper provides managers and decision makers with a clear understanding of the effects of context (including goal ambiguity, the importance of employee's attitudes and HR systems in shaping unique intrinsic motivation for public organizations) on employee's PSM. Also, these findings show how they can manage and motivate employees to engage in PSM. By clarifying organizational goals or making an association between job tasks and higher-level goals, practitioners can stimulate PSM at work.Originality/valueThis paper advances a new and further understanding of antecedent and mediators of PSM in Iran. Also, it provides an explanation of its generalizability and the role of organizational climate in fostering it.

An empirical examination of special operations team leaders’ and members’ leadership characteristics

2014 ◽  
Vol 37 (2) ◽  
pp. 438-453 ◽  
Author(s):  
Michael Josiah Arnatt ◽  
Michael M. Beyerlein
Keyword(s):  
Emotional Intelligence ◽  
Law Enforcement ◽  
Self Efficacy ◽  
Authentic Leadership ◽  
Critical Role ◽  
Empirical Examination ◽  
Content Type ◽  
Team Members ◽  
Special Operations ◽  
Starting Point

Purpose – Law enforcement special operations teams (e.g. Special Weapons and Tactics Teams, Swift, HRT, and Strategic Response Teams) are charged with resolving difficult situations that pose a threat to all involved. Recent tragedies strengthen the idea that law enforcement special operations teams play a critical role in the maintenance of public safety. Despite the importance of police special operations teams, there is virtually no empirical research specifically addressing leadership within these teams. The paper aims to discuss these issues. Design/methodology/approach – A review of literature was first conducted, identifying authentic leadership, emotional intelligence, and self-efficacy to deal with potentially life threatening situations as being core concepts underlying effective leadership in law enforcement special operations teams. The Authentic Leadership Questionnaire, Trait Emotional Intelligence Questionnaire, and the Crisis Leader Efficacy in Assessing and Deciding Scale were then administered to US local, state, and federal special operations team members and leaders (n=99). Results were analyzed according to formal team roles. Findings – Findings reveal members and leaders differ in regards to scale scores representing relational transparency, moral and ethical, sociability, and disaster self-efficacy. Originality/value – Much research on special operations teams is highly theoretical and does not seek to understand team leadership in a testable manner. This is especially true of the relationships between the formal roles of leaders and members. This study is the first to use established leadership instruments to assess the differences between team members and leaders. It provides a starting point for future research and reinforces the idea that there are identifiable differences between special operations teams and members.

Exploring public sector managers' preferences for attracting consultants or academics as external experts

2012 ◽  
Vol 9 (3) ◽  
pp. 205-227 ◽  
Author(s):  
Jan van Helden ◽  
Anders Grönlund ◽  
Riccardo Mussari ◽  
Pasquale Ruggiero
Keyword(s):  
Public Sector ◽  
Central Government ◽  
Real Life ◽  
Empirical Examination ◽  
Technical Problems ◽  
Content Type ◽  
Technical Issues ◽  
Public Sector Managers ◽  
Central Government Agencies

PurposeThe purpose of this paper is to examine the reasons why public sector managers approach either consultants or academics for their help in solving problems related to public sector accounting and management reforms.Design/methodology/approachA field study based on reactions to real‐life constructs and answers to questions about the experiences of public sector managers in Italian, Dutch and Swedish central government agencies.FindingsPublic sector managers approach consultants, due to their experience‐based knowledge, for solving well‐defined practical and technical problems. In the case of tacit knowledge, a strong interaction between the public sector manager and the consultant, denoted as socialization, is the typical way of knowledge transfer. In accordance with expectations, public sector managers approach academics for advice regarding value‐laden problems in their organization. However, academics also give advice about practical and technical issues, usually being the primary domain of consultants, but often when impartial advice is required. Although the authors expected academics to transfer knowledge rather detached from their clients (interiorization), this was not corroborated, because often academics work closely with their counterparts in the client organization.Research limitations/implicationsThe theoretical framework was helpful in explaining the role of consultants, but it required refinement in explaining the role of academics as external experts.Practical implicationsThe paper contributes to a better articulated set of preferences of public sector managers in asking advice from either a consultant or an academic.Originality/valueThe paper offers a simultaneous and systematic empirical examination of the roles that consultants and academics play in public sector management and accounting reforms.

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