The Study of Mediating Effects of Conflict on the Relationship between Authentic Leadership with Job Performance

2019 ◽  
Vol 26 (5) ◽  
pp. 81-96
Author(s):  
Jung Maeng Dan ◽  
◽  
Seung Yeon Son ◽  
Hee Tae Park
Keyword(s):  
Job Performance ◽  
Authentic Leadership ◽  
Mediating Effects ◽  
The Relationship

Knowledge management, workplace climate, creativity and performance

2018 ◽  
Vol 30 (8) ◽  
pp. 592-612 ◽  
Author(s):  
Amro Alzghoul ◽  
Hamzah Elrehail ◽  
Okechukwu Lawrence Emeagwali ◽  
Mohammad K. AlShboul
Keyword(s):  
Job Performance ◽  
Knowledge Sharing ◽  
Authentic Leadership ◽  
Equation Modeling ◽  
Workplace Climate ◽  
Content Type ◽  
And Performance ◽  
The Impact ◽  
The Relationship

Purpose This study aims at providing empirical evidence pertaining to the interaction among authentic leadership, workplace harmony, worker's creativity and performance in the context of telecommunication sector. These research streams remain important issues and of interest as the world continues to migrate toward a knowledge-based economy. Design/methodology/approach Applying structural equation modeling, this study diagnosed the impact of Authentic leadership (AL) on employees (n = 345) in two Jordanian telecommunication firms, specifically, how it shapes workplace climate, creativity and job performance. The study also tests the moderating role of knowledge sharing in the model, as well as the mediating role of workplace climate on the relationship between AL and positive organizational outcomes. Findings The empirical result suggests that AL positively influences workplace climate, creativity and job performance; workplace climate positively influences creativity and job performance; workplace climate mediates the relationship between AL and creativity, and job performance; and knowledge sharing behavior moderates the relationship between AL and workplace climate. Originality/value This study highlights the magnificent power of AL and knowledge sharing, not only in shaping the workplace atmosphere but also in delineating how these variables stimulate creativity and performance among employees. The implications for research and practice are discussed.

scholarly journals The Mediating Roles of Happiness and Cohesion in the Relationship between Employee Volunteerism and Job Performance

2018 ◽  
Vol 15 (12) ◽  
pp. 2903 ◽  
Author(s):  
Seunghee Im ◽  
Yang Chung ◽  
Ji Yang
Keyword(s):  
Job Performance ◽  
Helping Behavior ◽  
Working Environment ◽  
Full Time ◽  
Regression Analyses ◽  
Mediating Effects ◽  
Role Behavior ◽  
Healthy Working ◽  
Employee Volunteerism ◽  
The Relationship

This study investigated the mediating effects of happiness and cohesion in the relationship between employee volunteerism, in-role behavior, and helping behavior. The study surveyed 312 full-time employees in South Korea, and regression analyses and the bootstrapping method were used to test the hypotheses. The study found happiness and cohesion to mediate the relationships between employee volunteerism and in-role and helping behavior. The findings suggest that employee volunteerism can promote a healthy working environment through increased feelings of happiness and cohesion as well as by improving performance behaviors.

scholarly journals The Mediating Effects of Organizational Commitment on the Relationship between Transformational Leadership Style and Job Performance

2015 ◽  
Vol 11 (1) ◽  
pp. 231 ◽  
Author(s):  
Dhaifallah Obaid Almutairi
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Job Performance ◽  
Leadership Style ◽  
Affective Organizational Commitment ◽  
Mediating Effects ◽  
Transformational Leadership Style ◽  
Female Nurses ◽  
The Relationship ◽  
Larger Sample

<p><span lang="EN-US">Nurses are considered the most valuable assets in hospitals, and leadership style is one of the determinants that can affect their performance. The purpose of this study is to examine the mediating effects of organizational commitment on the relationship between transformational leadership style and employees' job performance among Saudi female nurses. Four hospitals located in Riyadh and 227 Saudi female nurses were selected for this study. The results indicate that transformational leadership style is positively correlated with job performance and affective organizational commitment. The findings also reveal that affective organizational commitment mediates the relationship between transformational leadership style and job performance. This study recommends that hospital management should provide the groundwork for instilling transformational leadership styles and mangers should pay more attention to their leadership style in order to enhance job performance. This study also suggests further research that would include different measures and a larger sample as well as other areas, which could result in better understanding of the relationship between the variables.</span></p>

The effect of personality on task performance and adaptive performance

2016 ◽  
Vol 29 (4) ◽  
pp. 607-630
Author(s):  
TaeYong Yoo ◽  
ChaeRyeong Lee
Keyword(s):  
Job Performance ◽  
Task Performance ◽  
Job Crafting ◽  
Mediation Effect ◽  
Future Research ◽  
Adaptive Performance ◽  
Mediating Effects ◽  
Performance Task ◽  
Moderation Effect ◽  
The Relationship

The first purpose of this study was to investigate the effect of personality(extraversion, openness, conscientiousness) on job crafting. The second purpose was to examine the effects of job crafting on task performance and adaptive performance. The third purpose was to examine the mediating effects of job crafting on the relationship between personality(extraversion, openness, conscientiousness) and job performance(task performance, adaptive performance). The last purpose was to testify the moderating effect of the leader’s empowering behavior on the relationship between personality(extraversion, openness, conscientiousness) and job crafting. Data were collected from 167 employees who were working in a variety of organizations in Korea by the survey research method. Both task performance and adaptive performance were rated by others(peer or supervisor). The result of this study showed that the relationship between personality(openness, conscientiousness) and job crafting, and the relationship between job crafting and job performance(task performance, adaptive performance) were significantly positive. Also, the job crafting had full mediation effect on the relationship between personality(openness, conscientiousness) and job performance(task performance, adaptive performance). Leader’s empowering behavior had moderation effect on the relationship between conscientiousness and job crafting. That is, the positive relationship between conscientiousness and job crafting was stronger when leader’s empowering behavior was lower rather than higher. Based on these results, we discussed the implications and limitations of the study, and the suggestions for the future research.

PROSOCIAL BEHAVIOR AND JOB PERFORMANCE: DOES THE NEED FOR CONTROL AND THE NEED FOR ACHIEVEMENT MAKE A DIFFERENCE?

2004 ◽  
Vol 32 (4) ◽  
pp. 399-411 ◽  
Author(s):  
Yehuda Baruch ◽  
Mark Fenton O'Creevy ◽  
Patricia Hind ◽  
Eran Vigoda-Gadot
Keyword(s):  
Job Performance ◽  
Prosocial Behavior ◽  
Structural Equation ◽  
Direct Relationship ◽  
Equation Modeling ◽  
Need For Achievement ◽  
Mediating Effects ◽  
Personality Variables ◽  
Several Variables ◽  
The Relationship

This study examined the relationship between job performance and prosocial behavior at work using several variables that to date have received little or no attention in the literature. It focuses on employees' need for control, need for achievement, and the more commonly studied variable of organizational commitment as direct predictors of prosocial behavior and ultimately as indirect antecedents of job performance. Eight hundred and forty-six employees from 41 organizations participated in the study. Structural Equation Modeling (SEM) supported a direct relationship between need for achievement and job performance. However, no relationship was found between need for control and job performance. Moreover, when both personality variables were controlled for, the effect of prosocial behavior and commitment on job performance disappeared. This finding suggests that further work on the mediating effects of prosocial behavior and commitment on job performance is needed. Additional suggestions are given about the relationships among, and implications of, prosocial behavior, job performance, attitudinal, and personality variables.

Staying and performing

2016 ◽  
Vol 45 (5) ◽  
pp. 947-968 ◽  
Author(s):  
Amy Wei Tian ◽  
John Cordery ◽  
Jos Gamble
Keyword(s):  
Job Performance ◽  
Employee Performance ◽  
Job Embeddedness ◽  
Mediating Effects ◽  
Multiple Mediation ◽  
Methodological Issues ◽  
Content Type ◽  
Hrm Practices ◽  
Time Period ◽  
The Relationship

Purpose – The purpose of this paper is to empirically examine the effect of human resource management (HRM) practices on employees’ organisational job embeddedness and job performance. Following the ability-motivation-opportunity (AMO) model of HRM, the authors predicted that ability-, motivation- and opportunity-enhancing HRM practices would relate to fit, links and sacrifice components of job embeddedness, with these components mediating the relationship between HRM and employee job performance. Design/methodology/approach – Data were collected from a matched sample of 197 Chinese state-own firm employees and their supervisors. Multiple mediation test was used to test direct and mediating effects. Findings – Results indicated that HRM practices contribute to the creation and development of embeddedness, and the improvement of job performance. The job embeddedness components of fit, links and sacrifice were found to mediate the HRM-job performance relationship. The results suggest that organisations can proactively enhance both embeddedness and employee performance through implementing appropriate HRM practices. Research limitations/implications – While this study makes a contribution to the understanding of the relationship between HRM practices, employees’ organisational job embeddedness, the authors collected most of the data during one time period. Originality/value – Directly addressing these theoretical and methodological issues, the study makes two key contributions to the HRM and job embeddedness literatures. First, the authors found that the HR practices will directly influence employees’ job embeddedness. Second, the authors extend the scope of the AMO framework of HR by proposing that job embeddedness dimensions as important mediators in the HRM-job performance relationship.

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