scholarly journals Developing Scientists Into Leaders: The Role of Shared Leadership Development and Engagement in an R&D Organization Undergoing Change

2021 ◽  
Author(s):  
◽  
Katie Irene Mary Zeier
Keyword(s):  
Leadership Development ◽  
Employee Engagement ◽  
Social Exchange ◽  
Organizational Support ◽  
Shared Leadership ◽  
Organizational Transformation ◽  
Single Case ◽  
Effective Means ◽  
Development Program

<p>Organizations may face a number of challenges in the current economy. In particular, the environment is rapidly changing and knowledge intensive firms must motivate autonomous professional workers toward organizational goals. This thesis therefore investigates the role of shared leadership as a means to address some of these challenges. However, shifting to a shared model of leadership fundamentally requires the development of knowledge, skills and abilities to effectively share influence. Thus, this study sought to investigate whether a shared Leadership Development Program (LDP) impacts on employee engagement, and whether this affects organizational change efforts. It probed these relationships through the single case of a Research and Development (R&D) organization forced to undergo a change in response to changes in the external environment and an internal organizational crisis. Results showed that in conjunction with conditions for shared leadership, developing a multi-level leader identity was an effective means to develop shared leadership skills that were tied to the organizations goals. However, shared leadership conflicted with existing organization structures and was limited by an effective group size. Nonetheless, the LDP provided antecedents to engagement by; increasing personal resources, establishing meaningful identities, providing valuable job characteristics and was symbolic of organizational support. Job crafting and social exchange theory offered an explanation of how these antecedents contributed to greater levels of work and organizational engagement. Interestingly, engagement appeared to be a process of inter-relating components, with the final state of engagement fluctuating over time and in some cases increasing relative to a baseline level. Once engaged, these individuals went on to spread their engagement to colleagues, encouraging them to support the new direction. Furthermore, the future leaders initiated projects that generated additional revenue and new customer bases, which suggests that the LDP played a role in the organizations financial turnaround – although this was not conclusively proven. This study therefore provides evidence that organizational transformations may be more effective if shared leadership is developed. This can lift engagement in a core group of staff, who can garner the support of their colleagues, and increase overall engagement with the organization. Further research is required to generalize these findings beyond a single case and more accurately quantify the relationship between shared leadership development, engagement and organizational transformation.</p>

scholarly journals Developing Scientists Into Leaders: The Role of Shared Leadership Development and Engagement in an R&D Organization Undergoing Change

2021 ◽  
Author(s):  
◽  
Katie Irene Mary Zeier
Keyword(s):  
Leadership Development ◽  
Employee Engagement ◽  
Social Exchange ◽  
Organizational Support ◽  
Shared Leadership ◽  
Organizational Transformation ◽  
Single Case ◽  
Effective Means ◽  
Development Program

<p>Organizations may face a number of challenges in the current economy. In particular, the environment is rapidly changing and knowledge intensive firms must motivate autonomous professional workers toward organizational goals. This thesis therefore investigates the role of shared leadership as a means to address some of these challenges. However, shifting to a shared model of leadership fundamentally requires the development of knowledge, skills and abilities to effectively share influence. Thus, this study sought to investigate whether a shared Leadership Development Program (LDP) impacts on employee engagement, and whether this affects organizational change efforts. It probed these relationships through the single case of a Research and Development (R&D) organization forced to undergo a change in response to changes in the external environment and an internal organizational crisis. Results showed that in conjunction with conditions for shared leadership, developing a multi-level leader identity was an effective means to develop shared leadership skills that were tied to the organizations goals. However, shared leadership conflicted with existing organization structures and was limited by an effective group size. Nonetheless, the LDP provided antecedents to engagement by; increasing personal resources, establishing meaningful identities, providing valuable job characteristics and was symbolic of organizational support. Job crafting and social exchange theory offered an explanation of how these antecedents contributed to greater levels of work and organizational engagement. Interestingly, engagement appeared to be a process of inter-relating components, with the final state of engagement fluctuating over time and in some cases increasing relative to a baseline level. Once engaged, these individuals went on to spread their engagement to colleagues, encouraging them to support the new direction. Furthermore, the future leaders initiated projects that generated additional revenue and new customer bases, which suggests that the LDP played a role in the organizations financial turnaround – although this was not conclusively proven. This study therefore provides evidence that organizational transformations may be more effective if shared leadership is developed. This can lift engagement in a core group of staff, who can garner the support of their colleagues, and increase overall engagement with the organization. Further research is required to generalize these findings beyond a single case and more accurately quantify the relationship between shared leadership development, engagement and organizational transformation.</p>

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).

scholarly journals Analisis Dukungan Organisasional Persepsian Dan Employee Engagement Terhadap Kinerja Karyawan: Kepuasan Kerja Sebagai Pemediasi

2020 ◽  
Vol 9 (3) ◽  
pp. 286-304
Author(s):  
YUNI SISWANTI YUNI ◽  
Krisnandini Wahyu Pratiwi
Keyword(s):  
Job Satisfaction ◽  
Employee Engagement ◽  
Organizational Support ◽  
Research Method ◽  
Perceived Organizational Support ◽  
Employee Performance ◽  
Validity And Reliability ◽  
Permanent Employees ◽  
Simple Regression

This study aims to analyze the effect of perceived organizational support (POS) and employee engagement on performance and the role of job satisfaction in mediating the effect of perceived organizational support (POS) and employee engagement on performance. The population in this study were permanent employees at PT. Solusi Bangun Indonesia Tbk. The research method used was a survey and a sample size of 185 employees. The research instrument adopted from previous research. Retrieval of data by means of questionnaires and interviews. Validity and reliability tests show all questionnaire items are valid and reliable. To test H1 and H2 with simple regression, H3 and H4 test with Baron and Kenny regression model. The results of hypothesis testing show that: (1) perceived organizational support has a significant effect on employee performance, (2) employee engagement has a significant effect on employee performance, (3) job satisfaction partially mediates the effect of perceived organizational support on employee performance, and (4) job satisfaction does not mediate the effect of Employee engagement on employee performance.  

Fueling leadership in yourself: a leadership development program for all types of health-care workers

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nathan Houchens ◽  
Stacy L. Sivils ◽  
Elizabeth Koester ◽  
David Ratz ◽  
Jennifer Ridenour ◽  
...  
Keyword(s):  
Health Care ◽  
Leadership Development ◽  
Experiential Learning ◽  
Employee Engagement ◽  
Health Care Workers ◽  
Development Program ◽  
Learning Methods ◽  
Content Type ◽  
Daily Work ◽  
Care Workers

Purpose Leadership development may be a key strategy to enhance job satisfaction, reduce burnout and improve patient safety in health-care systems. This study aims to assess feasibility of a leadership development series in an effort to invigorate a collaborative culture, create peer networks and elevate autonomy in daily work. Design/methodology/approach The authors implemented a collectivistic leadership development series titled Fueling Leadership in Yourself. The series was designed for all types of health-care workers in the medicine service at a tertiary referral center for veterans. Two series of leadership development sessions with varied experiential learning methods were facilitated by content experts. Subjects focused on leadership approaches and attributes applicable to all roles within a health-care system. The authors collected participant perceptions using pre- and post-series surveys. Primary outcomes were understanding and applicability of leadership concepts, employee engagement in leadership, satisfaction with training and work environment and qualitative reflections. Findings A total of 26 respondents (of 38 participants) from 8 departments and several role types increased their knowledge of leadership techniques, were highly satisfied with and would recommend the series and found leadership principles applicable to their daily work. Participants continued to use skills years after the series. Practical implications Short, intermittent, collectivistic leadership development sessions appear effective in expanding knowledge, satisfaction and skills used in daily practice for a diverse group of health-care workers. Originality/value Novel programmatic aspects included inviting all types of health-care workers, practicing universally applicable content and using a variety of active, experiential learning methods.

Engaging Employees With Positivity

2022 ◽  
pp. 1731-1743
Author(s):  
Shravana Bardhan
Keyword(s):  
Organizational Development ◽  
Employee Engagement ◽  
Appreciative Inquiry ◽  
Organizational Transformation ◽  
Shared Vision ◽  
Main Thrust ◽  
What Works ◽  
Open Dialogue ◽  
The Impact

This chapter attempts to find the role of appreciative inquiry in employee engagement and organizational transformation. An attempt has been made to explain the impact of appreciative inquiry on employee engagement, which eventually helps in organizational transformation with minimal hindrances. Employee engagement has turned into an undeniably conspicuous issue in the region of organizational development (OD) likely because of the developing collection of research encompassing the positive connection between employee engagement and organizational development, which also comprises profit margin. Appreciative inquiry is a vision-based approach of open dialogue that is designed to help organizations and their partners create a shared vision for the future and a mission to operate in the present. The main thrust area of appreciative inquiry is to find out what works best for the organization. Instead of focusing on negativity, appreciative inquiry focuses on the positive aspect of the organization.

When organizational support yields both performance and satisfaction

2019 ◽  
Vol 48 (6) ◽  
pp. 1410-1428 ◽  
Author(s):  
Lincoln Jisuvei Sungu ◽  
Qingxiong (Derek) Weng ◽  
Johari Abdu Kitule
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Social Exchange ◽  
Organizational Support ◽  
Employee Performance ◽  
Well Being ◽  
Bottom Line ◽  
Content Type ◽  
Performance Ability

Purpose The purpose of this paper is to examine the underlying mechanism through which perceived organizational support (POS) influences job performance and job satisfaction. Specifically, the study aims at examining the contingent role of performance ability in the associations of POS and affective organizational commitment (AOC) with job performance and job satisfaction, thus highlighting the pivot role of ability in the social exchanges. Design/methodology/approach The sample of the present study included 269 employees of a University in Kenya. The data were analyzed with Mplus to test the hypotheses. Findings POS enhances AOC that, in turn, positively influences job performance and job satisfaction. Importantly, the results indicate that performance ability moderates both the direct and indirect (via AOC) effects of POS on job performance and job satisfaction. Thus, employees’ abilities for tasks are not only significant for reciprocating resources that organizations invest in employees, but also enhances employee well-being. Research limitations/implications Although satisfaction with employee reciprocation was implied based on performance levels, it was not directly tested in the supervisor–employee social exchange. It is possible that even with intentions to deliver (high AOC), the resultant reciprocation may be less satisfactory to the organization. Future research would benefit from investigating the role that reciprocity norm could have in the model, specifically, whether employer satisfaction would be a function of employee performance ability. Practical implications Most often, the bottom line goal of organizations is employee performance, whereas AOC indicates employees’ intentions and efforts to reciprocate the organization with high performance, such intentions can only go as far as the ability for such desired outcomes. Consequently, efforts should be made to ensure employee’s capabilities align with specific job tasks to enhance both organizational (job performance) and employee well-being (job satisfaction). During the employee selection process, therefore, a focus on ability cues would be more advantageous than commitment when the bottom line goal is to enhance well-being. Originality/value This is the first study that tests the moderating role of the employee’s performance ability in both the POS and AOC relationships with job performance and job satisfaction. Moreover, this is the first study to examine the relationship between POS and AOC with job satisfaction. The study opens a potential avenue to examine the micro-mechanisms that regulate reciprocity in social exchanges, and thus presents the boundary conditions for the predictions of the social exchange theory.

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.

scholarly journals The Relationship between Employee Engagement, HRM practices and Perceived Organizational Support: Evidence from Banking Employees

2017 ◽  
Vol 7 (3) ◽  
pp. 1 ◽  
Author(s):  
Alima Aktar ◽  
Faizuniah Pangil
Keyword(s):  
Employee Engagement ◽  
Social Exchange ◽  
Organizational Support ◽  
Structural Equation ◽  
Perceived Organizational Support ◽  
Equation Modeling ◽  
Future Research ◽  
Cluster Sampling ◽  
Hrm Practices ◽  
The Relationship

The purpose of this study is to investigate the relationship between HRM practices and employee engagement. Although employee engagement has got a great attention among the industry practitioners in recent times, it requires more considerations particularly in the academic literature. Based on the norms of social exchange theory (SET), this study has developed the framework to examine the role of perceived organizational support (POS) on HRM practices-employee engagement linkage. Survey data has been collected from employees who are working in different private commercial banks in Bangladesh. This study has used a sample of 376 employees using cluster sampling technique. To analyze the data, this study has employed SmartPLS 3.0 version software. The results of structural equation modeling revealed that HRM practices namely career advancement, job security and performance were significantly and positively related to employee engagement. The results also showed that POS can moderate the relationship between HRM practices and employee engagement. It suggests that in the presence of POS, relatively low level of employees’ perceptions regarding job related resources will exert a high level of employees’ behavioral outcomes such as engagement. The implications and suggestions for future research have also been discussed.

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