scholarly journals Authentic Leadership, Work Engagement and Performance

2020 ◽  
Author(s):  
Agus Samsudin ◽  
Nopriadi Saputra ◽  
Sri Bramantoro Abdinegoro
Keyword(s):  
Work Engagement ◽  
Authentic Leadership ◽  
And Performance

Validation of the Procrastination at Work Scale

2020 ◽  
Vol 36 (5) ◽  
pp. 767-776
Author(s):  
U. Baran Metin ◽  
Toon W. Taris ◽  
Maria C. W. Peeters ◽  
Max Korpinen ◽  
Urška Smrke ◽  
...  
Keyword(s):  
Work Engagement ◽  
Discriminant Validity ◽  
Psychometric Characteristics ◽  
The Czech Republic ◽  
The United Kingdom ◽  
Confirmatory Factor ◽  
And Performance ◽  
Context Specific ◽  
Negative Links ◽  
Office Employees

Abstract. Procrastination at work has been examined relatively scarcely, partly due to the lack of a globally validated and context-specific workplace procrastination scale. This study investigates the psychometric characteristics of the Procrastination at Work Scale (PAWS) among 1,028 office employees from seven countries, namely, Croatia, the Czech Republic, Finland, Slovenia, Turkey, Ukraine, and the United Kingdom. Specifically, it was aimed to test the measurement invariance of the PAWS and explore its discriminant validity by examining its relationships with work engagement and performance. Multi-group confirmatory factor analysis shows that the basic factor structure and item loadings of the PAWS are invariant across countries. Furthermore, the two subdimensions of procrastination at work exhibited different patterns of relationships with work engagement and performance. Whereas soldiering was negatively related to work engagement and task performance, cyberslacking was unrelated to engagement and performance. These results indicate further validity evidence for the PAWS and the psychometric characteristics show invariance across various countries/languages. Moreover, workplace procrastination, especially soldiering, is a problematic behavior that shows negative links with work engagement and performance.

Work Engagement and Research Output Among Female and Male Scientists

2016 ◽  
Vol 15 (2) ◽  
pp. 55-65 ◽  
Author(s):  
Lonneke Dubbelt ◽  
Sonja Rispens ◽  
Evangelia Demerouti
Keyword(s):  
Work Engagement ◽  
Research Output ◽  
Research Performance ◽  
Daily Work ◽  
Time Control ◽  
Science Technology ◽  
And Performance ◽  
And Mathematics ◽  
Number Of Publications ◽  
The Relationship

Abstract. Women have a minority position within science, technology, engineering, and mathematics and, consequently, are likely to face more adversities at work. This diary study takes a look at a facilitating factor for women’s research performance within academia: daily work engagement. We examined the moderating effect of gender on the relationship between two behaviors (i.e., daily networking and time control) and daily work engagement, as well as its effect on the relationship between daily work engagement and performance measures (i.e., number of publications). Results suggest that daily networking and time control cultivate men’s work engagement, but daily work engagement is beneficial for the number of publications of women. The findings highlight the importance of work engagement in facilitating the performance of women in minority positions.

Linking authentic leadership and management capability to public hospital performance: the role of work engagement

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammed Aboramadan ◽  
Main Naser Alolayyan ◽  
Mehmet Ali Turkmenoglu ◽  
Berat Cicek ◽  
Caterina Farao
Keyword(s):  
Health Care ◽  
Work Engagement ◽  
Authentic Leadership ◽  
Hospital Performance ◽  
Public Hospitals ◽  
Mediation Effect ◽  
Leadership And Management ◽  
Content Type ◽  
Management Capability ◽  
The Impact

Purpose This paper aims to propose a model of the effect of both authentic leadership and management capability on hospital performance. This model proposes work engagement as an intervening mechanism between the aforesaid links. Design/methodology/approach Data were collected from 380 medical staff working in Jordanian Public hospitals and were analysed using the structural equation modelling analysis technique. Findings The results suggest that both authentic leadership and management capability have a positive effect on hospital performance. Although positive, the direct effect of management capability on performance was not significant. Furthermore, work engagement demonstrated to play a full mediation effect between management capability and hospital performance and a partial mediation effect between authentic leadership and hospital performance. Practical implications This study may be of use for public medical services providers in general and other services sectors in terms of the role authentic leadership and management resources can play in contributing to positive work-related outcomes at the individual and organisational levels. Originality/value Considering the mainstream literature in health-care management, to the best of the authors’ knowledge, this is the first study to date to integrate the impact of both authentic leadership and management capabilities in the public health-care sector. Further, the research model has not previously been introduced when taking into account the role that work engagement can play between the examined variables.

Facilitating interns’ performance

2018 ◽  
Vol 23 (4) ◽  
pp. 382-396 ◽  
Author(s):  
Jessica van Wingerden ◽  
Daantje Derks ◽  
Arnold B. Bakker
Keyword(s):  
Work Engagement ◽  
Need Satisfaction ◽  
Job Resources ◽  
Content Type ◽  
Basic Need Satisfaction ◽  
Path Analyses ◽  
Optimal Functioning ◽  
Central Hypothesis ◽  
Basic Need ◽  
And Performance

PurposeThe purpose of this paper is to report a study in which central propositions from the job demands-resources (JD-R) theory and self-determination theory (SDT) are used to examine the antecedents of performance during practical internships. The central hypothesis of this study was that job resources foster performance through basic need satisfaction and work engagement (sequential mediation).Design/methodology/approachAn empirical multi-source study among Dutch interns and their supervisors in various occupational sectors. The interns reported their level of resources, basic needs satisfaction and work engagement, whereas supervisors rated interns’ task performance (n=1,188 unique supervisor–intern dyads).FindingsThis study integrates insights of the JD-R theory – by examining the relations between job resources, work engagement and performance – with a central premise of the SDT – which maintains that basic need satisfaction is the fundamental process through which employees’ optimal functioning can be understood. The outcomes of the path analyses revealed that satisfaction of needs indeed accounted for the relationship between job resources and work engagement as supposed in the SDT (Deci and Ryan, 2000). Further, the sequential mediated relation between job resources and performance through basic need satisfaction and work engagement corroborates the JD-R theory (Bakker and Demerouti, 2014).Originality/valueAs far as the authors know, this is the first study that examined the sequential mediation from job resources to performance via basic need satisfaction and work engagement, among a large sample of intern–supervisor dyads, including the objective performance rating of their (internship) supervisors.

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 role of hotel employees’ job satisfaction and performance in the relationship between authentic leadership and organizational performance

2021 ◽  
Vol 26 (1) ◽  
pp. 97-110
Author(s):  
Marija Kaštelan Mrak ◽  
Sanda Grudić Kvasić
Keyword(s):  
Job Satisfaction ◽  
Organizational Performance ◽  
Authentic Leadership ◽  
Positive Impact ◽  
Empirical Support ◽  
Leadership Theory ◽  
Positive Leadership ◽  
Organizational Behaviour ◽  
Mediating Role ◽  
And Performance

Authentic leadership is a positive leadership theory, conceptualized under the influence of positive psychology and positive organizational behaviour movement. Although it has become a recognized leadership theory, it is still somewhat neglected in the hospitality literature. To address this gap, the paper seeks to develop and test a conceptual model linking authentic leadership to organizational performance in the hospitality context. Hypotheses were tested using hierarchical multiple regression analysis on a sample of 226 employees from 24 hotels in Croatia. The research results confirmed the positive impact of authentic leadership on hotels’ operational performance, which was mediated by followers’ job satisfaction and performance. There was no empirical support for the hypothesized impact of authentic leadership on hotels’ financial performance. The findings suggest that authentic leadership behaviours, together with positive organisational settings, characterized by flexible organizational structure, are more likely to enhance desirable employees’ attitudes and behaviours, resulting in improved organizational performance.

scholarly journals Authentic leadership and behavioral integrity as drivers of staff nurses' commitment and work engagement

2021 ◽  
Vol 11 (6) ◽  
pp. 26
Author(s):  
Amal Refaat Gab Allah ◽  
Rehab Abd Allah Nassar
Keyword(s):  
Organizational Commitment ◽  
Work Engagement ◽  
Authentic Leadership ◽  
Significant Positive Correlation ◽  
Staff Nurses ◽  
University Hospital ◽  
Binary Logistic Regression Analysis ◽  
Affective Organizational Commitment ◽  
Behavioral Integrity ◽  
Positive Correlation

Background and aim: Authentic leadership is relatively a new paradigm that emphasizes leaders' credibility. It can serve the healthcare organization to build an organizational culture that reinforces the healthcare worker in being committed and engaged in work. This study aimed to examine the effect of authentic leadership on staff nurses' affective organizational commitment and work engagement through examining the mediating role of behavioral integrity.Methods: Study design: A descriptive correlational design was used in conducting this study. Setting: The study was conducted at two different hospitals, namely Menoufia University Hospital, and National Liver Institution, Egypt. Sampling: A Convenience sampling of two groups were selected; 64 front-line nurse managers and 320 staff nurses. Tools: Four instruments were used for collecting data; authentic leadership questionnaire, behavioral integrity scale, affective organizational commitment questionnaire, and Utrecht work engagement scale. Spearman correlation (r) and binary logistic regression analysis were used to achieve the study aim.Results: Total behavioral integrity (BI) score was significantly correlated with total authentic leadership (AL) and two of its subscales (internalized moral perspective and balanced processing). Moreover, a significant positive correlation was revealed between the enactment of espoused values at one hand and total authentic leadership and its subscales except for self-awareness. Correlation analysis between BI and organizational commitment revealed a significant positive correlation between the two variables. A significant positive correlation was also found between the BI total and its subscales with work engagement total and its subscales.Conclusions: This study supported the proposition that the relationship between authentic leadership and positive nurses’ outcomes including affective commitment and work engagement is mediated by behavioral integrity.

Exploring the effects of authentic leadership on academic optimism and teacher engagement in Thailand

2018 ◽  
Vol 32 (1) ◽  
pp. 27-45 ◽  
Author(s):  
Dhirapat Kulophas ◽  
Philip Hallinger ◽  
Auyporn Ruengtrakul ◽  
Suwimon Wongwanich
Keyword(s):  
Education Reform ◽  
School Leadership ◽  
Work Engagement ◽  
Primary Schools ◽  
Authentic Leadership ◽  
Academic Optimism ◽  
School Level ◽  
Equation Modeling ◽  
Suitable Model ◽  
Content Type

Purpose In the context of Thailand’s progress towards education reform, scholars have identified a lack of effective school-level leadership as an impeding factor. The purpose of this paper is to develop and validate a theoretical model of authentic leadership effects on teacher academic optimism and work engagement. Authentic leadership was considered a suitable model of school leadership in light of Thailand’s explicit recognition of the importance of developing the moral capacity of students and emphasis on ethical leadership. Design/methodology/approach The study employed a quantitative cross-sectional survey design. Survey data were obtained from 605 teachers in a nationally representative sample of 182 primary schools. The data were analyzed using confirmatory factor analysis and structural equation modeling. Findings The results indicated that the model of authentic leadership effects on teachers’ academic optimism and work engagement was validated. A moderate relationship was observed between authentic leadership and the dependent measures of teacher attitudes. Practical implications The study identified a potentially important lack of alignment between the espoused values and actions/decisions of school principals in Thailand. When combined with prior research conducted on leadership for educational reform in Thailand, our findings highlight the systemic nature of the problem faced in changing traditional patterns of behavior in Thai schools. More specifically, despite change in the nation’s educational goals, human resource management of the nation’s school leaders continues to produce administrators and managers rather than leaders, either instructional or moral. Originality/value The study extends prior studies of school leadership in the context of Thailand’s education reform that focused more specifically on principal instructional leadership in Thailand. In addition, this study of authentic school leadership is one of only a few conducted outside of Western societies.

Is a funny worker a productive worker?

2013 ◽  
Vol 29 (4) ◽  
Author(s):  
Daisy Van Dessel ◽  
Hans De Witte
Keyword(s):  
Organizational Citizenship ◽  
Work Engagement ◽  
Internet Survey ◽  
Opposite Pattern ◽  
And Performance ◽  
Productive Worker

Is a funny worker a productive worker? Is a funny worker a productive worker? This study examines the relationships between humour styles, work engagement and performance at work. Four humour styles are distinguished: two positive styles (self-enhancing humour and affiliative humour) and two negative ones (self-defeating and aggressive humour). Three kinds of performance are distinguished: in-role behaviour, organizational citizenship behaviour (OCB) and counterproductive workplace behaviour (CWB). Based on the energy generating power of the humour styles, we expect that the positive styles correlate positively with in-role behaviours and OCB and negatively with CWB. For the negative humour styles, the opposite pattern is hypothesised. Work engagement is hypothesised to mediate the relationships between humour styles and performance. The hypotheses were tested based on the data of a sample of 337 workers in Flanders (Belgium), collected via an internet survey. Most hypotheses were corroborated.

scholarly journals Authentic Leadership and Employees’ Innovative Behaviour: A Multilevel Investigation in Three Countries

2019 ◽  
Vol 16 (21) ◽  
pp. 4201 ◽  
Author(s):  
Mariola Laguna ◽  
Karolina Walachowska ◽  
Marjan J. Gorgievski-Duijvesteijn ◽  
Juan A. Moriano
Keyword(s):  
Work Engagement ◽  
Authentic Leadership ◽  
Small Firms ◽  
Multilevel Modelling ◽  
Business Owners ◽  
Personal Initiative ◽  
Entrepreneurial Firm ◽  
Innovative Behaviour ◽  
Research Findings ◽  
National Difference

The innovativeness of individual employees is a vital source of competitive advantage of firms, contributing to societal development. Therefore, the aim of this multilevel study was to examine how entrepreneurial firm owners’ authentic leadership relates to their employees’ innovative behaviour. Our conceptual model postulates that the relationship between business owners’ authentic leadership (as perceived by their employees) and their employees’ innovative behaviour is mediated by employees’ personal initiative and their work engagement. Hypotheses derived from this model were tested on data collected from 711 employees working in 85 small firms from three European countries: the Netherlands, Poland, and Spain. The results of the multilevel modelling confirmed our model, showing that when business owners are perceived as more authentic leaders, their employees show higher personal initiative and are more engaged at work and, in turn, identify more innovative solutions to be implemented in the organization. A cross-national difference was observed: employees from Spain (in comparison to Dutch and Polish employees) reported engaging less frequently in innovative behaviour. These research findings suggest that the innovative behaviour of employees can be boosted through leadership training, improving the quality of relationships between leaders and subordinates, and strengthening employees’ personal initiative and work engagement.

Sign in / Sign up

Export Citation Format

Share Document