Perceived Efficacy of Virtual Leadership in the Crisis of the COVID-19 Pandemic

As a crisis response to the COVID-19 pandemic, many companies quickly established virtual leadership systems and enabled employees to continue their work from home. This cross-sectional research addresses virtual leadership efficacy assessed by the leaders and by their employees. The findings suggest that leaders evaluate themselves significantly better than their employees, and their leadership efficacy mainly depends on their previous experience of working from home and ability to use communication technologies. This research contributes to the understanding of the factors that have the biggest influence on the belief in leadership efficacy in the context of a rapidly evolving system of remote work.

On Black Male Leadership: A Study of Leadership Efficacy, Servant Leadership, and Engagement Mediated by Microaggressions

The Problem Dr. Martin Luther King Jr, and other Black men (and women) successfully used servant leadership to advance U.S. civil rights. Yet, the value of these leadership practices among Black men in contemporary workplaces is not known. The decision to lead may be based upon one’s leadership self-efficacy and influenced by community and as Black men prioritize social justice and developing others, they may be servant leaders. While engaged, the role of microaggression on engagement has not been studied. Thus, research is needed on Black male leadership. The Solution This study examined whether Black men possess the antecedent of leadership efficacy, demonstrate servant leadership, experience the outcome of engagement, and microaggressions, whether microaggressions mediated and decreased their engagement, and did socio-identities function as a moderator. Using cross-sectional survey methodology, a confirmatory factor analysis and a causal model was conducted along with a post hoc ANOVA. Black men leaders were about a third of the sample ( n = 364). The structural equation modeling revealed the significant findings that leadership efficacy predicted servant leadership, servant leadership predicted engagement, and, microaggressions partially mediated engagement. Socio-identities did moderate leadership efficacy, engagement, and microaggressions but not servant leadership and the overall measurement model. The Stakeholders This study benefits HRD and other scholars and practitioners who study leadership including those with intersecting identities—African American men.

Development of employees’ resilience in technologically turbulent environments: probing the mechanisms of consonance–dissonance and crisis leadership

Purpose This study aims to examine the impact of technological turbulence on employee resilience based on cognitive dissonance theory and through a process of consonance and dissonance. First, the study investigates employee openness to represent cognitive consonance and then resistance to change to represent cognitive dissonance processes. Such processes mediate the relationship between technological turbulence and employee resilience. Second, this study proposes that the above associations will be moderated by crisis leadership efficacy. Design/methodology/approach The study uses multi-source data from service employees and their immediate superiors in hospitality, including a two-phase data collection process. Moreover, the study conducts a two-step structural equation modeling. Findings This study finds that employee openness and resistance to change mediate the association between technological turbulence and employee resilience. Furthermore, results reveal that crisis leadership efficacy strengthens the relationships (direct and indirect, through openness and resistance to change) between technological turbulence and employee resilience. The study discusses the implications for theory and practice for tourism scholars and practitioners. Research limitations/implications This study provides empirical evidence showing the importance of employee resilience and the underlying mechanisms in responding to technological turbulence in the hospitality industry. Originality/value Resilience research in the hospitality and service context is timely and necessary to cope up with the changing market and turbulences. This study extends the extant literature that mainly examined the crisis and dynamic conditions. The study contributes to crisis management, marketing and leadership literature concerning technological turbulence and employee resilience in the hospitality context.

Leadership Efficacy in Youth Football: Athletes’ and Coaches’ Perspectives

According to the Leadership Efficacy Model, leadership efficacy depends on leaders’ tendency to make linear relationships between leadership philosophy, practice, and criteria (i.e., congruence of leadership cycles). Moreover, efficacy increases if coaches make these linear relationships by using the optimal leadership profile and by considering the antecedent factors of leadership (characteristics of the leader, team members, and organizational conditions; i.e., favorability of conditions for leadership). This study compared the perceptions of athletes and their coaches regarding leadership cycles, and tested the moderator role of optimal leadership profile and leadership favorability in the relationship between leadership cycles and leadership efficacy. This study included 92 football athletes (ages less than 17 and 19 years) and respective coaches (n = 5). The evaluation protocol included measures of leadership cycles, leadership styles, leadership favorability, and sport performance perception. Athletes and coaches agreed on coaches’ need to increase their practice and criteria, but athletes also considered that coaches should better clarify their philosophy. Regression analyses confirmed that leadership congruency predicts higher perceptions of team performance in athletes. Moreover, optimal leadership profile and higher leadership favorability were associated with higher team and individual performance. However, these two factors did not moderate the relationship between leadership congruency and efficacy.