Genuine Servant Leadership (GSL) Impacting Employee Motivation and Work Intentions

The purpose of this study is to explore the followers' perspective of genuine servant leadership (GSL)'s impact on them and its direct relationship to work intentions in Asian high-power distance and collectivist cultures. The study found six follower manifestations when experiencing genuine servant leader behaviors from their leader, three towards the organization and three towards the leaders. Followers are more willing to 1) voice-out ideas and concerns, 2) develop others, 3) recognize their choice in decision making (manifestation towards the organization). As followers respect their leader-follower relations, they tend to 4) voluntarily emulate their leader, 5) trust their leader, and 6) determine to follow their leader willingly (manifestation towards the leader). The six manifestations contribute to followers' intent to perform, endorse, provide discretionary effort, stay, and contribute to OCB. The research sought to understand the leader-follower interactions and intricacies contributing to the manifestations of follower intentions in Asia.

Discretionary Effort on Green Technology Innovation: How Chinese Enterprises Act when Facing Financing Constraints

Firm’s effort on Green technology innovation (hereafter, called G-innovation) is affected by financing constraints, and firm will make a discretionary choice according to its own situation, to achieve the maximization of self-interests. Based on the data of Chinese micro enterprises, firstly, we empirically analyze firms’ decision-making towards G-innovation when faced with financing constraints. It supports the view that financing constraints can hinder enterprise technological innovation. And we also make an explanation that the social benefits of green technology innovation are greater than personal benefits, which makes enterprises tend to reduce green technology innovation when facing financing constraints. Then we examine firms’ heterogonous behaviors under different internal attributes and external environments. The results reveal that: First, firms are reluctant to pay more efforts to G-innovation when faced with increased financing constraints. Second, firms with different attributes exhibit heterogeneous G-innovation. Political connections will change firms’ willingness to innovate, while the structure of property rights and the pollution degree will not. Third, firms under different external environment also exhibit heterogeneous G-innovation. When economic policy uncertainty increases, firms’ willingness to innovate weakens. The development of shadow banks fail to improve firm’s willingness to innovate.

How the interplay between organisational ‘culture’ and ‘climate’ shapes police officers’ perceptions of community policing

This article draws on interview data and the concepts of organisational ‘culture’ and ‘climate’ to critically assess police officers’ perceptions of community policing in one English constabulary. In so doing, it considers the cultural, organisational and wider contextual determinants of officers’ alignment to this style of police work. With an emphasis on developing community partnerships and engaging in problem-solving, rather than enforcement of the criminal law, community policing has been seen a primary way of rendering officers more ‘responsive’ to the needs of citizens, improving police–community relations and driving down crime rates. An important reform movement in police organisations around the world, the success of community policing nonetheless depends on officers’ willingness and ability to deliver it. Accordingly, the generation of evidence about the ‘drivers’ of officers’ attitudes to inform strategies to promote the delivery of the approach is essential. Findings suggest that officers value community policing as an organisational strategy but that the approach maintains a low status and is undervalued compared with other specialisms within the organisation. This is born of an organisational culture that foregrounds law enforcement as the primary function of police work and an organisational climate that reinforces it. This has implications for community officers in terms of their perceptions of and attitudes towards the approach, self-esteem and sense of value and worth, perceptions of organisational justice, discretionary effort and role commitment. Recommendations for police managers are set out.

Increasing employee engagement and discretionary effort

Purpose Additional efforts from engaged employees can positively impact on overall performance of the company. Different leadership practices have scope to motivate employees to engage in extra-role behaviors. However, practitioners must remain aware that effects may vary markedly in different cultural settings. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Additional efforts from engaged employees can positively impact on overall performance of the company. Different leadership practices have scope to motivate employees to engage in extra-role behaviors. However, practitioners must remain aware that effects may vary markedly in different cultural settings. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Tell it like it is in SME teams: Adverse working conditions, citizenship behaviour and the role of team information sharing in a turbulent economy

This article examines the relationship between the deterioration of working conditions concomitant with macroeconomic turbulence and employees’ citizenship, i.e. discretionary effort, towards the organisation. In particular, this study focuses on teams and how to redress the employee backlash against the increasing adversity experienced. Having collected data from 151 employees in 23 Cypriot small and medium enterprise teams during a macroeconomic crisis, the findings demonstrate that adverse working conditions relate negatively to discretionary effort only for those teams with low and moderate levels of information sharing. The study highlights the vital role of team information sharing in dampening the negative workplace repercussions of a deeply recessional economy.

Agency Ideal Work Element: Partnership

Partnerships are an inherent attribute of esprit de corps, and partnership is one of the three Ideal Work Elements fostered by Agency actions. Partners have a shared vision, invest discretionary effort, and look to accomplish a vision together. Health care professionals should be treated as partners, never as employees. In a partnership market arrangement, the culture is intentionally one of collaboration and cooperation; cultures have high levels of social capital because they function with higher levels of trust and interconnectedness. Physicians are hired, selected, and developed so that their behaviors and actions are aligned with the mission strategy and vision of the organization. Physicians are more likely to feel as though they are an important part of the organization, and they are dedicated and work together to promote the organization’s mission.

Ideal Work Elements

Organizations that develop the eight Ideal Work Elements (community at work and camaraderie, intrinsic motivation and rewards, control and flexibility, fairness and equity, professional development and mentorship, partnership, safety, and trust and respect) produce meaning and purpose in work, promote engagement and discretionary effort, and cultivate esprit de corps. Such organizations flourish because they have professional staffs who come to work with passion and who do not limit their work to what is in their job description. They do whatever is necessary to support each other and to get the job done.