Unpacking Leadership Style Values on Motivating New Generation Employees’ Prosocial Organizational Behaviors

Based on current data derived from the International Labour Organization, in 2018, there was a significant rise of Chinese female entrepreneurs in workplaces. One industry that has been viewed the most significantly rise in female leadership is Internet industry, as Chinese women now account for 55% of entrepreneurs within new economy companies. Existing researches distinguished leadership styles into two types based on gender differences. More specifically, men are generally viewed to lead with Task-oriented styles while women have been shown to lead with Interpersonal-oriented styles. However, no studies have directly examined which leadership style can be the most effective when directing GenZ employees in China in terms of prosocial organizational behaviors. In this paper, the author profoundly extends the leadership style values and latent women leadership superiority on motivating prosocial organizational behaviors of Genz employees. Extracting from shared points of leadership styles based on gender types, the author generated 3 hypotheses: Compared with Task-orientated leadership style, interpersonal leadership style is more accepted by Genz employees compared to Millennial (Hypothesis1) and Women prosocial leadership are more acceptable by female GenZ employees (Hypothesis2). Notably, GenZ employees’ prosocial organizational behaviors are motivated when collaborated with most felicitous leaders (Hypothesis3). A sample of 500 applicants in a top internet company were expected to accomplish this research. Consequences provided sufficient evidences for hypothesis 2 through both quantitative and qualitative statistics as well as hypothesis 3. Nevertheless, Hypothesis 1 have not been proved in an accurate manner that generational differences in employees have paltry ramifications of leadership styles preferences. As a matter of fact, both leadership styles are popular among Millennial and Genz employees.

The Effect of Green Human Resource Management on Green Organizational Behaviors: Evidence from Egyptian Travel Agencies

The main aims of this study were to measure the influence of GHRM on green organizational behaviors (green employee empowerment, environmental organizational citizenship behavior, employee voice behavior, and environmental performance), and investigate the mediating role of the variables in the effect of GHRM on green organizational behaviors. We developed and tested a model that involves the effect of GHRM on green organizational behaviors and investigates their correlation to environmental performance. Data were gathered from 653 employees working in travel agencies in Egypt. Results revealed that GHRM is positively affected green organizational behaviors. It was concluded that the application of GHRM practices in Egyptian travel agencies is lacking, and the level of implementing green behaviors is in its infancy. The study contributes to providing a road map to adopt GHRM in travel agencies. Policy-makers need to modify their strategies to integrate green practices and encourage employees to act pro-environment, as well as motivate them to participate in making green decisions.

Exploring Citizens’ Perceptions-based Intangible Resources in the Public Sector: An Analysis of the Relation Between Wealth and Engagement and Trust in 17 Countries

Across the globe, public administrations are employing communication to develop programs to respond to the challenges of bringing society to the core of policy making and of searching for innovative ways to generate growth. But how much do these programs achieve, and to what extent are their consequences positive? Building on theorizing about intangible assets in the public sector and based on economic indicators as well as on survey data from 17 countries, this paper explores whether specific intangible assets that are citizens’ perceptions-based can operate as sources of growth. More specifically, the article looks at citizen engagement and trust, intangible resources that are built upon organizational behaviors as well as activated through communication. Results allow us to compare the relation of these resources with growth with the relation of tangible capital with growth in 17 countries. Based on findings, the article discusses implications for public sector communication.

Pengaruh Komunikasi Organisasi terhadap Kinerja Karyawan di PT. Feva Indonesia

This study examines the influence of organizational communication on employee performance at PT. Feva Indonesia. Organizational communication has an important meaning in delivering messages within the scope of the organization. One of the organizational behaviors in which there is the delivery of person and information connecting aspects. Good communication fluency depends on a person's ability to communicate and communicate it. The problems that occur are because the communication process is not going well so that information from superiors to employees can cause a misunderstanding because the information conveyed is not understood. With good organizational communication, it is hoped that employee performance will also increase, because it is not an easy thing to improve employee performance. This type of quantitative research uses the total population of employees of PT. Feva Indonesia. Researchers have a role as key informants of 70 employees. The total population is less than 100 people, taken 70 respondents or total sampling. The research conclusion is that organizational communication variables have a significant effect on company performance.Keywords: organizational communication, employee performance

The Danger of Blindly Following: Examining the Relationship Between Authoritarian Leadership and Unethical Pro-organizational Behaviors

ABSTRACT Researchers have paid much attention to the performance implications of authoritarian leadership. However, less effort has been devoted to exploring its ethical consequences at work. Drawing on the social cognitive theory of morality, this study explores the indirect relationship between authoritarian leadership and subordinates’ unethical pro-organizational behaviors (UPB) via displacement of responsibility. A vignette-based experimental study (Study 1) and a time-lagged field study (Study 2) were conducted to test our hypotheses. Consistent findings were accumulated for the indirect relationship between authoritarian leadership and UPB through displacement of responsibility (both Study 1 and 2). Furthermore, this indirect relationship was stronger among employees with low level of moral efficacy (Study 2). We conclude this study by discussing the theoretical and practical implications of these findings.