Trust in Leader as a Psychological Factor on Employee and Organizational Outcome

While leadership studies have tackled the concept in various ways, it can be said that often basic psychological elements are overlooked. In this sense, the notion of trust is focused in this chapter to highlight, elaborate, and provide a thorough understanding on the vitality of trust between leader and his/her followers. Whether a business achieves success or not is highly dependent on leadership of the firm. Mutual trust among staff and their managers is a crucial matter that can hinder or enhance the process of success. With the existence of trust, workplace and environment of company become soothing for individuals, leading to positive psychological outcomes, and improved wellbeing. Therefore, we argue that building, and gaining trust should be the focus of leaders regardless of their style for it will improve performance, and thus, organizational outcome while simultaneously benefiting the staff via psychological elements. This becomes more vivid in modern business world as wellbeing of individuals and their mental health are more emphasized. Both leaders and scholars can benefit from this manuscript.

The Role of Self-Compassion in the Job Demands-Resources Model, an Explorative Study among Crisis Line Volunteers

The job demands-resources (JD-R) model has hardly been studied in volunteer organizations and there is a scarcity of studies evaluating self-compassion as a personal resource within the JD-R model. The present study addresses these gaps in current knowledge, first by examining the applicability of the JD-R model in a crisis line volunteer organization. Second, self-compassion is examined, both in terms of its moderating role on the exhaustion process as well as its role on the motivation process. Structural equation modelling was used for the analyses. The influence on the organizational outcome ‘compassion towards others’ was examined using a multiple regression analysis. The results showed that the JD-R model has an acceptable fit on this sample and supports the central assumption that exhaustion and motivation are two independent but related processes. This study provides evidence that self-compassion is a valuable addition to the JD-R model, as it has an indirect effect on both processes, and increases the explained variance in compassion towards others by 7% through the exhaustion process and by 3% through the motivational process. These findings point to the importance of focusing on self-compassion in training and supervision in volunteer organizations.

March’s foolish views on leadership, or how to fail optimistically, pursue ethical authenticity, choose mindful resilience and enable ambiguous innovation

Purpose The purpose of this paper is to refract March’s views on leadership to re-frame them within an authentic model that understands optimistic failure and mindful resilience as likely byproducts of enabling ambiguous innovation. An analysis of March’s theories of slack, and the concepts of exploration and exploitation, as well as that of foolishness, are used to support the adoption of authentic and ethical leadership as an intelligent practice and, more concretely, to portray the leader as a resilient “juggling fool.” Design/methodology/approach This paper makes use of primary data by focusing on March’s published works, as well as on interviews and other materials written about him, or those discussing his contributions. A post-hoc practice of “appreciation” facilitated a fresh refraction of the “evidence” to identify or recognize new perspectives and/or challenges to March’s conceptualization of leadership, while relying on literature and metaphor to engage in “polymorphic research.” Findings This paper presents March as a complex thinker, whose thoughts on leadership have received, perhaps, less attention for being thought to be more refractive and less empirical. Nonetheless, his reflections on leadership re-discover him as a solid leadership philosopher. His use of literature, his theories of slack and the concepts of exploration and exploitation, as well as that of foolishness, may help leadership scholars to understand the essence of authentic and ethical leadership as an intelligent practice. Practical implications This paper proposes to extrapolate March’s vast insights about organizational theory to further develop the framework of authentic leadership. This re-framing of the leader as a “juggling fool” constitutes an empowered view of leadership that comes closer to balancing the complementary purposes of leadership and management; an effort that rests at the core of the future of leadership. Originality/value Despite the ostensible popularity of leadership over management as a desired organizational outcome, March’s phenomenal insights remind current and developing leaders of just how much the two fields must overlap in constant tension. It is, perhaps, the conceptualization of a leader as an authentic and resilient “juggling fool” what adds depth of meaning to March’s contributions to the field of leadership beyond that of management.

DOES ORGANIZATIONAL COMMITMENT MATTER? LINKING TRANSFORMATIONAL LEADERSHIP WITH ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB)

This research was conducted to identify the antecedents dimension of organizational commitment that consist of affective, continuance, and normative commitment to mediate transformational leadership on organizational citizenship behavior (OCB) in the salespeople’s banking sector in Malang, East Java. The population of this research was the employees in the banking sector that provides insurance and investment services in Malang city. The sampling technique used was non-probability sampling. A questionnaire was used as a research instrument. 118 responses were analyzed using Smart Partial Least Square software (Smart-PLS). The study result revealed that organizational commitment does not significantly affect OCB. The affective commitment was the best predictor in mediating the effect of transformational leadership on OCB. In contrast, continuance and normative commitment have an insignificant effect both directly and indirectly on OCB. This study was expected to be a reference for further research in the area of organizational outcome focused on organizational commitment and provide more information for decision making about the importance of leadership styles such as transformational leadership and organizational citizenship behavior.

The Impact of Transformational Leadership and Perceived Leadership Effectiveness on Organizational Commitment of Public Sector Workers in Kwara State, Nigeria

The importance of leadership in organizational outcome cannot be overstated. This study showed that perceived leadership effectiveness predicts positive organizational outcome in Nigeria better than transformational leadership when paired together. However, because of its inherent positive attributes, transformational leadership when augmented by leadership effectiveness and practices can make public institutions more effective and efficient in its service delivery and in its response to the citizenry. Findings from this survey research support the general theory that leadership is a major determinant of organizational outcome and supports the universal applicability of transformational leadership theories.

Toward a multilevel perspective on digital servitization

PurposeThe purpose of this paper is to provide a theoretical lens on digital servitization (DS) for future research purposes. By developing a multilevel framework that helps structure and untangle its complexity, the authors aim to increase understanding into the persistent challenge of DS.Design/methodology/approachBuilding on a problematization approach, critical incident technique was applied to a comparative, longitudinal, multiple-case study in which DS journeys from one Italian and one Belgian manufacturing firm were analyzed.FindingsAnalysis revealed that different levels and elements of the multilevel framework were simultaneously involved in the identified critical incidents. This huge interconnectedness severely challenged the DS journeys. Managerial (un)responsiveness played a central role in the organizational outcome for both firms.Originality/valueThe authors answer the call for a more holistic approach toward DS. A multilevel framework is provided to be employed by future researchers and practitioners alike. A mid-range theory for DS and propositions for future research are developed.

Seeing What Others Miss: A Competition Network Lens on Product Innovation

How a firm views its competitors affects its performance. We extend the networks literature to examine how a firm’s positioning in competition networks—networks of perceived competitive relations between firms—relates to a significant organizational outcome, namely, product innovation. We find that when firms position themselves in ways that allow them to see differently than rivals, new product ideas emerge. Simply put, firms with an unusual view of competition are more innovative. We situate our analysis in the U.S. enterprise infrastructure software industry, examining the relationship between the firm’s position in competition networks and its innovation over the period of 1995–2012. Using both archival and in-depth field data, we find that two factors—the focal firm’s spanning of structural holes in the network and the perception of peripheral firms as competitors—are positively associated with its product innovation. At the same time, turnover in firms perceived as competitors has an unexpected negative association with innovation. Overall, the findings suggest that firms benefit when they see the competitive landscape differently than their competitors. The findings also show that what we know about innovation-enhancing positioning in collaboration networks does not necessarily hold in competition networks.

Materiality as a Basis for Valuation Entrepreneurship: Re-modeling Impressionism

This paper addresses the recognized need for connecting scholarship on materiality and evaluation by conceptualizing how materiality provides grounds for “valuation entrepreneurship.” It extends the scope of materiality scholarship by considering an ignored organizational outcome while offering stronger evidence for the role of supply-side factors in social evaluation. The theoretical model posits that materiality affords opportunities for identity construction and social organization that can lead to the emergence of a new theory of value contesting the evaluative regime. This framework is applied to the reanalysis of a famous case: Impressionism. The analysis shows that new materials and methods of painting served as a “focus” for the social organization of artists with a shared identity of craftsmen. These artists espoused a new theory of value that advocated the “unfinishedness” of artworks and used natural perception as an objective basis for contestation of the “subjective” evaluative regime at the salons. The contestation had political overtones, drawing on cultural resources and scientific tenets to justify the valorization of individuality and decentralization of art appraisal. An endogenous account of culture in action presents materiality as a natural counterpoint to the emphasis on conceptualization.