Unethical pro-organizational behavior as an outcome of servant leadership

This study tested the relationship between servant leadership, unethical pro-organizational behavior (UPB) of employee, trust in managers, and employees' positive reciprocity beliefs (PRB). Data were collected from 392 employees who work in four and five-star hotels in Alanya, Turkey. Structural equation modeling and artificial neural network analyses provided evidence for direct and indirect relationships between servant leadership and employee UPB via trust in manager and PRB. Specifically, trust in manager and PRB strengthened the relationship of servant leadership with employee UPB. These findings suggest that servant leadership could have a previously unexplored dark side in certain contexts. The study enhances the servant leadership and UPB literature. It also suggests certain practical implications for hotel managers to be able to reduce employee UPB. The limitations and future research suggestions of the study are discussed.

DO BIG-5 PERSONALITY TRAITS CONTRIBUTE TO EMPLOYEES PERFORMANCE? AN EMPIRICAL EVIDENCE FROM HEIs IN PAKISTAN

Several factors influence the employee's personality including psycho-social factors. Previously studies have conducted to investigate the influence of Big-5 traits which impact employee’s performance. This study investigated the influence of Big-5 on the employee’s performance. The study used a cross-sectional survey a 5-point Likert scale was distributed among 163 samples selected randomly. The findings report a significant relationship between the predictors and a criterion variable. The study points those two predictors i.e., openness to experience and emotional control predict 57% variance in criterion variable as compared to the extravert, agreeableness, and conscientiousness. This study concludes that teacher’s centric policies & mechanisms enhance employee trust and confidence and it overcomes the apprehensions, as result, they perform better and contribute more towards the promotion of education and research in higher educational institutions.

Fostering Employee Trust via Effective Supervisory Communication during the COVID-19 Pandemic: Through the Lens of Motivating Language Theory

This study examines how supervisory leadership communication during the COVID-19 pandemic fostered employee trust through the lens of motivating language theory. Drawing insight from self-determination theory, this study also reveals the mediating effects of employees’ psychological need satisfaction for competence and relatedness in this process, which help explain how supervisory leadership communication influences employee trust. Through an online survey of 393 full-time employees from various organizations in the U.S., results showed that supervisory use of meaning-making (0.15), empathetic (0.60), and direction-giving language (0.27) during the pandemic all showed significant positive effects on employee trust toward leadership and the organization directly, and indirectly through satisfying employees’ psychological need for competence and relatedness. Theoretical and practical implications of the findings are discussed.

Predicting organisational commitment: The role of line manager communication, employee trust and job satisfaction

Purpose: This study examines the influence of line manager communication (LMC) on affective organisational commitment through the mediating mechanisms of employee trust and job satisfaction. The study further investigates the moderation effect of line manager communication and employee trust to explain affective organisational commitment.Design/methodology/approach: Data for the study were collected from employees at different organisational levels in the financial services sector of South Africa through an online survey hosted on Qualtrics. A covariance-based structural equation modelling (SEM) was performed to assess the various hypotheses by using Mplus. The moderation analysis used the latent moderated structural (LMS) model approach, which utilises the unique capabilities of SEM.Findings/results: The results show that LMC does not independently influence organisational commitment. However, LMC indirectly influences affective organisational commitment through employee trust and job satisfaction. Moreover, the findings indicate that LMC positively influences affective organisational commitment under conditions of high employee trust.Practical implications: Firms should develop the communication skills of line managers to foster employee trust and job satisfaction to contribute to employee commitment. Line manager communication should be nurtured, especially in high-paced financial services firm environments, for employee trust and job satisfaction to be enhanced, and in turn, improve organisational commitment.Originality/value: The findings demonstrate that LMC does not independently influence organisational trust. Instead, line managers should focus their communications on improving employee trust and job satisfaction if they seek to foster strong employee identification with firm goals and vision.

The effect of intra-workplace pay inequality on employee trust in managers: Assessing a multilevel moderated mediation effect model

High levels of economic inequality are widely viewed as a key challenge facing both advanced industrial and developing economies. Country-level studies have consistently shown a negative link between income inequality and trust in others. This is typically attributed to greater social distance within unequal societies. Do we observe similar relationships within organisations? This is an important question because employee trust is associated with important outcomes for workers and organisations. We answer it by investigating the relationship between pay inequality and employee trust in managers at the workplace level using large-scale nationally representative matched employer–employee data from Britain. The article uses innovative machine learning methods to demonstrate a curvilinear relationship between pay inequality and trust. When pay inequality is at low to moderate levels, increasing inequality is associated with increasing employee trust but when pay inequality passes a certain threshold the relationship turns negative. The relationship is mediated by employees’ perceptions of manager fairness and moderated by employee collective voice. The implications of these findings for theory, research methodology, practice and future studies are discussed.

Dampening entrepreneurial passion: The effect of observational monitoring on startup venture employees

Observational monitoring of employees is becoming increasingly common in startup ventures in China, creating new problems regarding employee psychology—in particular, the diminishing of employee entrepreneurial passion. We conducted a survey with 303 employees of startups in China and found that observational monitoring was negatively associated with the employees' entrepreneurial passion for inventing because it eroded employee trust in management. However, when the employees perceived a high level of psychological safety, the negative effects of observational monitoring were mitigated. Theoretical and practical implications of these findings are discussed.

Empowering Leadership dalam Membentuk Employee Creativity

The purpose of this study is to analyze how the influence of a leader's attitude in delegating authority to his subordinates (empowering leadership). Empowering leadership have an impact on the ability of employees to generate new and useful ideas for the organization (employee creativity). This study also analyzes how individual beliefs in producing something creative (creative self-efficacy) as a mediating variable. Employee trust in superiors (trust in supervisors) and uncertain and threatening situations (uncertainty avoidance) are moderating variables. TThis study uses primary data from 51 lecturers where the data is obtained using a questionnaire distributed to lecturers at the Faculty of Nursing, University of Muhammadiyah Jakarta. This study uses statistical tools Partial Least Square (SmartPLS 3.0). Based on the research results, it shows that creative self-efficacy fully mediates the relationship between empowering leadership and employee creativity. Keywords : Empowering Leadership, Employee Creativity, Creative Self-Efficacy, Trust in Supervisor, Uncertainty Avoidance ABSTRAK Tujuan dari penelitian ini adalah untuk mengetahui pengaruh sikap pemimpin dalam pendelegasian wewenang pada dosen fakultas ilmu keperawatan dalam menghasilkan ide-ide baru dan berguna untuk organisasi (employee creativity). Penelitian ini juga menganalisis keyakinan individu dalam menghasilkan sesuatu yang kreatif (creative self-efficacy) sebagai variabel mediasi. Kepercayaan karyawan kepada atasan (trust in supervisor) dan situasi yang tidak pasti dan bersifat mengancam (uncertainty avoidance) sebagai variabel moderasi. Penelitian ini menggunakan pendekatan kuantitatif dengan metode survei. Penelitian ini menggunakan data primer dari 51 dosen Fakultas Ilmu Keperawatan Universitas Muhammadiyah Jakarta. Untuk menguji hipotesis, digunakan alat bantu statistik Partial Least Square (SmartPLS 3.0). Berdasarkan hasil penelitian creative self-efficacy memediasi secara penuh hubungan empowering leadership dan employee creativity. Kata Kunci : Empowering Leadership, Employee Creativity, Creative Self-Efficacy, Trust in Supervisor, Uncertainty Avoidance