scholarly journals Follower Mindfulness and Well-Being: The Mediating Role of Perceived Authentic Leadership and the Moderating Role of Leader Mindfulness

2020 ◽  
Vol 11 ◽  
Author(s):  
Jing Zhang ◽  
Lynda J. Song ◽  
Dan Ni ◽  
Xiaoming Zheng
Keyword(s):  
Authentic Leadership ◽  
Well Being ◽  
Mediating Role ◽  
Moderating Role

Authentic leadership and creativity: the mediating role of happiness

2017 ◽  
Vol 25 (3) ◽  
pp. 395-412 ◽  
Author(s):  
Ana Suzete Dias Semedo ◽  
Arnaldo Fernandes Matos Coelho ◽  
Neuza Manuel Pereira Ribeiro
Keyword(s):  
Structural Equation ◽  
Authentic Leadership ◽  
Group Analysis ◽  
Well Being ◽  
Organizational Level ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship ◽  
Moderating Role

Purpose Authentic leadership (AL) as a style can influence, directly or indirectly, employees’ attitudes and behaviors. In this perspective, the purpose of this study is to investigate how AL predicts affective well-being (AWB) and employees’ creativity. The mediating role of AWB and the moderating role of satisfaction with management will be analyzed. Design/methodology/approach The researchers have analyzed the data from a questionnaire administered to a sample of 543 employees belonging to various public and private organizations in Cape Verde. Structural equation modelling was used to test the proposed hypotheses and a multi-group analysis was performed to identify how the level of satisfaction with the management may impact the proposed relationships. Findings The results of this study reveal that perceptions of AL predict employees’ creativity both directly and through the mediating role of AWB. Satisfaction with the management seems to moderate the relationship between AL, AWB and creativity. Practical implications The research outcomes suggest that organizations should focus on training leaders who value self-awareness and transparency in their relationships with others, who display an internal moral perspective and demonstrate balanced processing of information, to guarantee good results at the individual level and, consequently, at the organizational level. This study provides practitioners with possible routes to act in favor of a much happier and more creative workforce. Originality/value The originality of this study is because of the integration of these four concepts in a single study, providing evidence of the relationship between AL and creativity through the mediating role of AWB and moderating role of satisfaction with the management.

Organizational injustice and knowledge hiding: the roles of organizational dis-identification and benevolence

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sadia Jahanzeb ◽  
Dirk De Clercq ◽  
Tasneem Fatima
Keyword(s):  
Well Being ◽  
Content Type ◽  
Mediating Role ◽  
Knowledge Hiding ◽  
The Relationship ◽  
Sense Of Obligation ◽  
Moderating Role ◽  
Practical Implications ◽  
Organizational Injustice

PurposeWith a basis in social identity and equity theories, this study investigates the relationship between employees' perceptions of organizational injustice and their knowledge hiding, along with the mediating role of organizational dis-identification and the potential moderating role of benevolence.Design/methodology/approachThe hypotheses were tested with three-wave survey data collected from employees in Pakistani organizations.FindingsThe experience of organizational injustice enhances knowledge hiding because employees psychologically disconnect from their organization. This mediation by organizational dis-identification is buffered by benevolence or tolerance for inequity, which reduces employees' likelihood of reacting negatively to the unfavourable experience of injustice.Practical implicationsFor practitioners, this study identifies organizational dis-identification as a key mechanism through which employees' perceptions of organizational injustice spur their propensity to conceal knowledge, and it reveals how this process might be mitigated by a sense of obligation to contribute or “give” to organizational well-being.Originality/valueThis study establishes a more complete understanding of the connection between employees' perceptions of organizational injustice and their knowledge hiding, with particular attention devoted to hitherto unspecified factors that explain or influence this process.

The effect of nepotism on tolerance to workplace incivility: mediating role of psychological contract violation and moderating role of authentic leadership

2020 ◽  
Vol 41 (4) ◽  
pp. 597-613 ◽  
Author(s):  
Hasan Evrim arici ◽  
Huseyin Arasli ◽  
Nagihan Cakmakoglu Arici
Keyword(s):  
Psychological Contract ◽  
Authentic Leadership ◽  
Family Members ◽  
Workplace Incivility ◽  
Content Type ◽  
Mediating Role ◽  
Psychological Contract Violation ◽  
Moderating Role ◽  
Contract Violation

PurposeThis multilevel study investigates the effect of employees' perception of nepotism on tolerance to workplace incivility through the mediating role of psychological contract violation and the moderating role of authentic leadership in organizations.Design/methodology/approachUsing time-lagged data from 547 frontline employees working in four- and five-star hotels, this study's hypotheses were analyzed by conducting hierarchical regression analysis and hierarchical linear modelling.FindingsThe findings indicate that non-family members' perception of nepotism triggered perceived tolerance to the uncivil behavior of family members by the management and that this relationship between nepotism perception and tolerance to workplace incivility was mediated by psychological contract violation. In line with expectations, authentic leadership moderated the effect of nepotism perception on tolerance to workplace incivility.Originality/valueThis study is among the first to examine the effects of nepotism perception on tolerance to workplace incivility by focusing on the mediator role of psychological contract violation at the individual level and the moderator role of authentic leadership at the group level.

scholarly journals Resilience as a Mediator Between Workplace Humour and Well-being at Work: An Enquiry on the Healthcare Professionals

2019 ◽  
Vol 21 (1) ◽  
pp. 160-176
Author(s):  
Pratishtha Bhattacharyya ◽  
Lalatendu Kesari Jena ◽  
Sajeet Pradhan
Keyword(s):  
Healthcare Professionals ◽  
Well Being ◽  
Self Esteem ◽  
Positive Outcomes ◽  
Mediating Role ◽  
Indirect Relationship ◽  
Moderating Role

Humour is considered as a crucial job resource for healthcare professionals. It has been further credited for several positive outcomes such as resilience and well-being. This study investigated: (a) the mediating role of resilience between adaptive humours styles (self-enhancing and affiliative) and well-being at work and (b) the moderating role of self-esteem in the indirect relationship between the adaptive humour styles and well-being at work via resilience. The study was conducted on a sample of 354 healthcare professionals. The findings of the study indicate a significant association between the adaptive humour styles and well-being at work with resilience as a mediator. Furthermore, self-esteem was found to significantly moderate the indirect relationship between self-enhancing humour and well-being at work via resilience.

scholarly journals Authentic Leadership and Employee Voice: Roles of Obligation Perception and Power Distance Orientation

2020 ◽  
Vol 9 (3) ◽  
pp. 25
Author(s):  
Hung-Yi Liao ◽  
Kang-Hwa Shaw
Keyword(s):  
Authentic Leadership ◽  
Power Distance ◽  
Employee Voice ◽  
Future Directions ◽  
Power Distance Orientation ◽  
Mediating Role ◽  
Managerial Implications ◽  
The Relationship ◽  
Moderating Role

Based on social learning theory, this paper investigated the relationship between authentic leadership and employee voice as well as the mediating role of felt obligations for change, and the moderating role of power distance orientation. Using a questionnaire survey, we collected employee data in China, and obtained 183 usable responses to test our hypotheses. The results show that authentic leadership is positively related to employee voice, authentic leadership positively influences felt obligations for change, and felt obligations for change mediates the relationship between authentic leadership and employee voice. Further, power distance orientation moderates the influence of authentic leadership on felt obligations for change. Theoretical implications, managerial implications, and future directions are discussed.

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