Positive leadership and organizational identification: Mediating roles of positive emotion and compassion
-
DOIhttp://dx.doi.org/10.21511/ppm.19(1).2021.02
-
Article InfoVolume 19 2021, Issue #1, pp. 13-23
- Cited by
- 1464 Views
-
498 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
This study examined the effect of positive leadership experienced by employees on their organizational identification and the mechanisms through how positive leadership enhances organizational identification. Despite the importance of positive leadership at work, such as increasing the followers’ positive self-concepts at work, our understanding of the mechanisms through how positive leadership leads to employees’ organizational identification is still in a nascent state. Thus, this study addresses the research gap by investigating the mediating roles of compassion and positive emotions in the relationship between positive leadership and organizational identification. This study used path analysis and bootstrapping to analyze the survey data collected from 312 full-time employees in 10 large-sized companies located in South Korea. The path analysis results confirmed that positive leadership increases employees’ organizational identification. Furthermore, positive leadership enhances compassion and positive emotions at work, which, in turn, leads to higher organizational identification. Most importantly, the bootstrapping results revealed that both compassion and positive emotion mediate the positive relationship between positive leadership and organizational identification. The empirical results broaden the understanding of the mechanisms through how positive leadership could bring positive effects at work, such as employee organizational identification. Thus, from the managerial perspective, organizations could emphasize the importance of positive leadership at work, and provide the managers with opportunities to develop their positive leadership.
- Keywords
-
JEL Classification (Paper profile tab)D23, M12
-
References45
-
Tables5
-
Figures0
-
- Table 1. Confirmatory factor analysis results
- Table 2. Correlation analysis results
- Table 3. Path analysis results
- Table 4. Mediating effect of positive affect in the relationship between positive leadership and organizational identification
- Table 5. Mediating effect of compassion in the relationship between positive leadership and organizational identification
-
- Allen, T. D. (2001). Family-supportive work environments: The role of organizational perceptions. Journal of Vocational Behavior, 58(3), 414-435.
- Ashforth, B. E., & Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14(1), 20-39.
- Ashkanasy, N. M., & Daus, C. S. (2002). Emotion in the workplace: The new challenge for managers. The Academy of Management Executive, 16(1), 76-86.
- Bartel, C. A. (2001). Social comparisons in boundary-spanning work: Effects of community outreach on members’ organizational identity and identification. Administrative Science Quarterly, 46(3), 379-413.
- Blau, P. M. (1964). Justice in social exchange. Sociological Inquiry, 34(2), 193-206.
- Brief, A. P., & Roberson, L. (1989). Job attitude organization: An exploratory study. Journal of Applied Social Psychology, 19(9), 717-727.
- Cameron, K. (2012). Positive leadership: Strategies for extraordinary performance. San Francisco, CA: Berrett-Koehler Publishers.
- Cameron, K. S. (2008). Paradox in positive organizational change. Journal of Applied Behavioral Science, 44(1), 7-24.
- Cameron, K. S., & Plews, E. (2012). Positive leadership in action: Applications of POS by Jim Mallozzi, CEO, Prudential Real Estate and Relocation. Organizational Dynamics, 41(2), 99-105.
- Cialdini, R. B., Borden, R. J., Thorne, A., Walker, M. R., Freeman, S., & Sloan, L. R. (1976). Basking in reflected glory: Three (football) field studies. Journal of Personality and Social Psychology, 34(3), 366-375.
- D’Innocenzo, L., Mathieu, J. E., & Kukenberger, M. R. (2016). A meta-analysis of different forms of shared leadership – team performance relations. Journal of Management, 42(7), 1964-1991.
- Damen, F., Van Knippenberg, B., & Van Knippenberg, D. (2008). Affective match in leadership: Leader emotional displays, follower positive affect, and follower performance. Journal of Applied Social Psychology, 38(4), 868-902.
- Dutton, J. E., & Dukerich, J. M. (1991). Keeping an eye on the mirror: Image and identity in organizational adaptation. Academy of Management Journal, 34(3), 517-554.
- Dutton, J. E., & Heaphy, E. D. (2003). The power of high-quality connections. In K. Cameron & J. Dutton (Eds.), Positive organizational scholarship: Foundations of a new discipline (pp. 263-278). Berrett-Koehler Publishers.
- Dutton, J. E., Dukerich, J. M., & Harquail, C. V. (1994). Organizational images and member identification. Administrative Science Quarterly, 39(2), 239-263.
- Eisenberger, R., Cummings, J., Armeli, S., & Lynnch, P. (1997). Perceived organizational support, discretionary treatment, and job satisfaction. Journal of Applied Psychology, 82(5), 812-820.
- Fisher, C. D. (2000). Mood and emotions while working: Missing pieces of job satisfaction. Journal of Organizational Behavior, 21(2), 185-202.
- Fredrickson, B. L. (2001). The role of positive emotions in positive psychology: The broaden-and-build theory of positive emotions. American Psychologist, 56(3), 218-226.
- Hannah, S. T., Woolfolk, R. L., & Lord, R. G. (2009). Leader self-structure: a framework for positive leadership. Journal of Organizational Behavior, 30(2), 269-290.
- Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of Management, 44(2), 501-529.
- Hur, W. M., Moon, T. W., & Ko, S. H. (2018). How employees’ perceptions of CSR increase employee creativity: Mediating mechanisms of compassion at work and intrinsic motivation. Journal of Business Ethics, 153(3), 629-644.
- Kahn, W. A. (1993). Caring for the caregivers: Patterns of organizational caregiving. Administrative Science Quarterly, 38(4), 539-563.
- Kelloway, E. K., Wiegand, H., McKee, M. C., & Das, H. (2013). Positive leadership and employee well-being. Journal of Leadership & Organizational Studies, 20(1), 107-117.
- Kirkpatick, S. A., & Locke, E. A. (1991). Leadership: Do traits matter? Academy of Management Perspectives, 5(2), 48-60.
- Ko, S. H., & Choi, Y. (2019). Compassion and job performance: Dual-paths through positive work-related identity, collective self esteem, and positive psychological capital. Sustainability, 11(23), 6766.
- Liden, R. C., Erdogan, B., Wayne, S. J., & Sparrowe, R. T. (2006). Leader-member exchange, differentiation, and task interdependence: Implications for individual and group performance. Journal of Organizational Behavior, 27(6), 723.
- Lilius, J. M., Worline, M. C., Dutton, J. E., Kanov, J. M., & Maitlis, S. (2011). Understanding compassion capability. Human Relations, 64(7), 873-899.
- Lilius, J. M., Worline, M. C., Maitlis, S., Kanov, J., Dutton, J. E., & Frost, P. (2008). The contours and consequences of compassion at work. Journal of Organizational Behavior, 29(2), 193-218.
- Linley, P., Govindji, R., & West, M. (2007). Positive psychology approaches to public services leadership: An introduction to strengths-based leadership. International Journal of Leadership in Public Services, 3(4), 44-55.
- Mael, F., & Ashforth, B. E. (1992). Alumni and their alma mater: A partial test of the reformulated model of organizational identification. Journal of Organizational Behavior, 13(2), 103-123.
- Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61-89.
- Miller, K. I. (2007). Compassionate communication in the workplace: Exploring processes of noticing, connecting, and responding. Journal of Applied Communication Research, 35(3), 223-245.
- Montano, D., Reeske, A., Franke, F., & Hüffmeier, J. (2017). Leadership, followers’ mental health and job performance in organizations: A comprehensive meta-analysis from an occupational health perspective. Journal of Organizational Behavior, 38(3), 327-350.
- Moon, T. W., Hur, W. M., Ko, S. H., Kim, J. W., & Yoon, S. W. (2014). Bridging corporate social responsibility and compassion at work: Relations to organizational justice and affective organizational commitment. Career Development International, 19(1), 49-72.
- Podsakoff, P. M., & Organ, D. W. (1986). Self reports in organizational research: Problems and prospects. Journal of Management, 12(4), 531-544.
- Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879-903.
- Preacher, K. J., & Hayes, A. F. (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior Research Methods, 40(3), 879-891.
- Rego, A., Sousa, F., Marques, C., & Cunha, M. P. (2014). Hope and positive affect mediating the authentic leadership and creativity relationship. Journal of Business Research, 67(2), 200-210.
- Rhoades, L., Eisenberger, R., & Armeli, S. (2001). Affective commitment to the organization: The contribution of perceived organizational support. Journal of Applied Psychology, 86(5), 825-836.
- Staw, B. M., & Barsade, S. G. (1993). Affect and managerial performance: A test of the sadder-but wiser vs. happier-and-smarter hypotheses. Administrative Science Quarterly, 38(2), 304-331.
- Strauss, A., & Corbin, J. M. (1997). Grounded theory in practice. Thousand Oaks, CA: Sage.
- Tajfel, H., & Turner, J. C. (1986). The social identity theory of intergroup behavior. In S. Worchel & W. Austin (Eds.), Psychology of intergroup relations (pp. 7-24). Chicago: Nelson-Hall.
- Weiss, H. M., & Cropanzano, R. (1996). Affective events theory: A theoretical discussion of the structure, causes, and consequences of affective experiences at work. In B. M. Staw & L. L. Cummings (Eds.), Research in organizational behavior (Vol. 18, pp. 1-74). New York: Elsevier Science.
- Youssef, C. M., & Luthans, F. (2012). Positive global leadership. Journal of World Business, 47(4), 539-547.
- Youssef-Morgan, C. M., & Luthans, F. (2013). Positive leadership: Meaning and application across cultures. Organizational Dynamics, 42(3), 198-208.
-
Psychology of health and mental hygiene: Psychosocial risks, consequences, and possibilities of work stress prevention
Radka Vaníčková
doi: http://dx.doi.org/10.21511/ppm.19(1).2021.06
Problems and Perspectives in Management Volume 19, 2021 Issue #1 pp. 68-77 Views: 1086 Downloads: 409 TO CITE АНОТАЦІЯThe relevance of the study lies in the warning of burnout syndrome, which is currently the most frequently solved problem among workers. The study aimed to determine which of the most affected groups of workers is most endangered by psychosocial risk factors. The study aims to point out the issue of burnout syndrome and determine preventive steps to prevent burnout syndrome. The best-chosen method was a survey, which allowed getting as many results as possible. The questionnaire survey interviewed 80 respondents in 2018. The total number of relevant questionnaires used was 50. 11 questionnaires were from employees in the sales department, and 39 questionnaires from employees in the warehouse. Data from questionnaires were processed in Microsoft Excel 2017. Data from questionnaires were selected according to closed and open questions. Open-ended questions were evaluated by keywords. The results, as secondary data, also took into account the primary data. The results of the questionnaires provided a percentage overview of psychosocial stress factors among sales staff and warehouse workers. The results of the questionnaires also served as an incentive to provide measures against burnout syndrome.
-
The mediating effect of employee engagement and well-being on turnover intention in Indonesia
Putri Mega Desiana ,
Mone Stepanus Andrias ,
Gyandra Sekar Ahyinaa
doi: http://dx.doi.org/10.21511/ppm.22(2).2024.37
Problems and Perspectives in Management Volume 22, 2024 Issue #2 pp. 477-487 Views: 507 Downloads: 136 TO CITE АНОТАЦІЯEmployee turnover is challenging for firms, and it is usually fueled by employee stress due to their heavy workload. To minimize turnover, firms can implement various initiatives, such as employee well-being and employee engagement programs. Previous studies have examined the influence of work stress, employee engagement, or employee well-being separately on turnover intention. By exploring these factors simultaneously, this study aims to explain the roles of employee well-being and engagement as mediators in alleviating the impact of work stress on turnover. Data were collected from 425 employees working in various economic sectors (e.g., finance, education, research and development, retail, and business) in Indonesia and analyzed using the structural equation modeling (SEM) with the Lisrel 8.8 software. The results confirmed that work stress and employee engagement are factors that can directly influence turnover intention. Nevertheless, employee well-being does not have a direct impact on reducing turnover. The role of employee engagement in mediating the impact of work stress and employee well-being on turnover intention has been proven to be significant. This indicates that the company can withstand the stress that leads to employee turnover by creating jobs that make employees enthusiastically enjoy their work. Furthermore, company initiatives to create employee well-being will only be effective if those initiatives encourage employee engagement. Based on these findings, companies can develop strategies to reduce employee turnover. This can be achieved by prioritizing work stress management and improving employee well-being and engagement.
-
The moderating role of intrinsic religiosity in the relationship of stressors and job performance: Evidence from Indonesia
Lina Lina
doi: http://dx.doi.org/10.21511/ppm.22(1).2024.22
Problems and Perspectives in Management Volume 22, 2024 Issue #1 pp. 255-267 Views: 345 Downloads: 100 TO CITE АНОТАЦІЯJob performance is the ability to complete work according to predetermined standards. Stressful conditions at work can make job performance worse. An individual’s intrinsic religiosity can weaken these stressful conditions. This study aims to empirically prove the influence of challenge and hindrance stressors on job performance and examine whether intrinsic religiosity can moderate this influence. This paper uses the method of administering online questionnaire surveys by distributing Google Form links to the eligible respondents without conducting the interview. It employs a non-probability sampling design with a purposive sampling method, in this case, judgment sampling. The criteria for selecting respondents are individuals who have the status of full-time employees and work in state-owned and private-owned organizations in the cities of Indonesia. This study proved all hypotheses. Higher challenge stressors result in higher job performance. At the same time, higher hindrance stressors result in lower job performance. Further, intrinsic religiosity weakens the positive influence of challenge stressors on job performance. Individuals who are always attached to God will use work as a means to please God. The characteristics of these individuals are having a positive mental attitude so that they are always ready and calm in facing various work situations and view work as a calling. Also, this study proves that the negative influence of hindrance stressors on job performance is weaker in people with intrinsic religiosity. Ambiguous job descriptions, conflicts, or excessive work are no longer burdensome.
Acknowledgment
This study is funded by the Faculty of Economics and Business, Pelita Harapan University, award number 023/P-ORP-FEB/I/2024.
