Historically, infectious diseases have been the leading cause of human psychosomatic strain and death tolls. This research investigated the recent threat of COVID-19 contagion, especially its impact among frontline paramedics treating patients with COVID-19, and their perception of self-infection, which ultimately increases their agonistic behaviour. Based on the stressor–strain–outcome paradigm, a research model was proposed and investigated using survey-based data through a structured questionnaire. The results found that the perceived threat of COVID-19 contagion (emotional and cognitive threat) was positively correlated with physiological anxiety, depression, and emotional exhaustion, which led toward agonistic behaviour. Further, perceived social support was a key moderator that negatively affected the relationships between agonistic behaviour and physiological anxiety, depression, and emotional exhaustion. These findings significantly contributed to the current literature concerning COVID-19 and pandemic-related effects on human behaviour. This study also theorized the concept of human agonistic behaviour, which has key implications for future researchers.
Personality dispositions and their role in inducing employee creative behavior are well documented in the literature. However, much is unexplored about the collective and relative contribution of personality orientations and environmental factors in explaining creative behavior. This study used a framework based on self-determination theory (SDT) to measure the combined and relative contribution of personal mastery orientation and authentic leadership in predicting employee creative behavior as mediated by autonomous motivation. A self-reported survey was conducted among software developers working in software houses. The results of the study show that both personal mastery and authentic leadership are significant predictors of employee creative behavior. In addition, autonomous motivation significantly mediates the relationship between personal mastery, authentic leadership, and creative behavior. The findings of the study lend support to the combined effect of personality orientation and environmental factors in predicting employee creative behavior and test the SDT framework’s efficacy in predicting creative behavior.
The excessive use of social media is an emerging phenomenon with several negative consequences in an entrepreneurial context. Based on the stressor–strain–outcome paradigm, this research aims to unveil the following: that social media late-night usage can affect two psychological strains (life invasion and technostress) among female entrepreneurs and thus influence their behavioral outcome (cognitive engagement). This study empirically tested the proposed mediation model using an online survey of 225 female entrepreneurs from the small- and medium-sized enterprise sector. A partial least squares structural equation modeling (PLS-SEM) was implemented to obtain the results. The findings indicate that late-night social media usage significantly raises life invasion and technostress among female entrepreneurs. Moreover, internal strains (life invasion and technostress) reduce female entrepreneurs’ cognitive engagement and significantly mediate the association between late-night use of social media and entrepreneurial cognitive engagement. This study draws associated practical and theoretical contributions based on findings, which were not previously discussed.
PurposeThe study aims to examine the role of initiative climate as a resource caravan passageway in engaging employees and developing a proactive frontline service workforce to identify the mechanisms whereby scarce resources efficiently yielding the desired outcomes can help organizations improve productivity and gain competitive advantage, thereby helping clarify the leadership–performance relationship in service organizations.Design/methodology/approachThe study employed a quantitative research design with a cross-sectional survey conducted among frontline hospitality employees in Malaysia. Partial least squares structural equation modeling (PLS-SEM) was used to examine the hypothesized relationships.FindingsThe initiative climate is significant as a resource caravan passageway to transmit the positive impact of interpersonal leadership onto the engagement and proactive performance of frontline hospitality employees in whom initiative climate and employee engagement sequentially mediated the relationship between interpersonal leadership and proactive service performance.Research limitations/implicationsThe online data collection procedure conducted through LinkedIn and Facebook and cross-sectional, self-reported survey method are significant limitations of the current study.Practical implicationsThe findings of the study will aid in developing organizational interventions for an engaged and proactive frontline service workforce, as interpersonal leadership can positively impact the engagement and proactive behavior of frontline service employees via initiative climate. Therefore, hospitality managers should value interpersonal leadership and initiative climate as coexisting organizational resources.Originality/valueThe study shows the significance of initiative climate in the relationships between interpersonal leadership, employee engagement and the proactive performance of frontline service employees.
The main purpose of this study is to determine the relationship between authentic leadership and employee creative behaviour and to reveal two different mediating mechanisms (i.e., job complexity and autonomous motivation) through which authentic leadership influences employee creative behaviour. This study is based on self-determination theory. A total of (N = 354) respondents were asked to rate themselves on creative behaviour and their leader on authentic leadership style. The research used the internet-based survey tools in a cross-sectional. The study population was employees (mainly Software Developers) of software houses (software companies) working in Pakistan. Methodological tools of the research were partial least square structural equation modelling (PLS-SEM) for measuring the relationship between the variables. The results of the study show that authentic leadership positively influences employee creative behaviour directly as well as through two competing mechanisms of job complexity and autonomous motivation. Job complexity and autonomous motivation were tested as mediators between authentic leadership and employee creative behaviour independently and comparatively. Both the mediators successfully mediated the relationship between authentic leadership and employee creative behaviour with variable strength. The mediation path of job complexity was stronger in comparison with the mediation path of autonomous motivation. Further examination revealed that job complexity and autonomous motivation both mediate the relationship between authentic leadership and employee creative behaviour in a sequential manner. The results of the study are useful for both practitioners and researchers equally. For practitioners, the authors laid out the process through which managers can foster the creative behaviour of their employees using an authentic leadership style (i.e., by giving increased opportunities to indulge in complex work). Furthermore, for researchers, this study revealed the mechanisms through which authentic leadership influences and predicts creative behaviour. The findings of the study would benefit the authentic leadership theory for further development as a predictor of positive employee outcomes as this study confirmed a relatively complex mechanism through which it influences the creative behaviour of his followers. Keywords authentic leadership, autonomous motivation, creativity, employee creative behaviour, job complexity, self-determination theory, software houses of Pakistan, software developers.
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