This study aimed to verify the impact of servant leadership on innovative behaviour in non-governmental organisations (NGOs). It particularly investigated the role of a mediator for self-efficacy in the relationship between servant leadership and innovative behaviour. This study defined the organisational psychology-behaviour mechanism in non-profit organisations by verifying the moderated mediating effect of vocational calling in the relationship between servant leadership, self-efficacy, and innovative behaviour. The 174 pilot samples used in this study comprised community service participants in NGOs. The analysis verified the hypothesis set through causal correlations among four variables using regression analysis and the PROCESS macro developed by Hayes. Vocational calling played a moderating role in the relationship between servant leadership and self-efficacy, and vocational calling had a conditional effect on the impact of servant leadership on innovative behaviour through self-efficacy. Meanwhile, self-efficacy fully mediated servant leadership and innovative behaviour. Based on the verification of the mechanism of organisational psychology-action, this study sought ways to develop the organisation of NGOs and improve the working environment.
This study explores the role of entrepreneurial teams' characteristics as determinants of entrepreneurial orientation (EO). Previous literature usually assumed the determinants of EO as given, and focused on the performance effects of EO. Although some theoretical concerns shed light on the role of entrepreneurial team influences on EO, a direct analysis of such positive association has so far been limited. This current study examines the positive influences of top talents and the possible influence of functional diversity of entrepreneurial teams on EO, as well as those of entrepreneur's human and social capital. The results of 1,228 Korean business venture samples showed that the level of EO is determined by the entrepreneurial team characteristics, such as human and social capital, and the existence of marketing top talents. However, supplementary subgroup analyses showed that these positive effects of an entrepreneurial team's characteristics on EO are significant for the sample of "founders stay," whereas the positive influence of an entrepreneurial team's diversity as well as the existence of marketing top talents are significant for the sample of "founders left." Based on these results, theoretical and practical implications are discussed.
This research was designed to test and extend the model of emotional dissonance. Previous models of emotional dissonance, such as the Job Demand-Resource (JD-R) and the Stress-Strain-Outcome (SSO) models, are limited in that they do not account for the influences of work and work–family-related conflicts. The present paper focused on emotional labor carried out by married women working in call centers. We developed the model of emotional dissonance influencing intrinsic motivation and job stress, with the moderating effects of work overload and work–family conflict. The data of 468 employees analyzed using least square regression showed that that emotional dissonance is positively related to job stress, but is negatively related to intrinsic motivation. Both work overload and work–family conflict were found to be significant moderators that aggravate the positive relationships between emotional dissonance and job stress, and the negative relationships between emotional dissonance and intrinsic motivation. Theoretical and practical implications on emotional labor and emotional dissonance are discussed.
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