Drawing on spiritual leadership theory and intrinsic motivation theory, we proposed a homologous multilevel model to explore the effectiveness of spiritual leadership on employees’ task performance, knowledge sharing behaviors and innovation behaviors at the individual level. With questionnaires rated by 306 pairs of employees and their supervisors in 26 teams from the energy industry in mainland China, we conduct multilevel analysis to examine our hypotheses. The results show that spiritual leadership was positively related to employee task performance, knowledge sharing behaviors and innovation behavior, when we controlled for possible confounding effects of moral leadership and benevolent leadership, and ruled out alternative explanation of ethical leadership. The theoretical and practical implications are discussed.
Remote working because of the COVID‐19 pandemic has eroded boundaries between work and home, necessitating the need to evaluate the long‐term impacts of these changes and mitigate any negative effects on workers' work‐life experiences. To do so, we reviewed and examined work‐life research published since the start of the pandemic. The review yielded a sample of 303 work‐life scholarly articles, with three common themes: 1) work‐life boundaries have become more permeable, with behavior‐based and time‐based work‐life conflict emerging as the more salient forms of work‐life conflict; 2) technical work demands have increased, as employees grapple with techno‐invasion, techno‐overload and techno‐complexity; and 3) psychological and emotional work demands have intensified. Based on these key findings, we call for multi‐level and multi‐agency responses to deal with the complex, diverse nature of work‐life demands. Specifically, we offer recommendations at the individual‐, team/organizational‐ and societal/governmental‐levels to enhance employees' work and non‐work lives after the pandemic.
Purpose Servant leaders focus on their direct reports to enable them to grow to be independent and autonomous leaders. The purpose of this paper is to understand the way personal values and personality traits collectively influence this other-centered behavior. This will go a long way to unravel this unique style of leadership. Design/methodology/approach The study surveys managers and their direct reports. Leaders rated their personality trait and personal values, while their direct reports rated the leader’s servant leadership behaviors. Age, educational level, conscientiousness, extraversion and neuroticism of leaders were used as controls. The study also checked for endogeneity threats. Findings Using a sample of 81 leaders and 279 of their direct reports, the study finds that the personal value of benevolent dependability relates negatively to servant leadership behaviors. In addition, the personality traits of agreeableness and openness/intellect moderate the relationship between benevolent dependability and servant leadership behaviors. Research limitations/implications The findings shed important insights into what motivates servant leaders to engage in other-directed behaviors, thereby enabling future research into individual characteristics that define servant leaders. Originality/value Although studies have examined how values and personality traits influence leadership behaviors, no research has examined both types of individual differences in a single study. Studies examining the individual differences of servant leaders are few, and this study answers the call by Liden et al. (2014) to examine individual characteristics that are both personality based (traits) and malleable (values).
Work–family conflict (WFC) research has focused almost exclusively on nonimmigrant populations. To expand the understanding of WFC among immigrants, this longitudinal study (six‐month time lag) aimed to investigate the mechanisms linking acculturation, strain‐based WFC, and subjective well‐being. In order to do this, two theory‐based mediation models were developed and tested on a sample of 264 Chinese immigrants working in New Zealand using structural equation modeling. Results show that subjective well‐being mediated the effect of acculturation on strain‐based WFC, and acculturation did not directly influence strain‐based WFC. Furthermore, evidence was found for reciprocal relationships between strain‐based WFC and subjective well‐being, as well as for the same‐domain perspective. Strain‐based work interfering with family and strain‐based family interfering with work (two directions of strain‐based WFC) have significant effects on work‐related and family‐related well‐being, respectively, and vice versa. Overall, the present study provides an appropriate platform for future work–family research on immigrant populations and offers practical prescriptions for human resource managers to operate successfully within a diverse workplace.
This study examined the antecedents of work-family conflict (WFC) and the mediation effects of WFC on well-being consequences among Chinese immigrants to New Zealand, along with the moderating role of acculturation. Four types of WFC were explored: time-based and strain-based work interference with family, and time-based and strain-based family interference with work. Data were collected from 577 Chinese immigrants in New Zealand, who had full-time or part-time work and lived with family members in New Zealand. The four types of WFC were differentially related to the antecedents and well-being consequences, providing some evidence that both Chinese and New Zealand cultures may exert influences on Chinese immigrants' experiences of WFC. Both directions of WFC (work interference with family, and family interference with work) were related to job satisfaction and family satisfaction, and strain-based WFC influenced their well-being more than time-based WFC. Most importantly, we found immigrants who were proficient in English perceived greater WFC and psychological strain. Copyright © 2016 John Wiley & Sons, Ltd.
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