Authentic Leadership, Emotional Exhaustion and Job Satisfaction in Nigerian Hospitality Industry: the mediating Role of Psychological Ownership

Liu

et al. 2020

Journal of Management

This quantitative review systematically integrates the antecedents and outcomes of psychological ownership (PO) and examines its incremental validity and explanatory power compared with two other forms of workplace attachment (i.e., organizational commitment and organizational identification). Across 141 studies published over 20 years, our meta-analysis shows that apart from the factors related to the three traditional categories of PO antecedents (i.e., control, knowing, and investment), safety (e.g., organizational justice, trust, perceived organizational support, and relational closeness) is an emerging antecedent leading to PO. In addition, we find that PO is related not only to employees’ attitudinal and performance outcomes but also to some dark-side outcomes (e.g., territorial behaviors). Furthermore, after applying two advanced methods, that is, two-stage meta-analytic structural equation modeling and dominance analysis, to the analysis of 294 studies (including 291 primary studies and three published meta-analyses), the results reveal that PO has an incremental validity above that of organizational commitment and organizational identification in predicting employees’ in-role performance and organizational citizenship behaviors. Theoretical and practical implications are discussed.

Section: Consequences Of Pomentioning

confidence: 99%

Psychological Ownership: A Meta-Analysis and Comparison of Multiple Forms of Attachment in the Workplace

Liu

et al. 2020

Journal of Management

“…Through a review of the scientific literature, Vem et al [52] showed the existence of a direct relationship between authentic leadership and job satisfaction [30,53,54]. They also reported that the feeling of inclusion of employees has a positive effect on commitment and job satisfaction [55].…”

Section: Balanced Processing Relational Transparency Self-awarenessmentioning

confidence: 99%

“…In addition, the transparency of authentic leaders, which revolves around openness and the exchange of information with followers, reduces negative emotions [56]. Vem et al [52] concluded that hotel managers should pay attention to leadership style and prepare authentic leaders to mitigate emotional exhaustion.…”

Section: Balanced Processing Relational Transparency Self-awarenessmentioning

confidence: 99%

Authentic Leadership and Job Satisfaction: A Fuzzy-Set Qualitative Comparative Analysis (fsQCA)

et al. 2019

The relationship between leadership and job satisfaction has attracted considerable scientific interest, especially in relation to the quality of tourism businesses. This study investigated this relationship within the framework of authentic leadership. The study also explored differences between outsourced workers and internal hotel employees in terms of the influence of authentic leadership on job satisfaction. Fuzzy-set qualitative comparative analysis (fsQCA) offered valuable new insight. This study was based on a sample of 58 heads of department of four/five star hotels in the Canary Islands, Spain. The results suggest that high levels of leadership in the four subscales of authentic leadership (balanced processing, relational transparency, self-awareness, and internalized moral perspective) are sufficient to increase job satisfaction. The same outcome is achieved with high levels of balanced processing, even though it is accompanied by low transparency and low levels of internalized moral perspective. There are no major differences between outsourced workers and internal employees, except in terms of the importance of self-awareness. These results can help hotel managers reflect upon leadership and can provide new approaches for scientific research in this area.

“…Teori path-goal menjelaskan dampak perilaku pemimpin pada motivasi bawahan, kepuasan dan kinerjanya (Luthans, 2010). Kepemimpinan memiliki pengaruh pada perilaku dan sikap karyawan seperti kepuasan kerja dan komitmen organisasi (Palupi, Cahjono, & Satyawati, 2017), dan juga berpengaruh terhadap kelelahan emosional (Vem, Gomam, Nmadu, & Wurim, 2017); (Muis, Nasution, Azhar, & Radiman, 2018) dan (Shanafelt et al, 2015). H1 : Kepemimpinan berpengaruh signifikan terhadap kelelahan emosional H2 : Kepemimpinan berpengaruh signifikan terhadap komitmen organisasi Self Efficacy.…”

Section: Kajian Teoriunclassified

“…Kepemimpinan yang berhasil adalah kepemimpinan yang mampu menciptakan lingkungan kerja yang baik, dimana karyawan akan termotivasi, terinspirasi, tertantang, dan merasa berhasil. Hasil penelitian Vem, et al, (2017) menunjukkan bahwa kepemimpinan otentik berhubungan negatif dengan kelelahan emosional, dan positif dengan kepemilikan psikologis. Penelitian yang dilakukan Muis et al, (2018) mengungkapkan bahwa kepemimpinan memiliki pengaruh terhadap kelelahan emosional.…”

unclassified

Model Kelelahan Emosional: Antaseden Dan Dampaknya Terhadap Kepuasan Kerja Dan Komitmen Organisasi Dosen

Mujiatun

Jufrizen²,

Ritonga³

2019

MIX

The general objective of this research is formulating a model of emotional exhaustion, job satisfaction and organizational commitment of lecturers in private higher education institutions in Medan. The research was conducted at the Islamic University of Sumatera Utara, University of Muhammadiyah Sumatera Utara, Panca Budi University, Dharmawangsa University, Al-Azhar University, Muslim Nusantara University, Al Washliyah University, Prima Indonesia University, HKBP Nommensen University, Potensi Utama University, and Sari Mutiara University. This research is causality research with all permanent lecturers of private higher education institutions in Medan as a population. Data collection was using interviews and questionnaires. Structural Equation Model is the data analysis used in this research. The results showed that leadership has an effect on emotional exhaustion and organizational commitment of lecturers. Then, self-efficacy and emotional exhaustion respectively affect job satisfaction and organizational commitment of lecturers while job satisfaction only affects the organizational commitment of lecturers in private higher education institutions in Medan