Charismatic Leadership and Creativity: An Empirical Investigation in China

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.

mentioning

confidence: 99%

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

Liu

et al. 2020

Journal of Management

“…These felt responsibilities include protecting, sacrificing self-interest, risk-bearing, caring and protecting behaviours for the organisation (Carter et al, 2020;Pierce et al, 2001). Job performance (Ghafoor et al, 2011), creativity (Hu et al, 2015) and organisational citizenship behaviours (O'driscoll et al, 2006) are all positive outcomes of psychological ownership. Hence, we argue that due to the perceived similarity with customer and sense of psychological ownership towards organisation FLEs would exert more efforts towards their work as they feel their efforts would lead to the organisation's growth and contribute to it.…”

Section: Psychological Ownershipmentioning

confidence: 99%

“…Hence, it seems logical to assume that employees who identify with their customers and have a sense of psychological ownership would make extra efforts to cater to customer needs. They feel a sense of responsibility as they want to share the burden for the organisation-resulting in them being creative (Hu et al, 2015) and performing their jobs better (Ghafoor et al, 2011) by being accommodative toward the diverse needs of the customers.…”

Section: Psychological Ownershipmentioning

confidence: 99%

Why do you look familiar? - Exploring the role of employee-customer identification in adapting the service offering

Das

Ramalingam

2022

IJBM

PurposeThis study aims to explore employee-customer identification and its consequences in the banking, financial service and insurance (BFSI) sector. We also look at the mediating role of psychological ownership and work orientation (calling) between employee-customer identification and the adaptability of service offerings.Design/methodology/approachIn this study using a sample of 215 frontline employees from the BFSI sector in five Indian cities, the data was analysed using partial least squares structural equation modelling (PLS-SEM) in Smart PLS- 3.2.7 software.FindingsWhen employees consider customers as individuals similar to them, they tend to be more accommodating of customers' diverse needs resulting in adapting the service. The study empirically establishes that psychological ownership and work orientation (calling) mediate the relationship between employee-customer identification and service offering adaptation.Research limitations/implicationsThis kind of identification can remedy the perennial problem of mis-selling in the BFSI context. The new insights gathered from these customer interfaces can be transferred upwards within the organisation to formulate actionable strategies. Hence, when employees feel their work is satisfactory, it leads to improvement in both profit margins as well as asset turnover for high-contact service firms.Originality/valueThe results demonstrate that employees who identify with their customers are more accommodative of customers' diverse needs resulting in adapting the service resulting in improved performance.

“…From this point of view, it is predicted that the charismatic leader who encourages creative and challenging behaviours will create an entrepreneur-oriented culture that will provide employee satisfaction and produce creative outputs. The literature empirically proved that in an organization with a charismatic leader who adopts creative behaviours and creates a climate of free thought, employees exhibit more innovative performance (Adıgüzel & Cakir, 2020;Hu, Liu & Yan, 2015). In such an organization, innovation is fostered by an entrepreneurial-oriented approach (Cameron & Quinn, 2006), and, at the same time, the leader's innovative behaviours affect organizational innovation that emerges based on entrepreneurial orientation (Stephan & Pathak, 2016;Stocker et al, 2001;Paulsen et al, 2009;Morris, Kuratko, & Covin, 2008;Maslach, Schaufeli & Leiter, 2001).…”

Section: Charismatic Leadership and Entrepreneurial Orientationmentioning

confidence: 99%

“…Namely, followers who imitate the leader build their values and behaviours according to their mission, performing above the job requirements (Shamir, House & Arthur, 1993;Kanten & Kanten, 2016). When the literature is reviewed, it is seen that the effect of charismatic leadership behaviour, which leads to an effective change in social systems (Levay, 2010) on innovation and creativity, is discussed (Blank, Roma & Wang, 2020;Adiguzel & Cakir, 2020;Paulsen et al, 2009;Hu, Liu & Yan, 2015). On the other hand, it can be said that the effect of charismatic leadership on entrepreneurial orientation as a strategic orientation that forms the basis of creative outputs (Cameron & Quinn, 2006;Stephan & Pathak, 2016;Stocker, Looise & Fissher, 2001) has not been sufficiently tested empirically.…”

Section: Introductionmentioning

confidence: 99%

The relationships among charismatic leadership, job satisfaction, and entrepreneurial orientation: An empirical study in the R&D department

Karaca

Özgül

Zehir

2021

bmij

In the context of social learning theory, this study aims to determine how the charismatic leadership of managers affects the entrepreneurial orientation of R&D employees and whether job satisfaction has any mediating effect in this relationship. In this context, data were collected through questionnaire method from 392 employees working in the R&D departments of the companies operating in the manufacturing industry, which are included in the Top 500 Industrial Enterprises List of Turkey. The data were analyzed with the SPSS 22.0 package program. As a result of the analyses, it was found out that the managers’ charismatic leadership behaviours affect job satisfaction and entrepreneurship orientation of the R&D employees. Furthermore, the job satisfaction of the R&D employees has a partial mediating effect in the relationship between charismatic leadership and entrepreneurial leadership orientation. These findings show that organizations will increase their entrepreneurial exposure by influencing the job satisfaction of their employees with a charismatic leadership approach.