Enhancing employee's work ethics and social responsibility awareness in Chinese organisations: the roles of Confucian diligence tradition, western values and participative leadership

Nguyen, Thi Hong Nhung; Yeh, Quey Jen

doi:10.1504/ijbge.2022.119341

Cited by 4 publications

(2 citation statements)

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“…Participative leaders work to spread valuable information and raise cognizance of what may be advantageous to both employees and the organization to help followers develop and perform better (Coffeng et al, 2023a). A participative leader takes action to educate employees about the concepts of sustainable performance and environmentally responsible behaviors if the organization's guiding principles are grounded on a particular category of performance (Hong et al, 2022). Consequently, it makes sense that if the organization prioritizes environmental preservation and adopts environmental practices and participative leaders also take imperative steps in this regard, there will be a double impact on employees' EA to demonstrate EP (Elsan Mansaray, 2019).…”

Section: Green Human Resource Management Environmentalmentioning

confidence: 99%

“…The implementation of PL fosters the establishment of open channels of communication between leaders and subordinates (ADIGÜZEL et al, 2020). Therefore, organizational leaders can impart knowledge to their workforce regarding the signi cance of eco-friendly conduct, the advantages of sustainability, and the ecological consequences of their conduct (Hong et al, 2022). PL cultivates an environment that encourages novelty and creativity, allowing employees to voice their opinions and trial novel approaches to implementing green practices (William Lukman & Aldianto, 2019) therefore, the incorporation of employee participation in decision-making, leaders can effectively leverage the collective intelligence of the workforce, resulting in the creation of innovative environmentally sustainable solutions (Inaam et al, 2021).…”

Section: Participative Leadership and Environmental Practicesmentioning

confidence: 99%

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Nexus Between Green Human Resource Management and Environmental Practices: An Empirical Study Using Structural Equation Modelling

Nabi,

Joshi,

Malik

et al. 2023

Preprint

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This study investigates the correlation between green human resource management (GHRM) and environmental practices (EP), paying attention to the mediating effects of environmental awareness (EA) and participative leadership (PL), drawing upon the Stakeholders Capitalism Theory (SCT) and Social Exchange Theory (SET). The data utilized in this investigation was gathered from a sample of 412 participants by distributing a survey questionnaire. The outcomes of the study revealed a substantial link between green human resource management and Environmental Practices. Furthermore, the outcomes of mediation analysis offer evidence supporting the notion that environmental awareness (EA) and participative leadership (PL) partially mediate the link between green human resource management and environmental practices. The findings presented in the present study provide significant recommendations that are of great value to all parties involved.

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Section: Green Human Resource Management Environmentalmentioning

confidence: 99%

Section: Participative Leadership and Environmental Practicesmentioning

confidence: 99%

Nexus Between Green Human Resource Management and Environmental Practices: An Empirical Study Using Structural Equation Modelling

Nabi,

Joshi,

Malik

et al. 2023

Preprint

View full text Add to dashboard Cite

show abstract

Organizational value and participatory leadership for sustaining the competitive advantages of hospitality and tourism companies

Gil‐Cordero

Ledesma‐Chaves

Ortega-Gutiérrez

et al. 2023

Humanit Soc Sci Commun

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In light of the market uncertainty for hospitality and tourism companies caused by COVID-19, which even led to the legal closure of borders, a study model is proposed. Our model considers market uncertainty as a moderator of the principles of business management. This moderator leads to a sustainable competitive advantage through organizational values, participative leadership, market orientation and innovative intensity. The viability of the proposed model has been analyzed with a mixed methodology using the Smart-PLS tool, on the one hand, and two fsQCA-based samples of hospitality and tourism companies located in Spain and South Korea, on the other hand. The results show the relevance of participative leadership supported by organizational values in obtaining a sustainable competitive advantage. This will help the tourism sector to adapt to future health pandemics. Market uncertainty has not affected participative leadership in achieving this sustainable competitive advantage.

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Does Participative Leadership Promote Employee Innovative Work Behavior in IT Organizations

Mata

Martins

2023

Int. J. Innovation Technol. Management

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The responsibilities of leaders have grown as a result of information technology organizations’ increasing reliance on information and development to carry out their work. It is important for leaders to guide and support organizations as they respond to the challenges of continually generating new innovation and information frameworks. The participative initiative, therefore, is characterized as an authority that draws on part data and part insight to reduce progressive obstructions by including individual hierarchical individuals in the decision-making process. The participative initiative encourages a positive style of leadership in which the leader provides workers with the chance to partake in dynamic and critical thinking through consolation, backing, and impact. The purpose of this study is to investigate the influence of participative leadership on employee innovative work behavior through the mediating role of employee knowledge-sharing attitude and absorptive capacity, with project risk management as moderator. The non-probability convenience sampling technique was used and data collection occurred over three months from January 2022 to March 2022. As data collection took place in one time period, the design is cross-sectional in nature. The data were collected from 273 workers (i.e. engineering manager, project manager, project leader, team leader, software engineer, advisor, and expert) working in different public and private sector IT companies of Portugal. Due to the COVID-19 pandemic, both hard and soft copies of surveys were distributed via email. The analysis was performed using Smart PLS version 3.2.8. The results revealed that participative leadership had a direct effect on employee innovative work behavior that was positive and significant. Also, both the knowledge-sharing attitude and absorptive capacity of employees positively and significantly mediate the relationship between participative leadership and employee innovative work behavior. Project risk management, however, only significantly moderates the relationship between absorptive capacity and employee innovative work behavior. Lastly, some theoretical, practical implications, study limitations and future directions were discussed.

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Enhancing employee's work ethics and social responsibility awareness in Chinese organisations: the roles of Confucian diligence tradition, western values and participative leadership

Cited by 4 publications

References 0 publications

Nexus Between Green Human Resource Management and Environmental Practices: An Empirical Study Using Structural Equation Modelling

Nexus Between Green Human Resource Management and Environmental Practices: An Empirical Study Using Structural Equation Modelling

Organizational value and participatory leadership for sustaining the competitive advantages of hospitality and tourism companies

Does Participative Leadership Promote Employee Innovative Work Behavior in IT Organizations

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