High involvement work practices often lead to burnout, but thanks to humble leadership

Afshan, Gul; Kashif, Muhammad; Khanum, Firdous; Khuhro, Mansoor Ahmed; Akram, Umair

doi:10.1108/jmd-10-2020-0311

Cited by 12 publications

(26 citation statements)

References 124 publications

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“… 77 , 78 Some studies revealed that burnout is one of the negative consequences of HIWPs. 79 This inconsistency is ongoing, and it necessitates a new line of research to better understand HIWPs and their consequences. 80 On the other flip side, numerous studies indicated that adoption and implementation of HIWPs in the organization produces several positive outcomes, that is, higher organizational performance, 81 reduction in turnover, 70 increased work engagement, 82 and learning goal-orientation, 83 higher job satisfaction, 84 , 85 higher-earning, 86 higher creative performance, 87 OCB, 88 an adaptation of technology, 57 human potential and motivation 56 and higher well-being.…”

Section: Theoretical Foundationmentioning

confidence: 99%

“… 99 Additionally, it has also been observed that employees feel an imbalance between work and family life because of higher demands and long working hours, due to HIPWS at the workplace. 79 Furthermore, leaders who display teachability, that is, seeking for and accepting guidance and assistance, emphasize their reliance on others, thus decreasing perceptions of autonomy. 100 Similarly, while acknowledging the achievements of others, humble leaders emphasize the accomplishments of others rather than their own; this de-emphasis of the leader’s accomplishments can imply a lack of autonomy, which is another important factor of agency.…”

Section: Theoretical Foundationmentioning

confidence: 99%

“… 101 While humility has a negative impact on societal characteristics, it has a positive effect on the EIWBs in the organization. For instance, empirical studies have demonstrated that LH promotes an encouraging environment that leads to several positive outcomes, ie, innovation, 102 firm innovativeness, 40 psychological empowerment, 103 employees’ proactive behavior, 104 well-being and psychological safety, 105 resilience, 106 team job crafting, 107 and reduces emotional exhaustion 79 , 108 and CWBs 109 of their subordinates/followers. Moreover, the implementation of HIWPs (ie, empowerment, skill development, communication, performance evaluation, reward, and recognition) by the organization demonstrates a positive gesture to their workforces in the form of appreciation and encouragement.…”

Section: Theoretical Foundationmentioning

confidence: 99%

See 2 more Smart Citations

Innovation Onset: A Moderated Mediation Model of High-Involvement Work Practices and Employees’ Innovative Work Behavior

Li¹,

Khan²,

Chughtai³

et al. 2022

PRBM

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Purpose Based on the componential theory of creativity, this study examined the link between high-involvement work practices and employees’ innovative behavior by further investigating the moderating and mediating role of leadership humility and employees’ personal initiative. Methodology To test the hypothesized model, the data were gathered from 255-line staff and 119 supervisors working in the textile industry in Pakistan via the time lag technique. The proposed hypotheses were analyzed through partial least squares structural equation modeling using Smart-PLS software. Findings The results indicated that high-involvement work practices were significantly related to employees’ innovative work behaviors. Additionally, the moderation findings revealed that a higher level of leadership humility strengthens the relationship between high-involvement work practices and employees’ personal initiative. Furthermore, employees’ personal initiative mediates the relationship between high-involvement work practices and their innovative work behavior. The findings of the moderated mediation model indicated that a higher level of leadership humility leads to higher innovative behavior of employees in the presence of high-involvement work practices via employees’ personal initiative. Practical Implications This study’s findings are helpful for the management of organizations to understand the factors that enhance innovative work behaviors in high-involvement work practices. Moreover, managers should establish humble behaviors in their leadership style to influence employees’ personal initiative, which indirectly influences their innovative work behavior. Originality/Value The present study highlights the importance of leadership humility and employees’ personal initiative in the relationship between high-involvement work practices and innovative work behaviors of employees in the textile industry of Pakistan.

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Section: Theoretical Foundationmentioning

confidence: 99%

Section: Theoretical Foundationmentioning

confidence: 99%

Section: Theoretical Foundationmentioning

confidence: 99%

See 1 more Smart Citation

Innovation Onset: A Moderated Mediation Model of High-Involvement Work Practices and Employees’ Innovative Work Behavior

Li¹,

Khan²,

Chughtai³

et al. 2022

PRBM

View full text Add to dashboard Cite

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“…Past researchers have also used COR to explain the underlying mechanism of how leaders could be a source of contextual resources for employees to recover from the risk of burnout. The work by Afshan et al [ 46 ] is a case in point.…”

Section: Literature Reviewmentioning

confidence: 99%

Reducing Healthcare Employees’ Burnout through Ethical Leadership: The Role of Altruism and Motivation

Fu²,

Akbar

et al. 2022

IJERPH

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Globally, employee burnout (EBO) is a black swan in healthcare management. Previous organizational management literature shows that EBO was often misunderstood by assuming it as a personal issue. However, the new definition by the World Health Organization (WHO) clearly indicates that EBO is an occupational phenomenon that places responsibility on organizations to manage it. Although recent evidence suggests ethical leadership (ELP) style may be important to mitigate EBO, shockingly, such relationships were not tested in healthcare systems, especially in low- and middle-income countries. Filling this knowledge gap in the existing body of knowledge, this study aimed to investigate the ELP–EBO relationship. To explain the underlying mechanism of how ELP reduces EBO, this study included two psychological factors as a mediator and a moderator: altruism (AL) and intrinsic motivation (IM). The data were obtained from hospital employees via a self-administered questionnaire (n = 289, paper-pencil method). A hypothetical framework was designed and tested for empirical validation through structural equation modeling (SEM). Empirical evidence confirmed that ELP reduces the risk of burnout among hospital employees, and AL mediates this relationship. The results also confirmed the conditional indirect role of IM in the above proposed mediated relationship. This study’s outcomes can help hospital administration deal with EBO’s epidemic in an ELP framework. Other, different implications have also been discussed in detail.

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“…Past researchers have also employed COR theory from an employee burnout perspective (Lu and Guy, 2019 ; Akirmak and Ayla, 2021 ). Even leadership scholars have found this theory helps to explain employee burnout in a leadership framework (Afshan et al, 2021 ). This is why we believe this theory has the potential to explain our theoretical arguments with respect to the current context.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Preparing for the “black swan”: Reducing employee burnout in the hospitality sector through ethical leadership

Anis

Hamid²,

Naveed³

et al. 2022

Front. Psychol.

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Hospitality is at a crossroads. While the growth and developmental indicators in this sector show economic potential, the rising employee burnout rate is a serious challenge to hospitality management. Literature suggests that an ethical leader can reduce employee burnout significantly. Although hospitality employees face a higher risk of burnout than other service segments, shockingly, past leadership studies did not focus on how ethical leaders in a hospitality organization may reduce the risk of burnout. Therefore, we conducted this research to explore ethical leadership-burnout relationships in the hospitality sector with the mediating effects of subjective wellbeing and employee resilience. A questionnaire was provided to employees in different hotel organizations (n = 346). Structural equation modeling was employed for hypothesis testing. The statistical evidence supported the theoretical assumptions that ethical leadership negatively predicts employee burnout, and subjective wellbeing and resilience mediate this relationship. The outcomes of this study suggest different theoretical and social implications. For example, the findings indicate the effectiveness of ethical leadership in reducing employee burnout in the hospitality sector. Several other implications have been discussed in detail.

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High involvement work practices often lead to burnout, but thanks to humble leadership

Cited by 12 publications

References 124 publications

Innovation Onset: A Moderated Mediation Model of High-Involvement Work Practices and Employees’ Innovative Work Behavior

Innovation Onset: A Moderated Mediation Model of High-Involvement Work Practices and Employees’ Innovative Work Behavior

Reducing Healthcare Employees’ Burnout through Ethical Leadership: The Role of Altruism and Motivation

Preparing for the “black swan”: Reducing employee burnout in the hospitality sector through ethical leadership

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