How do servant leaders ignite absorptive capacity? The role of epistemic motivation and organizational support

Rai, Rishabh; Prakash, Anand

doi:10.1016/j.rpto.2016.02.001

Cited by 15 publications

(8 citation statements)

References 100 publications

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“…Slack includes both time and resources. In terms of time, for example, a study of 182 employees in the manufacturing and service sector found that low time pressure was positively associated with employees’ knowledge application, whereas high time pressure led to withholding knowledge application as they focused on task completion instead (Rai and Prakash, 2016). In terms of resources, a study of 190 business unit managers in Belgium found that budgetary slack was associated with innovation and the adoption of longer time horizons.…”

Section: New Ways Of Leadingmentioning

confidence: 99%

Catalyzing capacity: absorptive, adaptive, and generative leadership

Castillo¹,

Trinh

2019

JOCM

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Purpose Organizations increasingly operate under volatile, uncertain, complex and ambiguous (VUCA) conditions. Traditional command-and-control leadership can be ineffective in such chaotic environments. The purpose of this paper is to outline an alternative model to help leaders and organizations navigate effectively through VUCA environments. By developing three fundamental capacities (absorptive, adaptive and generative), leaders can cultivate organizations capable of continuous synchronization with their fitness landscapes. Central tenets of the framework include diversity, slack, learning, humility, reflection in action and abductive logic. Design/methodology/approach This framework is designed based on literature insights, conceptual analysis and experts’ judgment. The paper integrates knowledge from a variety of disciplines and interprets them through the lens of complex adaptive systems. Findings This paper argues for a process centered, contemplative approach to organizational leadership and development. By providing the underlying rationale for the proposed interventions (e.g. Ashby’s law of requisite variety), the paper also reorients busy leaders’ mental models to show why these time investments are worth implementing. Practical implications This actionable framework can help leaders and organizations be more effective operating in a VUCA context. Originality/value This paper provides a historic context as to why prediction and certainty are favored leadership strategies, why these approaches are no longer suitable and specific steps leaders can take to develop absorptive, adaptive and generative capacities to transform their organizations. Its scholarly contribution is the synthesis of disparate bodies of literature, weaving those multiple academic perspectives into a practical roadmap to enhance organizational leadership.

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Section: New Ways Of Leadingmentioning

confidence: 99%

Catalyzing capacity: absorptive, adaptive, and generative leadership

Castillo¹,

Trinh

2019

JOCM

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“…Another point of view that could be better understood in future studies refers to the analysis of different kinds of employees, as the literature suggests the actions of supervisor in constructing the levels of perceived organizational support are determinant (Rai & Prakash, 2016).…”

Section: Resultsmentioning

confidence: 99%

Organizational Culture, Internal Marketing, and Perceived Organizational Support in Portuguese Higher Education Institutions

Santos

Gonçalves

2018

Revista De Psicología Del Trabajo Y De Las Organizaciones

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“…Moreover, several studies propose it as well that, moral emotions are agent-driven or recipient driven as explained by a study for studying moral emotions as implications for employee's behaviour (Pietersen, 2018;Rai & Banerjee, 2019;Rai & Prakash, 2016). Moral emotions help to elevate prosocial behaviour among employees.…”

Section: Discussionmentioning

confidence: 99%

The Hindrance of Moral Emotions: Using Leader Role Modeling to Foster Morally Courageous Behavior in Employees

Ullah¹,

Khan²,

Malik³

2021

JSS

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The study is conducted with an aim to assess the impacts of leader ethical role modeling and leader safety role modeling on the morally courageous behavior among employees. The study has also checked the mediation of moral emotions, including moral sympathy, moral contempt and moral anger and disgust in between the relationship of leader ethical role modeling and morally courageous behavior among employees, and also between the relationship of leader safety role modeling and morally courageous behavior among employees. Quantitative data is collected from 364 employees, supervisors that are working together at the workplace and have high interaction and social exchange relationships. Data analysis by applying SPSS and Amos has revealed significant and positive impact of leader safety role modeling on the morally courageous behavior among employees, whereas the impact of leader ethical role modeling is found to be insignificant. The mediation of moral sympathy, moral contempt and moral anger and disgust in the relationship between leader ethical role modeling and morally courageous behavior, and also between the relationship of leader safety role modeling and morally courageous behavior is found to be significant and positive. The research has expanded the literature by considering moral emotions for developing the morally courageous behavior in the employees and to maximize the organizational outcomes as well.

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How do servant leaders ignite absorptive capacity? The role of epistemic motivation and organizational support

Cited by 15 publications

References 100 publications

Catalyzing capacity: absorptive, adaptive, and generative leadership

Catalyzing capacity: absorptive, adaptive, and generative leadership

Organizational Culture, Internal Marketing, and Perceived Organizational Support in Portuguese Higher Education Institutions

The Hindrance of Moral Emotions: Using Leader Role Modeling to Foster Morally Courageous Behavior in Employees

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