How does benevolent leadership lead to work–family enrichment? The mediating role of positive group affective tone

Wu, Chih-Ying; Kuo, Chun‐Yan; Lin, Chia-Wu; Hu, Wan-Hsien; Wu, Chia-Yen; Cheng, Sheng

doi:10.1002/smi.2950

Cited by 20 publications

(13 citation statements)

References 77 publications

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“…This is evident in past and recent systematic review and meta-analytic studies (Crain and Hammer, 2013; Lapierre et al , 2018). There are still empirical studies that center on the exploration of the predictors of WFE in different settings (e.g., Rastogi et al , 2019; Wayne et al , 2019; Wu et al , 2020).…”

Section: Introductionmentioning

confidence: 99%

Informal learning, work engagement and their effects on work-family enrichment

Rastogi¹,

Karatepe²

2021

IJPPM

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PurposeDrawing from work-family enrichment (WFE) model and path-goal theory of motivation, this paper proposes and tests work engagement (WE) as a mediator between informal learning and WFE.Design/methodology/approachQuestionnaires measuring informal learning, WE and WFE were filled out by 290 hotel employees in India. The abovementioned linkages were tested via structural equation modeling.FindingsThe findings suggest that hotel employees' informal learning fosters their WE and WFE. The findings also reveal that WE partly mediates the impact of informal learning on WFE.Originality/valueMost of employees' learning efforts in the workplace emerge from informal learning. However, there is still limited information whether employees' informal learning activates their WE, which is a timely and significant topic. Importantly, there is a paucity of evidence appertaining to the effect of informal learning on WFE, which is underrepresented in the current literature. Evidence about the mechanism linking informal learning to WFE is also sparse.

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Section: Introductionmentioning

confidence: 99%

Informal learning, work engagement and their effects on work-family enrichment

Rastogi¹,

Karatepe²

2021

IJPPM

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“…In correlation and SEM analysis, we also proofed that preposition (Table 5, β 5 0.795, p < 0.001). These results are supported by the article written by Wu et al (2020) that individual emotional path is effective on leadership by changing the tone of the work-family atmosphere tone. In other words, the Asian values of immigrants' create a family-like work atmosphere, which is the simulation of homeland values (Huang et al, 2020) and, so they shape the leadership behaviors.…”

Section: Leadershipmentioning

confidence: 52%

Impact of cultural values on leadership roles and paternalistic style from the role theory perspective

Arun

Gedik

Okun

et al. 2021

WJEMSD

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PurposeThis paper researches the effects of the cultural context from values' ground on leadership roles and the effects of roles on styles. The idea behind this study is to show that cultural communities have different cultural models regarding the kinds of roles leaders should or should not play.Design/methodology/approachThe sample was chosen from the part of the town where the immigrant workforce is growing, as well as it is the closest growing economic area to Europe in Turkey.FindingsThe analysis shows that cultural values significantly affect leadership roles. Additionally, there is a correlation between roles and paternalistic leadership style. Asian cultural values do affect leadership roles more than Western values. Additionally, each culture is diminishing the other. As leadership roles increase, they are acting as paternalistic leadership substitutes.Originality/valueInterestingly we have introduced paternalistic leadership substitutes to literature and showed that paternalistic leadership is not only culturally but also contextually bounded.

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“…Positive affective tone refers to an individual's homogenous and consistent reactions or moods (George, 1990). Research linking leadership and follower's affect has established transformational, charismatic and benevolent leadership to be instrumental in fostering a positive affective tone among followers (Cherulnik et al, 2001;Chi and Huang, 2014;Wu et al, 2020). Nonetheless, the effects of LML in generating employees' positive affective tone remain an underexplored area that warrants attention (Wu and Wang, 2015).…”

Section: Leaders Motivating Language and Positive Affective Tonementioning

confidence: 99%

“…Research linking leadership and follower's affect has established transformational, charismatic and benevolent leadership to be instrumental in fostering a positive affective tone among followers (Cherulnik et al. , 2001; Chi and Huang, 2014; Wu et al. , 2020).…”

Section: Hypotheses Developmentmentioning

confidence: 99%

Positive affective tone as an underlying mechanism between leader's motivating language and career outcomes

Syed

Naseer

Bashir

et al. 2022

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PurposeRecent evidence suggests that leaders' communication is central to an organization's success. The purpose of the current research is to examine how the leader's motivating language (direction giving, empathetic and meaning-making) translates into positive career outcomes through the mechanism of positive affective tone.Design/methodology/approachA three-wave time-lagged research design was applied to collect data (N = 320) from employees of the telecom sector of Pakistan.FindingsEmploying structural equation modeling (SEM) analysis, the study results indicate that high levels of leader's motivating language (direction giving and meaning-making) result in positive affective tone in employees, which further creates career motivation (career insight, career resilience and career identity) and career satisfaction. In contrast, positive affective tone does not mediate between empathetic language and career motivation (career insight, career resilience and career identity) and career satisfaction relationship.Research limitations/implicationsThe present study's findings explicate the unique effects and mechanism through which leaders motivating language becomes influential in reaping its benefits for followers' career outcomes. More research is warranted to examine other attitudinal and behavioral outcomes of leaders motivating language. This study research prepares future researchers to investigate other mediators and moderators in the leaders motivating language–career outcomes relationship. The authors recommend further implications of the study's findings for research and practice in the domain of leadership, affect and careers.Originality/valueThe current study opens up a new perspective in leaders motivating language literature by examining the underlying mechanism of positive affective tone.

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How does benevolent leadership lead to work–family enrichment? The mediating role of positive group affective tone

Cited by 20 publications

References 77 publications

Informal learning, work engagement and their effects on work-family enrichment

Informal learning, work engagement and their effects on work-family enrichment

Impact of cultural values on leadership roles and paternalistic style from the role theory perspective

Positive affective tone as an underlying mechanism between leader's motivating language and career outcomes

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