Influence of transformational leadership on role ambiguity and work–life balance of Filipino University employees during COVID-19: does employee involvement matter?

Charoensukmongkol, Peerayuth; Puyod, Jenette Villegas

doi:10.1080/13603124.2021.1882701

Cited by 61 publications

(59 citation statements)

References 62 publications

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“…Organizational culture plays an important role in influencing the level of motivation of employees to carry out their work. According to Charoensukmongkol and Puyod ( 2021 ) and Dewi et al ( 2022 ), there is a clear dependence between organizational culture and employee motivation, where organizational culture must be encouraged to increase employee performance motivation. In addition to a supportive work environment, organizations must have leaders who are able to motivate their members to achieve a goal.…”

Section: Introductionmentioning

confidence: 99%

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The Effect of Transformational Leadership, Work Motivation and Culture on Millennial Generation Employees Performance of the Manufacturing Industry in the Digital Era

et al. 2022

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Section: Introductionmentioning

confidence: 99%

“…Research by Chan et al ( 2019 ) and Charoensukmongkol and Puyod ( 2021 ) stated that transformational leadership has a significant effect on performance. This result is not in line with research by Direction ( 2015 ) and Dewi et al ( 2022 ) state that transformational leadership has no significant effect on performance.…”

Section: Introductionmentioning

confidence: 99%

The Effect of Transformational Leadership, Work Motivation and Culture on Millennial Generation Employees Performance of the Manufacturing Industry in the Digital Era

et al. 2022

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“…Fundamentally, role ambiguity refers to "the individual's feelings of uncertainty about his organizational role obligations and/or the means to fulfill them" (Organ and Greene, 1974, p. 101). Employees generally experience role ambiguity when they do not receive explicit and sufficient information regarding their roles in the organization (Kahn et al, 1964;Charoensukmongkol and Puyod, 2021). This issue can lead to employees' perception that they cannot fulfill their job responsibilities and are unable to control their future in the organization, thereby causing job insecurity (Keim et al, 2014).…”

Section: Introductionmentioning

confidence: 99%

How managerial communication reduces perceived job insecurity of flight attendants during the COVID-19 pandemic

Charoensukmongkol

Suthatorn

2021

CCIJ

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PurposeThis research investigates whether and how the quality of vertical communication implemented by airline industry management can reduce perceived job insecurity of flight attendants during the coronavirus disease 2019 (COVID-19) pandemic.Design/methodology/approachThe sample of this research covers 322 flight attendants from five domestic airlines based in Thailand. An online questionnaire survey was used for data collection, and a partial least squares structural equation model was used for data analysis.FindingsThe results support the negative association between the quality of vertical communication and perceived job insecurity; moreover, this association is partially mediated by perceived role ambiguity. When considering the moderating effect of perceived organizational support on the direct linkage between the quality of vertical communication and perceived job insecurity, the quality of vertical communication only has a negative association with perceived job insecurity among employees who exhibit high levels of perceived organizational support. For those who exhibit low levels of perceived organizational support, the quality of vertical communication does not have a negative association with perceived job insecurity.Originality/valueThis study advances prior communication research by showing that in order for communication to effectively lessen the perceived job insecurity of employees, it needs to be backed by high-quality organizational support.

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“…In existing empirical studies, the trust and support of leaders have been proved to be beneficial to employees’ perceptions, attitudes and behaviors. For example, Charoensukmongkol and Puyod 37 illustrate that the transformational leadership that encourages, supports, and empowers employees is often beneficial to employees’ work–life balance, knowledge sharing, IB, and reduces the role ambiguity of employees. Guang and Charoensukmongkol 38 suggest that expatriate leaders with higher cultural intelligence are often regarded as caring and supportive leaders by local employees, which makes employees show commitment and IB to repay.…”

Section: Introductionmentioning

confidence: 99%

How Supervisor–Subordinate Guanxi Influence Employee Innovative Behavior: A Moderated Mediation Model

Gao¹,

Liu²

2021

PRBM

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Purpose In the practice of inspiring employees’ innovative behavior (IB), managers often pay attention to the role of policies, capitals, incentive measures, equipment and other factors, while ignoring the role of the relationship between leaders and employees. Based on social exchange theory and conservation of resources theory, this paper is to examine the mediating role of job satisfaction (JS) and organizational commitment (OC) in the relationship between supervisor–subordinate guanxi (SSG) and employee IB, and the moderating role of psychological safety (PS) in the series mediation model between SSG and employee IB. Patients and Methods Cross-sectional data came from 207 employees of Chinese scientific and technological enterprises. The participants completed the SSG scale, JS scale, OC scale, IB scale, and PS scale. SPSS PROCESS macro was used to test the research hypothesis. Results SSG was positively associated with employee IB. SSG can not only influence IB through JS or OC (SSG→JS→IB; SSG→OC→IB) but also influence IB through JS and OC (SSG→JS→OC→IB). PS moderated the joint mediating effects between SSG and IB (SSG→JS→OC→IB). Conclusion To stimulate employees’ IB within an enterprise can pay attention to the relationship between leaders and employees, improve employee JS, and strengthen employee OC. The lower the PS, the stronger the joint mediation effects between SSG and employee IB. Therefore, leaders should also pay attention to employees with high PS to avoid the counterproductive effect of cultivating SSG.

show abstract

Influence of transformational leadership on role ambiguity and work–life balance of Filipino University employees during COVID-19: does employee involvement matter?

Cited by 61 publications

References 62 publications

The Effect of Transformational Leadership, Work Motivation and Culture on Millennial Generation Employees Performance of the Manufacturing Industry in the Digital Era

The Effect of Transformational Leadership, Work Motivation and Culture on Millennial Generation Employees Performance of the Manufacturing Industry in the Digital Era

How managerial communication reduces perceived job insecurity of flight attendants during the COVID-19 pandemic

How Supervisor–Subordinate Guanxi Influence Employee Innovative Behavior: A Moderated Mediation Model

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