Job characteristics affect shared leadership

Hans, Swati; Gupta, Ritu

doi:10.1108/lodj-03-2018-0101

Cited by 23 publications

(11 citation statements)

References 45 publications

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“…More precisely, the results suggest that, in particular, autonomy in methods, decision, and feedback from others related to selfefficacy, whereas autonomy in planning and task identity had no significant indirect effects on SRL strategies via self-efficacy. These results confirm previous studies (e.g., Joo and Park, 2010;Hans and Gupta, 2018), but they contradict other results (e.g., Simosi, 2012;Froehlich et al, 2014;Lin et al, 2018).…”

Section: Context Indirectly Enables Self-regulated Learning In Informsupporting

confidence: 87%

Self-Regulation in Informal Workplace Learning: Influence of Organizational Learning Culture and Job Characteristics

2021

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The digital shift leads to increasing changes. Employees can deal with changes through informal learning that enables needs-based development. For successful informal learning, self-regulated learning (SRL) is crucial, i.e., to set goals, plan, apply strategies, monitor, and regulate learning for example by applying resource strategies. However, existing SRL models all refer to formal learning settings. Because informal learning differs from formal learning, this study investigates whether SRL models can be transferred from formal learning environments into informal work settings. More precisely, are all facets relevant, and what are the relational patterns? Because informal workplace learning occurs through interaction with the context, this study investigates the influence of context, i.e., organizational learning culture and job characteristics (autonomy, task identity, and feedback) on SRL. Structural equation modeling of N = 170 employees in various industries showed the relevance of the self-reported metacognitive strategies planning, monitoring, and regulation; the resource strategies help-seeking and effort regulation; and deep processing strategy elaboration. However, there was no evidence for organization strategies. The learning strategies were associated with self-efficacy and mastery-approach goal orientation. Regarding context, results supported indirect effects over self-motivational beliefs of learning strategies. Organizational learning culture was connected with mastery-approach goal orientation, whereas job characteristics autonomy and feedback were related to self-efficacy, which were again related to SRL strategies. Therefore, context can empower employees not only to accomplish their tasks but to develop themselves by applying SRL strategies. The results are discussed, and practical implications are outlined.

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Section: Context Indirectly Enables Self-regulated Learning In Informsupporting

confidence: 87%

Self-Regulation in Informal Workplace Learning: Influence of Organizational Learning Culture and Job Characteristics

2021

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“…Hence, we contend that employees’ levels of organizational identification are more likely to be promoted through spiritual leadership, which will, in turn, activate increased levels of psychological safety and ultimately lead to enhanced proactive workplace behavior (Hans and Gupta, 2018). In other words, the impact of spiritual leadership on proactive workplace behavior should be transferred via organizational identification and psychological safety.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Spiritual Leadership on Proactive Workplace Behavior: The Role of Organizational Identification and Psychological Safety

et al. 2019

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This study investigates whether and why spiritual leadership may contribute to enhanced proactive employee workplace behavior. Based on self-determination theory (SDT), we examine the effects of two sequential mediators (i.e., organizational identification and psychological safety) on the relationship between spiritual leadership and proactive workplace behavior. Data collected from 188 subordinate-leader dyads in Chinese firms suggested that spiritual leadership has a significant positive effect on proactive workplace behavior. In addition, both organizational identification and psychological safety mediate the relationship between spiritual leadership and proactive workplace behavior. Furthermore, spiritual leadership positively influences organizational identification, and such identification nurtures psychological safety, which, in turn, fosters the proactive behavior of employees. It extends the existing impact of spiritual leadership to proactive workplace behavior and shed lights on the mediating mechanisms through which spiritual leadership exerts influences on proactive workplace behavior. Finally, it considers the important roles played by leaders in modern organizations.

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“…Other interventions that support the development of shared leadership within teams are related to team composition, such as composing heterogeneous work teams (Wu et al, 2020) or selecting members by taking into account their integrity (Hoch, 2013). Moreover, shared leadership may be enhanced by redesigning and enriching jobs to have interesting and challenging tasks (Hans & Gupta, 2018).…”

Section: Discussionmentioning

confidence: 99%

Disentangling the relationship between empowering leader behaviors and adaptive performance in work teams

Rousseau

Aubé

2019

Group Processes & Intergroup Relations

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When teams operate in a dynamic and complex environment, their ability to adapt to changing demands is crucial for organizational success. The aim of this study is to investigate the role of empowering behaviors exhibited by team leaders in team adaptive performance by taking into account the mediating role of shared leadership displayed by team members and the moderating effect of access to resources. Data were collected from 82 work teams (i.e., 394 members and 82 immediate supervisors) in a public safety organization. Results of path analyses show that the relationship between empowering leader behaviors and team adaptive performance is mediated by shared leadership. Moreover, we found that the relationship between empowering leader behaviors and shared leadership is moderated by access to resources, such that this relationship is stronger when the level of access to resources is high. Overall, the findings shed light on the process through which team leaders can enhance the adaptive performance of their team.

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Job characteristics affect shared leadership

Cited by 23 publications

References 45 publications

Self-Regulation in Informal Workplace Learning: Influence of Organizational Learning Culture and Job Characteristics

Self-Regulation in Informal Workplace Learning: Influence of Organizational Learning Culture and Job Characteristics

Spiritual Leadership on Proactive Workplace Behavior: The Role of Organizational Identification and Psychological Safety

Disentangling the relationship between empowering leader behaviors and adaptive performance in work teams

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