Multilevel analysis of resonant leadership and subordinate’s work performance during COVID-19: a study of the indian software industry

Abstract

This study examined the multilevel model that explains how the interaction effect of resonant leadership and gender identity influences proposed outcomes through the mediating role of psychological capital. We performed a multilevel analysis by conducting an online survey using multisource data from the 104 team/project leaders and 527 team members of nine major Indian IT companies. The results demonstrated that psychological capital positively and significantly mediated the relationship between resonant leadership and work performance. The mediation role was stronger when androgynous identity attenuated the relationship between resonant leadership and psychological capital at a higher level. The study adds a unique lens to the literature of resonant leadership and proposes outcomes by validating it through the hierarchical linear modelling principle and efficient statistical procedures. This is the first study to empirically confirm the multilevel moderation mediation process wherein psychological capital mediates the relationship between resonant leadership and work performance, subject to the leader’s androgynous identity level.

Generation Z software employees turnover intention

“…Managing the conversation in the digital space (Smith et al, 2011) can facilitate the Gen-Z project team cohort to confront the challenges associated with social and interpersonal skills owing to the physical distance (Russo et al, 2021) during the COVID-19 pandemic (Gaan & Shin, 2022). Consequently, emotional clarity (Burton et al, 2019) and contentment in the team inadvertently emerge within employees, thus encouraging positive behavior (Becker et al, 2020;Loring & Wang, 2021;Wagner et al, 2013) despite the context of the pandemic (Gaan & Shin, 2022).…”

“…According to the SET, social exchanges between leaders and subordinates will inspire and obligate employees to perform effectively at individual and dyadic levels, in the context of COVID-19 (Gaan & Shin, 2022;Yammarino et al, 2012). Therefore, studies have hypothesized that resonant leaders with desired self-regulation and awareness (Goleman et al, 2013) maintain social exchanges to develop interpersonal communication, social skills, and emotional stability (Cropanzano & Mitchell, 2005) amidst incessant crises and pressure, while simultaneously addressing the Gen-Z cohort's expectations (Boyatzis & McKee, 2005).…”

“…Other studies have observed that leadership style preferences vary across generations (Anderson et al, 2017;Rudolph et al, 2018). Previous investigations in the software sector have shown that leadership is a crucial lever for employees' work behavior in terms of turnover intention (Sahu et al, 2018) and performance (Gaan & Shin, 2022;Huckman et al, 2008). However, generalizations of leadership are not applicable across generations.…”

“…Thus, resonant leaders help to solve the environmental demands of businesses (Malik & Velan, 2020). Consequently, Gen-Z employees' work outcomes are enhanced (Becker, 2021;Dukerich et al, 2002;Ngo et al, 2013;Pandita & Kumar 2021) in a remote context (Gaan & Shin, 2022). Resonant leaders orient themselves toward self-renewal, growth, and the development of others (Boyatzis & Mckee, 2005) which facilitates the mitigation of work-related issues experienced by Gen-Z resulting from the radical changes that emerged during the COVID-19 pandemic (Jayathilake et al, 2021).…”

“…Currently, there are few studies that investigate the multilevel effects of leadership on the behavior of Gen-Z employees because of their dyadic association (Gaan & Shin, 2022;Yammarino et al, 2012), particularly when the software sector comprises team-and project-based tasks. Therefore, resonant leadership is expected to exhibit direct and indirect effects on the professional performance of Gen-Z software employees in the context of a crisis (Gaan & Shin, 2022;Lenka & Tiwari, 2016). Furthermore, attrition levels are influenced by providing coping skills (Lenka & Tiwari, 2016).…”