The Effect Of Humble Leader Behavior, Leader Expertise, And Organizational Identification On Employee Turnover Intention

Li, Jie; Liang, Qiao Zhuan; Zhang, Zhen Zhen

doi:10.19030/jabr.v32i4.9727

Cited by 33 publications

(36 citation statements)

References 45 publications

(60 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…First, a humble project manager represents a common conceptual construct of those with the knowledge and experience to build a collaborative, enthusiastic environment for the team (Walters and Diab, 2016;Ou et al, 2016), which helps subordinates to identify and attain project objectives. Second, a humble project manager supports to improve the significance of the team members by assisting an individual in realizing the value of his/her job role that enables the employees to understand the role clarification and has an effect on organizational results (Li et al, 2016;McElroy et al, 2014;Day et al, 2004;Reinholt et al, 2011). Third, a humble project manager who asks team members for suggestions eliminates bureaucratic constraints and strengthens his/her followers (Chiu et al, 2016;Chen et al, 2018), which is highly connected to the self-efficacy component of psychological empowerment.…”

Section: The Mediating Role Of Psychological Empowermentmentioning

confidence: 99%

Does humility of project manager affect project success? Confirmation of moderated mediation mechanism

Ali

Haider

et al. 2021

MRR

View full text Add to dashboard Cite

Purpose The philosophy of the conservation resource theory, this paper aims to evaluate the relationship between humble leadership on project success by integrating the mediating role of psychological empowerment and the interacting effect of top management support on the direct relationship (humble leadership and project success), as well as indirect relationships through psychological empowerment. Design/methodology/approach Time lag data were gained from 337 persons working in the project-based organization across the information technology industry. Confirmatory factor analysis and structural equation modelling were used in this study. Findings By using the structural equation modelling method, the confirmatory factor analysis verified the uniqueness of the variable used in this research. The outcomes exhibited that humble leadership raised project success both directly and indirectly through mediation (psychological empowerment). Furthermore, Top management support was expected to have a moderating effect on the direct but not on the indirect relationship (via psychological empowerment). Originality/value This study demonstrates how top management support is essential for the project manager and project team members for the successful execution of the project. Particularly, minimal empirical research examines the interacting effect of top management support on humble leadership and employee psychological empowerment.

show abstract

Section: The Mediating Role Of Psychological Empowermentmentioning

confidence: 99%

Does humility of project manager affect project success? Confirmation of moderated mediation mechanism

Ali

Haider

et al. 2021

MRR

View full text Add to dashboard Cite

show abstract

“…Fluid teams may have more difficulty coordinating and, subsequently, performing effectively if individual team members fail to express when they are uncertain about a task (Gillespie et al, 2013). In the case of member replacement, the similarity between the joining and leaving team members is likely to reduce the novelty and disruptiveness of the event (Li et al, 2016). Incoming and outgoing team members with similar task knowledge (Levine & Choi, 2004; Li et al, 2016), functional backgrounds (Li & Gevers, 2018), superordinate identities (Kane, 2010; Kane et al, 2005), and cognitive ability (Summers et al, 2012) are more likely to produce favorable team outcomes following the replacement event.…”

Section: Review and Synthesis Of Extant Research On Team Membership Cmentioning

confidence: 99%

“…In the case of member replacement, the similarity between the joining and leaving team members is likely to reduce the novelty and disruptiveness of the event (Li et al, 2016). Incoming and outgoing team members with similar task knowledge (Levine & Choi, 2004; Li et al, 2016), functional backgrounds (Li & Gevers, 2018), superordinate identities (Kane, 2010; Kane et al, 2005), and cognitive ability (Summers et al, 2012) are more likely to produce favorable team outcomes following the replacement event. Interestingly, even if the incoming and departing team members are not similar, the replacement event may lead them to be perceived as more similar by the team.…”

Section: Review and Synthesis Of Extant Research On Team Membership Cmentioning

confidence: 99%

Team Membership Change “Events”: A Review and Reconceptualization

Trainer

Jones

Pendergraft

et al. 2020

Group & Organization Management

View full text Add to dashboard Cite

Driven by views of teams as dynamic systems with permeable boundaries, scholars are increasingly seeking to better understand how team membership changes (i.e., team members joining and/or leaving) shape the functioning and performance of organizational teams. However, empirical studies of team membership change appear to be progressing in three largely independent directions as researchers consider: (a) how newcomers impact and are impacted by the teams they join; (b) how teams adapt to member departures; or (c) how teams function under conditions of high membership fluidity, with little theoretical integration or consensus across these three areas. To accelerate an integrative stream of research on team membership change, we advance a conceptual framework which depicts each team membership change as a discrete team-level “event” which shapes team functioning to the extent to which it is “novel,” “disruptive,” and “critical” for the team. We use this framework to guide our review and synthesis of empirical studies of team membership change published over the past 20 years. Our review reveals numerous factors, across conceptual levels of the organization, that determine the strength (i.e., novelty, disruptiveness, criticality) of a team membership change event and, consequently, its impact on team functioning and performance. In closing, we provide propositions for future research that integrate a multilevel, event-based perspective of team membership change and demonstrate how team membership change events may impact organizational systems over time and across levels of observation.

show abstract

“…With regard to our hypothesized moderating effects, moderated regression analysis was used to test our H5-H8 (see Table IV ). As suggested by the literature (Li et al, 2016;Lu et al, 2016;Zhang et al, 2016), this study included gender, age, tenure, education, marriage status, and work mood as control variables in the analysis. The test results in Models 1 and 2 are simultaneously examined in order to elaborate upon the analytic results of the hypotheses.…”

Section: Confirmatory Factor Analysismentioning

confidence: 99%

Understanding turnover intention in cross-country business management

Lin

Tsai

Mahatma

2017

View full text Add to dashboard Cite

Purpose To deepen our understanding about the development of turnover intention, the purpose of this paper is to develop a conceptual model based on the stress theory to explain cross-country differences in the formation of turnover intention, complementing previous literature that mainly emphasizes the effect of monetary compensation on turnover intention without taking into account anxiety and pressure. Design/methodology/approach Empirical testing of this model by investigating personnel across Taiwan’s and Indonesia’s banks confirms the applicability of stress theory in cross-cultural business management. Of the 161 Chinese-language questionnaires distributed to the employees from the three large banks in Taiwan, 137 usable questionnaires were returned for a response rate of 85 percent. At the same time, of the 234 Indonesian-language questionnaires distributed to the employees from the two large banks in Indonesia, 219 usable questionnaires were returned for a response rate of 93.6 percent. Findings This research reveals that mental disengagement fully mediates the indirect relationship between performance-related anxiety and turnover intention, while positive reinterpretation fully mediates the indirect relationship between work pressure and turnover intention. Furthermore, the effects of performance-related anxiety and work pressure on turnover intention are moderated by cross-country differences. Originality/value First, the finding concerning the full mediating role of mental disengagement complements prior justifications of the conservation of resources theory. Second, the finding of this study regarding the full mediating role of positive reinterpretation complements the previous findings of Taylor’s (1983) theory of cognitive adaptation, which conceptualizes employees as active agents in restoring the psychological equilibrium in the aftermath of a competitive pressurized event.

show abstract

The Effect Of Humble Leader Behavior, Leader Expertise, And Organizational Identification On Employee Turnover Intention

Abstract: As

Cited by 33 publications

References 45 publications

Does humility of project manager affect project success? Confirmation of moderated mediation mechanism

Does humility of project manager affect project success? Confirmation of moderated mediation mechanism

Team Membership Change “Events”: A Review and Reconceptualization

Understanding turnover intention in cross-country business management

Contact Info

Product

Resources

About