The impacts of CEO leadership behaviors on employees' affective commitment and scouting behavior: the mediating role of symmetrical internal communication

Lee, Yeunjae; Kim, Jarim

doi:10.1108/lodj-11-2020-0501

Cited by 20 publications

(15 citation statements)

References 48 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…This section does not attempt to argue that internal communication and intrapreneurship constitute two intangible resources that improve organisations' productivity and collective happiness (Lee and Kim, 2022). However, it is necessary to clarify that the results achieved in this academic study show two fundamental aspects.…”

Section: Discussionmentioning

confidence: 99%

“…In this way, intrapreneurship and happiness at work become critical elements for the future business success of organisations in the medium and long term. Recent advances in the literature show that developing these two intangible resources within organisations requires management actions that proactively and holistically stimulate internal communication (Lee and Kim, 2022). This factor plays a fundamental role in building positive and trusting relationships between company members, as long as they base on intrapreneurship and happiness.…”

Section: Discussionmentioning

confidence: 99%

See 1 more Smart Citation

Mapping intrapreneurship through the dimensions of happiness at work and internal communication

Ripoll

Vela

Sorzano-Rodríguez

et al. 2022

CCIJ

View full text Add to dashboard Cite

PurposeThis article explores how internal communication impacts happiness at work and intrapreneurship through the dimensions of communication climate and communication in meetings.Design/methodology/approachLiterature analysis and quantitative empirical data collection are used to achieve this study's purpose. The study employed a non-experimental, cross-sectional, explanatory design. A questionnaire of closed-ended questions was used, adapted from validated scales for measuring constructs, and apply to 156 employees of industrial, service and commercial companies in the Northeast of Mexico. The analysis techniques used included exploratory factor analysis and structural equation modelling.FindingsIn the descriptive analysis of the data, the authors find that 57.7% of the sample is satisfied with the communication climate, 28.85% moderately satisfied, and 13.47% dissatisfied. Regarding the levels of happiness at work, high (71.15%), medium (21.15%) and low (7.7%) levels were found. In intrapreneurship, high (67.31%), medium (26.92%) and low (5.77%) levels were found. The exploratory factorial analysis showed that the instrument was adequate for measuring the variables. Good correlations were also found between the items that make up each variable. Finally, the relationship between internal communication, measured by the dimensions of communicative climate and communication in meetings, and happiness at work was verified using the structural equation technique. The latter has a positive impact on intrapreneurship.Research limitations/implicationsThis article has some theoretical and methodological limitations like any other academic work. They would be interesting to address in future research. In this way, it is possible to empirical examine the variables of intrapreneurship, internal communication and happiness (Ravina-Ripoll et al., 2021c). The first is the study's cross-sectional design and data collection by a non-probabilistic sample, carried out in a single source. Both aspects mean that our study is not free of corresponding biases; this may result in the findings of the present work not being statistically correct. The second derives from the absence in the literature of structural equation modelling studies that analyse the constructs that make up the object of this academic work in a multidimensional way. However, although an influence I show between the variables, it is recommended to take the data with discretion. There is still a need for more empirical evidence to support these relationships before generalised results can be presumed. Despite the remarkable progress made in recent years in the literature on the three dimensions of this article, few scientific studies examine inferentially how internal communication and intra-entrepreneurship influence employees' happiness at work in today's digital society. The authors of this academic work consider it attractive for future research to address the analysis of internal communication strategic management models. It is a robust driver of intra-entrepreneurship and employee happiness in organisations (Galván-Vela et al., 2022a). In conclusion, from this heuristic perspective, companies can improve, on the one hand, their competitive position in the market. Their managers must cultivate an organisational culture that emphasises internal communication as a catalyst for innovation, employee loyalty, and productive efficiency. On the other hand, companies will be able to invigorate their corporate image to face the significant challenges in the globalised economy, thus to become sustainable, humane, ecological intra-entrepreneurial corporations (Galván-Vela et al., 2021a). It may lead to a more social, inclusive, prosperous and egalitarian ecosystem. In this way, it makes the culture of organisations around the pillars of happiness management, social marketing and the Sustainable Development Goals shine (Galván-Coronil et al., 2021).Practical implicationsThis section does not attempt to argue that internal communication and intrapreneurship constitute two intangible resources that improve organisations' productivity and collective happiness (Lee and Kim, 2022). However, it is necessary to clarify that the results achieved in this academic study show two fundamental aspects. The first is to invite managers of companies in the post-Covid-19 era to cultivate a culture based on happiness management. It makes internal communication a fast vehicle that exponentially boosts intrapreneurship, among other things (Castillo-Abdul et al., 2021). To this end, their strategic management models must carry out a diametrical shift in their innovation and internal communication actions. On the one hand, it allows for building loyalty among their creative talent. It does this by creating an organisational climate that encourages interpersonal relationships, the spirit of teamwork, collaborative participation, and disruptive thinking (Thelen and Formanchuk, 2022). On the other hand, promoting an ethical, assertive and empathetic leadership style proactively stimulates the commitment, trust and passion for the work of all members of the company (Men and Yue, 2019). The second is to emphasise implementing a constructive, friendly and positive intra-organisational language. In this way, it is dynamising the collective happiness of its human capital through the figure of the Chief Happiness (Jiménez-Marín et al., 2021b).Originality/valueIntrapreneurship, internal communication and happiness at work are topics of great interest in academic agendas in recent years. It is basically because these three dimensions, individually or jointly, have positive effects on the productivity of organisations. However, no research flow evidences our theoretical model proposed in this article. Therefore, there is a need for future studies that advance the literature in the area of business. In this way, we will have more data on how these constructs affect the life of organisations in the post-Covid 19 eras.

show abstract

Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Mapping intrapreneurship through the dimensions of happiness at work and internal communication

Ripoll

Vela

Sorzano-Rodríguez

et al. 2022

CCIJ

View full text Add to dashboard Cite

show abstract

“…From a constructionist perspective, CEOs must understand their context, with the needs and motivations of all their relevant stakeholders (Harrison et al, 2020), proactively collecting and processing their feedback to tune strategy, fostering permanent and inclusive communication, as relational, conversational and inclusive leaders (Biraghi et al, 2017). Likewise, Ashford et al (2018) find a positive relation between CEO feedback-seeking and firm performance, whereas Lee and Kim (2022) propose that CEOs' relationship-oriented leadership increases employees' affective commitment. Also, beyond the relational approach, Borner and Zerfass (2018) link corporate listening to corporate value.…”

Section: Corporate Social Responsibility (Csr)mentioning

confidence: 99%

“…Likewise, Ashford et al. (2018) find a positive relation between CEO feedback-seeking and firm performance, whereas Lee and Kim (2022) propose that CEOs' relationship-oriented leadership increases employees' affective commitment. Also, beyond the relational approach, Borner and Zerfass (2018) link corporate listening to corporate value.…”

Section: Conceptual Backgroundmentioning

confidence: 99%

Assessing the strategic levers in the discourse of best-performing CEOs: a three-dimensional model

Galán-Cubillo

García‐Ortega

Molina

2023

CCIJ

View full text Add to dashboard Cite

PurposeThe main purpose of this paper is to assess the patterns in the public discourse of successful chief executive officers (CEOs) in terms of performance, with the CEO's strengths and aspects to improve.Design/methodology/approachThis paper aligns with the literature that appraises CEO public discourse and relevance. From the literature review, the strategic levers in CEO discourse toward high performance are identified. The CEO letters in the period 2017–2019 of the top 25 best performing CEOs (BPCs) according to Harvard Business Review ranking 2019 are qualitatively examined through a multiple close reading analytical technique and multiple correspondence analysis (MCA) is applied to assess the patterns.FindingsThe paper delivers a three-dimensional model representing how the identified strategic levers are articulated by BPCs in the BPC's discourse following diverse patterns. This paper points out BPC's strengths, among them a high level of moral reasoning compared to previous studies and improvable areas such as the extended absence of autocritique at the firm and personal level or the lack of leverage on the need for agility and proactive adaption.Practical implicationsThis paper contributes further CEO awareness of the strategic role of the discourse and offers clues to enhance CEO awareness, as well as criteria for boards of directors to appraise CEO discourse.Originality/valueAdopting a novel approach, this paper addresses the strategic levers triggered by CEOs in their letters from a managerial implication perspective, providing relevant theoretical insight on how they are articulated.

show abstract

“…Gambar 1. Rerangka Konseptual Sumber: (Lee 2021), (Lee and Kim 2022) Pada penelitian yang dilakukan oleh Wang et al, (2011) menyampaikan Relationshiporiented CEO leadership mencoba mempertahankan kontak dengan pengikut untuk membangun hubungan pribadi dengan mereka dan menunjukkan kekhawatiran dan perhatian. Berdasarkan penelitian yang dilakukan oleh Lee, (2021) menjelaskan perilaku inclunsive leadership yang menerapkan symmetrical internal communication , dapat mendorong karyawan milenial untuk secara sukarela mencari dan berbagi informasi yang berguna untuk organisasi mereka.…”

Section: Scoutingunclassified

Pengaruh Gaya Kepemimpinan Relationship Focused Ceo Leadership Dan Inclusive Leadership Dengan Symmetrical Internal Communication Terhadap Scouting Karyawan Milenial Di Wilayah Perkantoran Jakarta

RAHMAWATI

ZAENUDIN²,

EMILISA³

2022

j. ekon. n.a. econo.

View full text Add to dashboard Cite

Tujuan dari penelitian ini adalah menganalisis pengaruh gaya kepemimpinan Relationship Focused CEO Leadership dan Inclusive Leadership dengan Symmetrical Internal Communication terhadap Scouting Karyawan Milenial di Wilayah Perkantoran Jakarta. Data dikumpulkan dari seratus lima puluh satu karyawan milenial di Jakarta dengan teknik pengumpulan data yang digunakan adalah sampel. Uji hipotesis yang digunakan dalam penelitian ini adalah menggunakan analisis SEM (Structural Equation Modeling). Hasil pengujian hipotesis dalam penelitian ini menunjukkan terdapat pengaruh positif Relationship Focused CEO Leadership dan Inclusive Leadership, Terhadap Symmetrical Internal Communication, dan terdapat pengaruh positif Symmetrical Internal Communication terhadap Scouting. Impikasi manajerial dalam penelitian ini bagaimana kemampuan gaya kempemimpinan dan berkomunikasi sangat penting dalam kehidupan berkelompok maupun berorganisasi. Pemimpin yang menerapakan gaya berfokus terhadap hubungan dan yang inclusive serta memiliki keterampilan komunikasi yang cukup akan mempengaruhi dan bergerak Orang lain dan pengikut mereka. Kepemimpinan muncul dan berkembang melalui interaksi Otomatis antara pemimpin dan pengikut. Hal ini diharapkan karyawan milenial Jakarta dapat berkontribusi dalam suaranya untuk meningkatkan perilakunya di perusahaan.

show abstract

The impacts of CEO leadership behaviors on employees' affective commitment and scouting behavior: the mediating role of symmetrical internal communication

Cited by 20 publications

References 48 publications

Mapping intrapreneurship through the dimensions of happiness at work and internal communication

Mapping intrapreneurship through the dimensions of happiness at work and internal communication

Assessing the strategic levers in the discourse of best-performing CEOs: a three-dimensional model

Pengaruh Gaya Kepemimpinan Relationship Focused Ceo Leadership Dan Inclusive Leadership Dengan Symmetrical Internal Communication Terhadap Scouting Karyawan Milenial Di Wilayah Perkantoran Jakarta

Contact Info

Product

Resources

About