Prophetic leadership and employee well-being: Gratitude as a mediator

PurposeThis study aims to examine the relationship between high commitment human resource management (HCHRM) practices and employee well-being in the food service industry, with a focus on the mediating roles of job demands and psychological conditions.Design/methodology/approachA survey was conducted among 296 frontline employees in the food service industry, and the data were analyzed using structural equation modeling (SEM) in AMOS ver26.FindingsThe results showed that HCHRM practices do not directly affect employee well-being. However, psychological conditions play a crucial role in mediating the relationship between HCHRM practices and employee well-being. Specifically, the psychological conditions of meaningfulness and availability significantly predicted work engagement and mediated the relationship between HCHRM practices and employee well-being. On the other hand, job demands did not mediate the relationship between HCHRM practices and employee well-being.Research limitations/implicationsAlthough the study addressed common method variance, the cross-sectional nature of the data limits the ability to infer causal relationships among variables. Future studies could adopt a longitudinal research design to investigate the causal relationships among variables. In addition, the study recommends that managers in the food service industry adopt HCHRM practices and provide necessary psychological conditions to promote employee well-being.Originality/valueThis study extends the current literature on HCHRM and employee well-being in the food service industry by providing new insights into the mediating role of psychological conditions. The findings suggest that HCHRM practices can indirectly promote employee well-being through the enhancement of psychological conditions. These insights could help managers in the food service industry to design effective HRM strategies that foster employee well-being and reduce turnover.

In today’s rapidly evolving work environments, effectively addressing employee well-being through strategic working policies and robust Occupational Safety and Health (OSH) practices has become increasingly crucial. Hence, this study explores the impact of working policies and OSH practices on employee well-being, aiming to understand how these factors contribute to job satisfaction, stress reduction, and overall health. Utilizing a cross-sectional survey design, the research involved 200 employees from various sectors in Malaysia, selected through simple random sampling. Data were collected via an online survey, which included validated questionnaires to assess working policies, OSH practices, and employee well-being. The analysis, performed using SPSS, employed descriptive and inferential statistics to examine the relationships among these variables. The findings reveal that effective working policies, such as flexible work arrangements, and comprehensive OSH practices directly enhance employee well-being by reducing stress and preventing injuries. Moreover, working policies moderate the relationship between OSH practices and employee well-being, especially in remote and hybrid work settings. Employee well-being also mediates the impact of working policies on organizational productivity, suggesting that healthier employees contribute to better organizational performance. The study highlighting the importance of integrating supportive work environments and safety measures to improve employee outcomes. The implications of these findings are significant for organizations aiming to enhance employee satisfaction and productivity. By prioritizing flexible working policies and comprehensive OSH practices, organizations can foster a more supportive work environment. However, the study’s limitations, including its cross-sectional design and sample size, indicate the need for future research to explore these relationships longitudinally and across diverse contexts. This study contributes valuable insights for both researchers and practitioners committed to optimizing work environments for better employee well-being.

Unpacking the relationship between employee brand ambassadorship and employee social media usage through employee wellbeing in workplace: A theoretical contribution

Purpose This study investigates the relationship between perceived authentic leadership and employee well-being, examining the mediating role of perceived organizational support and the moderating role of work–life balance. Drawing on conservation of resources (COR) theory, the study explores how leadership styles and contextual factors combine to influence employee outcomes. Design/methodology/approach A time-lagged survey design was employed to collect data from 750 employees across sectors in India. Data were analyzed using Hayes Process Macro and bootstrapping techniques to test the moderated mediation model. Findings Perceived authentic leadership style positively influenced employee well-being through improved perceived organizational support. Furthermore, the indirect effect was stronger when employees reported high levels of work–life balance. Research limitations/implications The study extends conservation of resources (COR) theory by highlighting how authentic leadership behaviors create resource-rich environments that foster employee well-being, particularly when personal resource preservation (work–life balance) is high. Practical implications The findings offer actionable insights for organizations aiming to build leadership development programs that prioritize authenticity, enhance organizational support structures and promote work–life balance initiatives to boost employee well-being. Originality/value This study uniquely integrates perceived authentic leadership style, organizational support and work–life balance into a moderated mediation framework, providing a novel resource-based perspective on leadership and well-being relationships in organizational settings.

Considering the increased concerns related to the issues of moral and spiritual leadership, I conducted two studies to develop the construct and measure of prophetic leadership. In the first study, three Indonesian Moslem leaders were interviewed to describe their leadership behavior and characteristics from their own praxis. Prophetic leadership is the ability to influence others accomplishing shared objectives that is reinforced by soul enlightenment as the prophets have shown in their time. In the second study, 40 items were generated for measuring prophetic leadership were administrated to 151 employee of Islamic University of Indonesia. The dimensions that represent prophetic leadership consist of sidiq (conscience centred), amanah (trustworthy and highly committed), tabligh (communication skills), and fathonah (problem solver). The construct is translated into a measure called prophetic leadership scale. The results show an empirical support for its construct validity. A positive significant intercorrelations among four dimensions were found. Items were loaded into four different mentioned dimensions. Practical implications and suggestions for future research are discussed. Keywords: Prophetic leadership, sidiq, amanah, tabligh, fathonah

The impact of organizational culture on employee well-being and productivity is a crucial factor in determining the success of an organization. This study aims to investigate the relationship between organizational culture, employee well-being, and productivity, with a specific focus on Vietnamese organizations. By conducting an extensive review of literature and analyzing empirical evidence, the research identifies key cultural dimensions and organizational practices that influence employee well-being and productivity within the Vietnamese context. This paper delves into how cultural values, leadership styles, communication patterns, and organizational structures shape employee satisfaction, motivation, engagement, and performance. It also sheds light on the unique cultural nuances prevalent in Vietnamese organizations, such as collectivism, hierarchy, and uncertainty avoidance, and how these factors impact employee experiences. Additionally, the research examines case studies from selected Vietnamese companies to gain insights into their organizational cultures and management strategies. Through this analysis, it identifies the challenges and opportunities that exist in enhancing employee well-being and productivity within the Vietnamese cultural landscape. Expanding on these insights, the article presents practical suggestions for cultivating a favorable organizational culture that nurtures the well-being, engagement, and efficiency of employees. These recommendations encompass the promotion of trust, transparency, and inclusivity, the implementation of initiatives to enhance employee well-being, the alignment of organizational objectives with employee values, and the fostering of supportive and empowering leadership. Furthermore, the article puts forth tailor-made workshop sessions for Vietnamese companies, providing guidance on comprehending organizational culture, fostering employee well-being, improving productivity, and honing leadership skills to create a supportive work environment. By addressing the distinct cultural dynamics and offering actionable strategies, this research enables organizational leaders to establish a positive and productive work atmosphere, thereby contributing to the overall success of Vietnamese organizations.

Purpose: Right mindfulness entails a focus on present-moment events and actions that are directed by ethical principles. How this mindfulness works in an organization to affect employees’ performance in Pakistani corporate environment is still an open question. In this study, we examine the impact of leader mindfulness and employee performance and wellbeing with the mediating role of interpersonal justice, employee stress, and LMX (Leader-member exchange) quality. Employee performance is further measured as in role and extra-role performance. For this, we modified Reb et. al. (2019) framework, to include wellbeing and apply to firms working in the corporate sector of Pakistan. Design/Methodology/Approach: Data was collected using a close-ended questionnaire from 100 departments/ units working in different businesses, and analyzed using factor analysis, structured equation modeling in Smart PLS. Findings: The findings of the study show that there is no significant impact of the leader mindfulness on employee in-role, extra-role performance, and employee wellbeing (dependent variables) with interpersonal justice, employee stress, and LMX quality as mediators. But so far as the impact of variables is individually concerned, it’s been observed that employee stress does not have a significant impact on employee in-role performance, extra-role performance and employee wellbeing but employee stress has a significant impact on LMX quality. LMX quality has a significant impact on employee extra-role performance and employee wellbeing but no significant impact of LMX quality on employee in-role performance has been observed. Leader mindfulness doesn’t have any significant impact on employee in-role or extra-role performance, employee wellbeing, employee stress, LMX quality, and interpersonal justice whereas interpersonal justice has a significant impact on employee extra-role performance, employee wellbeing, and LMX quality but not on employee in-role performance. Practical implications: The findings suggest that since employee stress has an impact on LMX quality, so a leader must lead its team in such a way that they do not feel burdened and stressful for it is going to have a negative impact on the way leader and member communications and ultimately on employee extra-role performance and wellbeing which will hence lower down the productivity of the organization. Interpersonal justice also has a significant impact on employee wellbeing and extra-role performance, so it must be made sure that employees are treated in a fair way, so they will feel satisfied and work effectively and efficiently. Originality/Value: This is the first study that measured the effect of leader mindfulness on employee performance in Pakistan.

Purpose This paper aims to understand how organizational support for strength use enhances employee well-being through the mediating role of investment in job crafting behaviors, and how, in turn, well-being improves task performance. Design/methodology/approach A survey was conducted involving 424 professional accountants in Canada. We analyzed the data collected and tested our hypotheses through the application of structural equation modeling using AMOS v26. The mediating effects were tested using bootstrapping techniques. Findings The results reveal that perceived organizational support for strength use is positively associated with the investment in increasing structural and social resources, as well as seeking new challenges, while it is negatively related to the reduction of hindering demands. Furthermore, the findings indicate that the investment in increasing structural resources and challenges mediates the relationship between perceived organizational support for strength use and well-being at work. However, increasing social resources and reducing hindering demands do not significantly influence this relationship. Additionally, the results demonstrate that well-being at work has a positive and significant effect on task performance. Practical implications This study highlights the importance of supporting the utilization of employees’ strengths to encourage job crafting behaviors that enhance work-related resources and challenges. By doing so, organizations can foster employee well-being, which in turn positively impacts task performance. Originality/value This study is the first to examine the relationship between perceived organizational support for strength use, job crafting behaviors, well-being at work and task performance among professional accountants. It provides new insights into how fostering strength utilization can enhance both employee well-being and performance in the accounting profession.

An increasing number of studies have demonstrated that humor can impact interpersonal relationships in organizations and employee well-being. However, there is little evidence coming from intervention studies in organizational settings. In response, we developed a training following the principles of positive psychology that aims at improving employees’ adaptive use of humor as a successful mechanism to deal with stress. In this study, we assess the effectiveness of such training and its impact on employee well-being. Results from this one-group intervention study in an emergency ambulance service (N = 58) revealed that the participants reported higher levels of cheerfulness (Z = −3.93; p < 0.001) and lower levels of seriousness (Z = −3.32; p < 0.001) after being exposed to the training. Indeed, the participants reported lower scores on psychological distress after the training (Z = −3.35; p < 0.001). The effect size of the training was medium (r = 0.31 to 0.36), suggesting that interventions to improve adaptive humor at work can be a useful resource to deal with workplace stress and foster employee well-being. These results may have interesting implications for designing and implementing positive interventions as well as for developing healthy organizations.

Banks play a crucial role in fostering and sustaining economic development within each country. Moreover, the rapid evolution of technology significantly influences the banking industry, ushering in profound changes in work dynamics. The post-COVID-19 era has accentuated the importance of employee well-being as a critical necessity for all workers. This study aims to elucidate the interplay between job characteristics, employee well- being, and job performance. A self-administered survey was conducted with employees working in the Vietnamese banking industry. After 4 months, we received 831 valid responses from 15 Vietnamese joint-stock commercial banks. SMARTPLS software was employed for structural equation modelling analysis. The findings shed light on the intricate relationships between job characteristics, employee well-being, and job performance. Building upon these insights, the study provides recommendations for Vietnamese banks to enhance job performance by refining job characteristics and fostering employee well-being.

Embedded in Job Characteristics Theory, this study explores the impact of crisis-specific HR practices, particularly job and work redesign, on employee well-being and retention in the Hospitality and Tourism (H&amp;T) sector. Through qualitative interviews with 31 HR managers from hotels, restaurants, travel agencies, and other service organizations, the study reveals key HR practices that led to positive outcomes for both employees and organizations during crises. The findings emphasize the critical distinction between job redesign and work redesign interventions. Organizations that implemented a strategic blend of top-down job redesign and bottom-up work redesign—actively involving both management and employees—achieved better results in fostering employee well-being and retention. This research extends Job Characteristics Theory by highlighting the importance of tailoring HR practices to the unique challenges faced by the H&amp;T sector during crises. Moreover, it underscores the value of aligning job and work design strategies to create holistic solutions that address both structural and individual needs. The study offers actionable insights for H&amp;T practitioners, such as adopting flexible work arrangements, providing skill development opportunities, and leveraging virtual or gamified work engagement techniques. These approaches ensure long-term benefits for employees and organizations by promoting adaptability, engagement, and resilience during challenging times.

Due to the high stakes of entrepreneurial ventures, employee well-being is often forsaken. Complex interactions occur between leadership styles, high-pressure work environments, and mental health. Hence, how leadership develops culture, addresses employee needs, and sustains entrepreneurship is crucial. This chapter oversees various leadership perspectives and contemporary research findings in providing resource-constrained people practical answers for well-being. High-pressure settings, role ambiguity, multitasking, and entrepreneurial mental health stigma are highlighted. It is suggested that fostering supportive environments and rethinking organisational priorities to balance performance and well-being through adaptive leadership. Actionable insights about good leadership are provided to help leaders establish high-performing teams and foster compassion. The suggestions provided will help scholars, practitioners, and entrepreneurs balance company performance and employee well-being.

The effects of leadership style on employee well-being in hospitality

The COVID-19 pandemic has led to disruption of employee well-being; changing the work scenario across the globe. The psychological impact of this pandemic is an undeniable stressor greatly affecting employee well-being across cultures. Social media, in such a time of crisis, can provide the requisite support by filling the emotional, informational and instrumental voids. In order to explain how reactions to the COVID-19 pandemic influences an individual’s employee well-being, this study first examines the relationships between pandemic reactions, social media engagement and employee well-being, and then develops a completely mediated model by fully integrating these links. The results, of structural equation modelling analyses conducted for 304 employees from Hospitality (129) and IT/ITeS sector (175) in India, offered strong support for the proposed model. We found that pandemic reactions were indirectly and positively associated with employee well-being; mediated by social media engagement. This study theoretically contributes to the employee well-being literature by revealing how social media engagement completely mediates the relationship between pandemic reactions and employee well-being. The study also offers practical implications by stressing the significant role played by social media engagement in influencing employee well-being in these testing times.

Purpose This study examines the impact of employee work engagement, satisfaction with telecommuting and perceived organizational support on employee well-being within Indian MSMEs, particularly in light of the ad hoc HRM measures adopted during the COVID-19 pandemic. Design/methodology/approach The research utilizes PLS-SEM for data analysis of 8,193 employees from Indian MSMEs, exploring the moderating effect of perceived organizational support on the relationship between engagement, telecommuting and well-being. Findings Results indicate that labor-intensive MSME employees compare their well-being support with that of other industries, potentially affecting employee retention. The study underscores the importance of organizational and managerial support in enhancing employee engagement and well-being, even in smaller enterprises. Research limitations/implications The findings support social comparison theory and social exchange theory, demonstrating their relevance in MSMEs. The study highlights the importance of mature HRM practices in enhancing employee well-being and engagement, providing a competitive advantage in talent-scarce environments. Practical implications MSME managers should adopt flexible working hours, family leave programs and strong communication practices to enhance employee engagement and well-being, even with limited resources and informal HRM structures. Originality/value This research contributes to HRM literature by focusing on the under-researched MSME sector, providing insights into the diffusion of mature HRM practices like telecommuting and their impact on employee well-being and engagement.