Organization-based Self-esteem Research Articles

From dreamers to doers: A personal and job resources interaction among intrapreneurial managers

Abstract Drawing on job-demands resources and self-consistency theories, this study investigates individual and contextual factors influencing managers’ intrapreneurial intention (INI). We focus on the role of personal resources (organization-based self-esteem and proactivity) related to INI. Further, we analyze job resources (top management support and role clarity) shaping INI, and their interaction with proactivity. Our data comprises 193 Kosovan managers employed in companies varying in size and industry. The results show that organization-based self-esteem and proactivity are positively related to INI. Additionally, proactivity serves as the underlying mechanism, mediating organization-based self-esteem-INI relationship. Furthermore, job resources – top management support and role clarity – strengthen the likelihood of INI among proactive employees, suggesting a moderated mediation model. By jointly examining individual and contextual antecedents of INI, this study contributes to the debate of who the intrapreneur is and what nurtures his/her inclinations. Furthermore, this is among the few studies to examine INI using a managerial sample and in an emerging economy context.

The effect of inclusive leadership on turnover intention of intensive care unit nurses: the mediating role of organization-based self-esteem and interactional justice

BackgroundIntensive Care Unit nurses are related to the medical quality and life outcome of critically ill patients. In the context of nurse shortage, it is of great significance to reduce the turnover intention of Intensive Care Unit nurses. Inclusive Leadership, organizational-based self-esteem and Interactional Justice are important factors affecting the turnover intention of Intensive Care Unit nurses. However, for the special group of Intensive Care Unit nurses, there are few studies that explore the associations between these factors. This study explores the effect of inclusive leadership on the turnover intention of Intensive Care Unit nurses and the potential mediation through organizational-based self-esteem and interactional justice.MethodA cross-sectional study design was used to investigate 460 Intensive Care Unit nurses in 4 general hospitals in northern China. The scales used in this study include the inclusive leadership scale, the organization-based self-esteem scale, the interactional justice scale and the turnover intention scale. SPSS 27.0 was used for descriptive analysis and Pearson correlation analysis. AMOS 25.0 was used to construct structural equation model and Bootstrap test.ResultsThe results showed that the turnover intention of Intensive Care Unit nurses was higher (2.05 ± 0.67). Inclusive leadership had a negative predictive effect on turnover intention (β=-0.27, P < 0.001), and organizational-based self-esteem and interactional justice played a chain mediating role in the relationship between them (β=-0.051, P < 0.05).ConclusionsInclusive leadership is significantly related to the turnover intention of Intensive Care Unit nurses, and organizational-based self-esteem and interactional justice play a chain mediating role between the two. When medical institutions and nursing managers intervene to reduce the turnover intention of Intensive Care Unit nurses, they should not only focus on inclusive leadership but also consider the impact of organizational-based self-esteem and interactional justice on turnover intention, in order to develop effective talent retention strategies.

Staying connected beyond the clock: a talent management perspective of after-hours work connectivity and proactive behaviours in the digital age

PurposeWorking arrangements’ hybridity has become paramount, particularly after the coronavirus disease 2019 pandemic. A remote working environment has indubitable advantages (e.g. the ability to work from anywhere and at any time). However, such flexibility comes at the cost of being virtually always connected. This duality poses challenges for talent management (TM) in determining who can thrive under these specific conditions and how. This study explores how employees respond to this extended connectivity – namely, work connectivity behaviour after-hours (WCBA) – and its influence on proactive talent behaviour by constructing and testing a theoretical model that differentiates employees’ reactions to this condition.Design/methodology/approachThis study collected data from 400 mainland Chinese employees using online and offline methods. Owing to the potentially varied effects of working in digital environments on employees, a dual mediation regression model was employed to test the hypotheses.FindingsRemote and hybrid work and, specifically, the increased connectivity experienced by employees can be a “double-edged sword” in influencing their proactive behaviour (PB). While employees experience increased organisation-based self-esteem, which positively correlates with more intense PB, this prolonged exposure may also cause emotional exhaustion (EE), which has a negative correlation with PB. Jointly considering both mediation effects revealed that WCBA’s total effect on PB remained negative.Originality/valueThis study enriches the debate regarding the development of TM practices specifically designed for remote work. It recommends paying greater attention to how employees react to increased connectivity experienced in remote and hybrid working environments. Increased self-esteem or passive EE are possible elements for identifying employees’ talent potential. The separation between work and after-work is becoming blurred in the digital age, which reduces employees’ motivation and ability to exploit their inner talents. Therefore, organisations must find alternatives to preserve their talent pools. This study enriches theoretical research on WCBA, promoting an in-depth application of the theory of job-demand resources in the digital age.

The Contingent Effect of Organizational Artificial Intelligence Adoption on Employees’ Taking Charge: Based on Social Cognitive Theory

The advent of Artificial intelligence (AI) is catalyzing significant transformations in human work dynamics. Existing research has not yet provided a clear picture of how organizational AI adoption will affect employees’ taking charge. Based on this background, this study explores the internal mechanisms by which organizational AI adoption affects employees’ taking charge based on social cognitive theory. The results of the empirical analysis of the 342 samples indicate that: organizational AI adoption leads to a decline in employees’ organizational-based self-esteem; organization-based self-esteem plays a mediating role between organizational AI adoption and employees’ taking charge; future focus is paid to moderating the relationship between organizational-based self-esteem and taking charge and is a determinant of how their organizational-based self-esteem affects taking charge; future focus is paid to moderating the impact of organizational AI adoption through the indirect effects of organizational-based self-esteem on taking charge. This study highlights the importance of considering individual characteristics (e.g., future focus) when analyzing how organizational AI adoption affects employees’ behaviors.

You Reap What You Sow: Customer Courtesy and Employees' Prosocial Service Behavior.

Smooth and effective interactions between customers and customer-contact employees are important for building seamless service delivery. The present study examined the influence of customer courtesy on customer-contact employees' prosocial service behavior. Additionally, the mediating role of organization-based self-esteem and the moderating role of focus of attention at work are investigated. Data were collected from 401 customer-contact employees from the South Korean hospitality industry. The results demonstrated that customer courtesy positively influenced prosocial service behavior, and organization-based self-esteem mediated this relationship. Furthermore, employees' focus of attention at work moderated the relationship between customer courtesy and organization-based self-esteem, such that the relationship was stronger for employees with a high focus of attention. Similarly, the focus of attention also moderated the relationship between organization-based self-esteem and prosocial service behavior. The findings have important theoretical and practical implications by demonstrating the role of external resources to promote prosocial service behavior.

THE IMPACT OF EMPOWERING LEADERSHIP ON EMPLOYEE CREATIVITY: THE MEDIATING ROLE OF ORGANIZATIONAL-BASED SELF-ESTEEM

This study aims to explore the impact of empowering leadership on employee creativity, with organizational-based self-esteem (OBSE) serving as a mediating variable. By surveying and analyzing data from 301 employees, the study employs statistical methods including reliability analysis, validity analysis, correlation analysis, regression analysis, and mediation effect testing. The research findings reveal: 1) There is a significant positive relationship between the four dimensions of empowering leadership and employee creativity, and 2) OBSE mediates the relationship between empowering management and employee creativity. Factors such as enhancing job significance, promoting decision-making participation, expressing confidence in high performance, providing autonomy, and empowering leadership have a significant positive impact on employee creativity, with OBSE playing an active mediating role. In practical management, the study suggests that organizations should focus on improving leadership styles, advocating for empowering leadership, and paying attention to employees' self-esteem to promote the comprehensive development of employee creativity.

How positive leadership leads to employees’ interpersonal citizenship behavior: a self-consistency perspective

PurposeAlthough researchers have carried out considerable work on organizational citizenship behavior (OCB), the questions of whether and how adopting a positive leadership style leads subordinate employees to engage in interpersonal citizenship behavior (ICB) remain, thus far, unanswered. To address this research gap, this study aimed to uncover the possible underlying mediation mechanism.Design/methodology/approachPartial least squares structural equation modeling (PLS-SEM) was used to test the research model using data collected by means of a three-wave online survey with 166 respondents.FindingsThe results indicated that the organization-based self-esteem (OBSE) of subordinate employees mediated the effect of supervisors using a positive leadership style on subordinates engaging in person-focused ICB.Originality/valueThe importance of positive leadership is revealed in the finding of a self-consistency-based positive spillover effect, according to which the use of a positive leadership style directly benefits subordinates by enhancing their OBSE. This subsequently motivates them to engage in person-focused ICB, which benefits their coworkers. Thus, a positive leadership style creates a positive dynamic in the workplace.

How does psychosocial safety climate cross-level influence work engagement and job burnout: the roles of organization-based self-esteem and psychological detachment

BackgroundExisting researches on nurses’ work engagement and job burnout have mostly stayed at the individual level, and limited researches test the cross-level effects of psychosocial safety climate (PSC). The study aimed to explore the cross-level mediating effect of organization-based self-esteem (OBSE) and the moderating effect of psychological detachment between the relationship of PSC and work engagement and job burnout in nurses.MethodsThe cross-sectional study was conducted during November to December 2022 at a tertiary hospital in a northeastern province of China. Data was collected from 1832 nurses through an online questionnaire. Correlation analyses and hierarchical linear modeling were used to test study hypotheses.ResultsThe results showed that PSC was positively associated with work engagement, and negatively associated with job burnout. OBSE mediated the effect of PSC on work engagement, as well as job burnout. Additionally, psychological detachment played a moderating role between PSC and work engagement, but no moderating effect was found between PSC and job burnout.ConclusionsPSC at the organizational level increases work engagement and reduces job burnout by stimulating nurses’ high levels of OBSE. Psychological detachment, as a situational factor, enhances the positive influence of PSC on work engagement. The implementation of measures to improve the PSC levels of the organization, and the levels of OBSE and psychological detachment among nurses could help to promote their good work performance.

THE RELATIONSHIP BETWEEN WORKPLACE SPIRITUALITY AND ORGANIZATIONAL IDENTIFICATION IS INFLUENCED BY ORGANIZATION-BASED SELF-RESPECT AS A MEDIATOR

Purpose- This research paper delves into the relationship between workplace spirituality (WS) and organizational identification (OI) and the mediating role of organization-based self-esteem (OBSE) in this association. Methodology- The study involved the participation of 206 administrative personnel at Canakkale Onsekiz Mart University in Canakkale province. The data collected were subjected to several statistical analyses, including explanatory and confirmatory factor analyses, normality tests, correlation analyses, hierarchical regression analyses, and Sobel tests. The results of these analyses revealed significant findings, supporting the hypothesis that workplace spirituality affects organizational identification, with OBSE serving as a mediator in this relationship. Findings- The findings suggest that employees with WS and OBSE are more likely to identify with their organization's beliefs and values. Conclusion- Incorporating WS can result in favorable OI, mainly when an individual's core values are congruent with the company's. In this context, an individual's confidence in their skills and their conviction in their ability to make valuable contributions to the organization fosters a strong sense of self-esteem in the workplace.

How coworker undermining leads justice-sensitive employees to miss deadlines

PurposeThis study examines how employees’ exposure to coworker undermining may lead them to miss work deadlines. It offers a particular focus on the mediating role of diminished organization-based self-esteem and the moderating role of justice sensitivity in this connection.Design/methodology/approachThe research hypotheses are tested with data collected among employees and supervisors who work in various industries.FindingsPurposeful efforts by coworkers to cause harm translate into an increased propensity to fail to complete work on time, because the focal employees consider themselves unworthy organizational members. The extent to which employees feel upset with unfair treatments invigorates this process.Practical implicationsFor employees who are frustrated with coworkers who deliberately compromise their professional functioning, diminished self-worth in relation to work and the subsequent reduced willingness to exhibit timely work efforts might make it more difficult to convince organizational leaders to do something about the negative coworker treatment. Pertinent personal characteristics can serve as a catalyst of this dynamic.Originality/valueThis study contributes to extant human resource management research by detailing the link between coworker undermining and a reduced propensity to finish work on time, pinpointing the roles of two hitherto overlooked factors (organization-based self-esteem and justice sensitivity) in this link.

Effectiveness of Logotherapy on the Organization-Based Self-Esteem and Job Satisfaction of Employed Midwives.

Midwives as one of the most effective members of the health systems play a key role in delivering health services to mothers and children who are vulnerable groups of the society. This research aimed to investigate the effect of Logotherapy on job satisfaction and Organization-Based Self-Esteem (OBSE) of employed midwives. This is a quasi-experimental study with the pretest and posttest design and a control group from all midwives employed in the public hospital of Rasht City in Iran. Fifty-six midwives fulfilling the inclusion criteria were selected and randomly divided into two groups of intervention and control. They filled job satisfaction, OBSE questionnaires, and demographic information checklist, and then, the intervention group attended Logotherapy for six sessions/90 minutes. Finally, both groups answered the instruments as posttest. Results showed that the mean difference between OBSE (F 6,83 = 27, p < 0.05) and job satisfaction (t 2,62 = 27, p < 0.01) scores before and after the sessions in the intervention group was significantly more than the control group. Group Logotherapy increased job satisfaction and OBSE among midwives. It can be recommended for use in the clinical settings for healthcare providers.

Determinant of Job Crafting Behavior Among Indonesian Lecturer: The Mediating Role of Organization-Based Self-Esteem

Determinant of Job Crafting Behavior Among Indonesian Lecturer: The Mediating Role of Organization-Based Self-Esteem

Tit for tat? A study on the relationship between work connectivity behavior after-hours and employees' time banditry behavior.

Based on Conservation of Resources Theory, this study tries to reveal the mechanism of action of work connectivity behavior after-hours triggering employees' time banditry behavior. By using Mplus7.4 software the analysis of 429 leader-employee paired data collected in three stages reveals that work connectivity behavior after-hours has a positive effect on work alienation and psychological distress. Work alienation and psychological distress mediates the relationship between work connectivity behavior after-hours and employees' time banditry behavior, respectively. In addition, organization-based self-esteem mitigates the positive effects of work connectivity behavior after-hours on work alienation and psychological distress, which in turn also moderates the indirect effects of work connectivity behavior after-hours on employees' time banditry behavior through work alienation and psychological distress, respectively. This study provides practical guidance for organizations to reduce employee time banditry behavior and human resource management practices in the new technological environment.

Relationship between workplace spirituality with organization-based self-esteem and workplace deviant behaviors among Iranian nurses

BackgroundDespite the numerous studies conducted on workplace spirituality, there is still lack of studies that have explored the relationship between workplace spirituality with organization-based self-esteem and workplace deviant behaviors. This study aims to examine the relationship between workplace spirituality with organization-based self-esteem and workplace deviant behaviors among Iranian nurses.Methods236 nurses from 5 hospitals participated in this descriptive, analytical, and cross-sectional study from August to December 2022. Data was gathered by four questionnaires: demographic information, workplace spirituality, organization-based self-steam, and workplace deviant behaviors. The data were analyzed by SPSS 26 based on descriptive and inferential statistics (Independent Two-sample t Test, Pearson correlation coefficient and multiple regression).ResultsBased on the findings, nurses had a moderate level of perception of workplace spirituality and organization-based self-esteem while having a low level of perception regarding the occurrence of workplace deviate behaviors. Results of Pearson correlation coefficient test showed a positive and statistically significant relationship between workplace spirituality and organization-based self-esteem. Additionally, there was an inverse and significant relationship between workplace spirituality and organization-based self-esteem with workplace deviant behaviors. Results of multiple regression analyses indicate that by controlling the demographic characteristics of nurses, the meaningful work and sense of community have a significant relationship with organization-based self-esteem. Furthermore, by controlling the demographic characteristics of nurses, permanent employment status, sense of community, alignment with the organization’s values, and organization-based self-esteem have a significant relationship with workplace deviant behavior.ConclusionsThe study suggests that organizations must prioritize promoting workplace spirituality and organization-based self-esteem to ensure a healthy work environment and prevent workplace deviant behaviors.

Why and when transformational leadership influences followers' qualitative job insecurity: A three‐wave moderated mediation study

AbstractThis study explored the mediation role of follower organization‐based self‐esteem (OBSE) and the moderation role of workplace friendship in the relationship between transformational leadership and follower qualitative job insecurity. We adopted a three‐wave longitudinal design and collected survey data from 142 Chilean employees. Cross‐lagged mediation panel analysis indicated that transformational leadership had a lagged effect on follower OBSE, which, in turn, had a lagged effect on follower qualitative job insecurity. Further, follower workplace friendship moderated the effect of transformational leadership on follower OBSE such that transformational leadership only promoted follower OBSE when followers had high workplace friendship but did not significantly moderate the indirect effect of transformational leadership on follower qualitative job insecurity via OBSE. Integrating the leadership literature with the job insecurity literature, our study takes the first attempt to explore how, why, and when transformational leadership may influence follower qualitative job insecurity.

“You Don’t Want My Help?” The Negative and Positive Consequences of Help Offer Rejection

Helping is ubiquitous in organizations and vital to individual and organizational effectiveness. Yet, for various reasons, offers to help are sometimes rejected. Help offeror reactions to help offer rejection, or how employees respond to coworkers refusing their propositions to assist with work tasks, is an important but overlooked area of inquiry in organizational research. Although negative reactions to having help rejected might seem intuitive, help offer rejection may also produce positive outcomes for help offerors. Drawing upon sociometer and sensemaking theories, we present a theoretical model in which help offer rejection indirectly reduces subsequent helping through reduced organization-based self-esteem (OBSE) and indirectly increases subsequent creativity through enhanced sensemaking. We propose that the strength of these effects is moderated by coworkers’ explanation sensitivity such that coworkers’ sensitive and sincere communication reduces the negative effect on OBSE and enhances the positive effect on sensemaking. We test and find general support for this conceptual model in two multiwave, multisource field studies of full-time workers and in an experimental vignette study. We discuss the theoretical and practical implications of our findings and suggest fruitful avenues for future research.

The Triumph of Resilient Leadership: Unleashing Psychological Well-being with Self-Esteem and Job Autonomy

Current research tries to investigate the influence of resilient leadership on PWB (psychological well-being) with role of organization-based self-esteem and job autonomy. A diverse sample of 200 employed people served as the source of data for this study. Individuals who are working in a well renowned organization. This study employs a cross sectional research design. It is evident that very rare amount of research being conducted on this particular relationship. By evaluating the combined effects of resilient leadership, PWB (psychological well-being), work autonomy, &amp; OBSE (organization-based self-esteem), study adds to the body of knowledge by drawing on the COR (conservation of resource) theory. Findings prevail a substantial positive link between the resilient leadership &amp; psychological wellbeing as well as significant moderating and mediating relationships. Implementing training programs and interventions focused on developing resilient leadership skills can be beneficial in promoting mental and physical health of leaders, ultimately fostering a positive work environment and reducing burnout.

The effect of paternalistic leadership on employee green behavior: the mediating role of organization-based self-esteem

The effect of paternalistic leadership on employee green behavior: the mediating role of organization-based self-esteem

Spotlighting employee-organization relationships: The role of organizational respect and psychological capital in organizational performance through organizational-based self-esteem and perceived organizational membership

Spotlighting employee-organization relationships: The role of organizational respect and psychological capital in organizational performance through organizational-based self-esteem and perceived organizational membership

Impacts of leader anger expressions on newcomer proactive career behavior and work alienation in the construction industry

PurposeDespite the growing body of empirical research on leader anger expressions, the issue of how and when leader anger expressions shape newcomers’ proactive career behavior and work alienation in the construction industry has been largely overlooked. Building upon social information processing theory, this research identifies newcomers’ organization-based self-esteem as a mediator, and suggests that newcomers’ performance goal orientation could moderate the relationship.Design/methodology/approachA questionnaire study was conducted on the construction industry in China, and the PROCESS program developed by Hayes was used to test the hypothetical model with 215 valid cases.FindingsThe results suggest that leader anger expressions are negatively associated with newcomers’ organization-based self-esteem, and organization-based self-esteem mediated the link between leader anger expressions and newcomers’ proactive career behavior and work alienation. Furthermore, the newcomers’ performance goal orientation moderates the negative impact of leader anger expressions on newcomers’ organization-based self-esteem.Research limitations/implicationsDue to the cross-sectional nature of this study, causal implications are difficult to draw. Moreover, all data we received was based on participant self-reports, which may raise concerns about common method variance.Originality/valueIn this paper, we contribute to a deeper understanding of the mediating mechanisms and boundary conditions by which leader anger expressions influence newcomers’ proactive career behavior and work alienation from social information processing perspective, in addition to providing valuable insights for management of newcomers in the construction industry.