Participative Leadership Behavior Research Articles

참여적 리더십이 혁신행동에 미치는 영향: 심리적 임파워먼트의 매개효과와 심리적 안전분위기의 조절효과

This study focuses on participative leadership as an important factor influencing employees' innovative behavior. In recent years, participative leadership has begun to receive attention as an useful leader behavior that can explain employees’ innovative behavior. Based on social cognitive theory, we hypothesized the mediating effect of psychological empowerment in the relationship between participative leadership and innovative behavior as well as the moderating effect of perceived psychological safety climate in the relationship between psychological empowerment and innovative behavior. Both psychological empowerment and psychological safety are considered to relate to innovative behavior, but their interaction effect have not been adequately discussed and tested. This study tested their interaction effect in innovative behavior. Data were collected using questionnaires from 280 employees to test three hypotheses. Hierarchical regression analyses and SPSS Macro analysis were performed and the results supported all the hypotheses. First, participative leadership positively related to employees' innovative behavior. Second, the relationship between participative leadership and innovative behavior was mediated by psychological empowerment. Third, perceived psychological safety climate positively moderated the relationship between psychological empowerment and innovative behavior. The positive moderating effect means that the higher the perceived psychological safety climate is, the greater the impact of psychological empowerment on innovative behavior. Fourth, the conditional indirect effect was supported, indicating that the indirect effect is stronger when psychological safety climate is high than when psychological safety climate is low. The results of this study confirmed the importance and usefulness of participative leadership by showing the motivational effect of participative leadership on employee innovative behavior. In addition, this study confirmed the mediating effect of psychological empowerment and the moderating effect of psychological safety based on social cognitive theory, which provides the theoretical basis for participatory leadership research. Based on the results of this study, academic and practical implications were further discussed and suggestions for future research were presented.

Leaders’ induced justice perceptions as mediator of the relation between participative leadership behaviors and team learning

IntroductionIn today’s complex and changing business environment organizations need to learn and adapt to emerging circumstances. Teams can be a preferred vehicle to facilitate solving challenges that require diverse perspectives and expertise, collaboration, and knowledge sharing among members. To support team learning, organizations need to understand and promote an appropriate environment that facilitates learning within teams. By drawing on Fairness Theory and Social Exchange Theory, this study explores the role of leader-induced justice perceptions as a mediator in the relationship of participative leadership and team learning.MethodsUsing a split-half team survey methodology with a sample of 211 teams, the study analyzes the role of team justice climate as a mediation mechanism in the relationship between participative leadership behaviors and team learning.ResultsResults from structural equation modeling analyses suggest that, at a team level, participative leadership behaviors have both a direct association with team learning and are partially mediated by the team’s justice climate.DiscussionThis study contributes to existing literature by offering evidence that the perceptions of justice instilled by leaders play a role mediating participatory leadership and team learning. Moreover, the study supports the idea that leader induced justice perceptions can be considered as an aggregated construct at the team level. From a practical standpoint, the findings imply that team leaders can contribute to create an environment conducive to team learning by treating team members with fairness.

Participative leadership and service recovery performance: a moderated mediation model

PurposeUsing the conservation of resources (COR) theory, the present study aims to examine the role of participative leadership in frontline service employees (FLEs)’ service recovery performance. The present study also tests FLEs’ role breadth self-efficacy (RBSE) as a theoretically relevant mediator and FLE trait mindfulness as an important moderator.Design/methodology/approachData were collected using time-lagged (three rounds, two weeks apart) from two sources (193 FLEs and 772 customers, who experienced a service failure). Structural equation modeling (Mplus, 8.6) was employed to analyze the data.FindingsThe results revealed that participative leadership was positively associated with FLEs service recovery performance, both directly and indirectly, via RBSE. The results also showed that FLE trait mindfulness moderated the link of participative leadership with RBSE and the indirect association of participative leadership with service recovery performance, via RBSE.Practical implicationsThis study suggests that organizational leaders who exhibit participative leadership behavior are valuable for organizations. By demonstrating such behaviors, they boost FLEs' RBSE, which in turn improves their service recovery performance.Originality/valueThe present work makes important contributions to the literature on service recovery performance by foregrounding two important yet overlooked antecedents (participative leadership and RBSE) of FLE service recovery performance. The present work also contributes to the nascent literature on the antecedents and outcomes of RBSE in service contexts.

Does Participative Leadership Promote Employee Innovative Work Behavior in IT Organizations

The responsibilities of leaders have grown as a result of information technology organizations’ increasing reliance on information and development to carry out their work. It is important for leaders to guide and support organizations as they respond to the challenges of continually generating new innovation and information frameworks. The participative initiative, therefore, is characterized as an authority that draws on part data and part insight to reduce progressive obstructions by including individual hierarchical individuals in the decision-making process. The participative initiative encourages a positive style of leadership in which the leader provides workers with the chance to partake in dynamic and critical thinking through consolation, backing, and impact. The purpose of this study is to investigate the influence of participative leadership on employee innovative work behavior through the mediating role of employee knowledge-sharing attitude and absorptive capacity, with project risk management as moderator. The non-probability convenience sampling technique was used and data collection occurred over three months from January 2022 to March 2022. As data collection took place in one time period, the design is cross-sectional in nature. The data were collected from 273 workers (i.e. engineering manager, project manager, project leader, team leader, software engineer, advisor, and expert) working in different public and private sector IT companies of Portugal. Due to the COVID-19 pandemic, both hard and soft copies of surveys were distributed via email. The analysis was performed using Smart PLS version 3.2.8. The results revealed that participative leadership had a direct effect on employee innovative work behavior that was positive and significant. Also, both the knowledge-sharing attitude and absorptive capacity of employees positively and significantly mediate the relationship between participative leadership and employee innovative work behavior. Project risk management, however, only significantly moderates the relationship between absorptive capacity and employee innovative work behavior. Lastly, some theoretical, practical implications, study limitations and future directions were discussed.

Participative leadership and its impact on employee innovative behavior through employee voice in tourism SMEs: The moderating role of job autonomy

This paper investigates how participative leadership and employee voice behavior stimulate innovative behavior, through the moderating role of job autonomy within the SMEs context. Responses from 547 frontline employees at Egyptian travel agents were collected. Using variance-based structural equation modeling (VB-SEM), the results revealed that participative leadership significantly influenced both employees’ voice behavior and their innovative behavior. The findings also indicated that employee voice behavior has an intervening role between participative leadership and workers’ innovative behavior in travel agents. In addition, participative leadership has higher effects on both employee voice behavior and employee innovative behavior with high levels of job autonomy. Finally, employee voice behavior exercises a stronger effect on the innovation of travel agents’ employees with greater levels of job autonomy. Besides theoretical contributions, managerial implications for tourism SMEs managers and practitioners, limitations, and further research directions were all presented.

Spotlight on Leadership Path-Goal Theory Silos in Practice to Improve and Sustain Job-Oriented Development: Evidence from Education Sector

Sustainable development is a process occurring on several levels, which placed the expectations on educational institutions, especially secondary schools, change radically. Schools, therefore, are gradually likely to emphasize enhanced and sustainable teaching practices under the agenda of the United Nations 2030, sustainable future. Hence, the job-oriented development of teachers is a critical factor of the school leadership mechanism. Considering this, the present empirical research was designed to study the mechanism of path-goal theory (PGT) to sustain teachers’ job-oriented development in private secondary schools in Pakistan. The viewpoint of teachers, whose job performance is ultimately affected by the school leadership behavior and who perform the job at the front line in schools, was taken on board for the investigation. A total of 2469 secondary school teachers from 785 private secondary schools participated in the present study. Confirmatory factor analysis, t-test, Pearson correlation, and path analysis structural equation modeling analytics were mainly involved in the data analysis. Overall, the findings substantiated the constructive PGT mechanism, especially indicating that directive leadership is the most influential and effective leadership behavior in complex tasks, including when teachers are inexperienced. Moreover, the helpful role of supportive leadership and achievement-oriented leadership behaviors backs up the directive behavior. Although participative leadership behavior was problematic in the studied schools, it should be constructively adopted, as it was found to be a statistically significant predictor. Therefore, training programs for school leaders with good experience in participatory leadership functions can be productive for long-term teachers’ motivation. The literature shows that several secondary school teachers still perform poorly because of inadequate leadership, and the viewpoint of teachers on PGT was ignored in earlier studies. Hence, there was a dire need to conduct this research to address these concerns, especially in the non-Western, Asian context. In addition to pioneering academic research on leadership PGT in the secondary school context, the PGT elements were investigated, including teachers’ extrinsic and intrinsic motivation for the first time, adding new understanding about the theory.

Creating innovative design labs for the public sector: A case for institutional capacity building in the regions of Ukraine

Innovative design labs were created by public authorities of the USA, Australia, Singapore, Finland, Canada, the UK, Switzerland, Denmark, China, and other countries to accelerate changes and develop modern public service. This paper provides further insight to establishing external innovation accelerators for strengthening capacity of public institutions. The study aims to define the development opportunities for innovative design labs for the public sector in Ukraine’s regions by the case of the Laboratory of Intellectual Development for Empowering Regions (LIDER). The study was conducted at two stages: (1) exploring the features of innovation implementation in the public sector and outlining the main problems of innovation capacity of public institutions; (2) defining the development opportunities for the LIDER via SWOT-analysis. To substantiate the study results, the correlation analysis between autocratic, bureaucratic, competitive, self-protective, and participative leadership behaviors of CEOs and innovation index based on data from 18 countries was performed, as well as a survey of 195 public servants of the Ministry of Justice of Ukraine and an interview of 9 experts were conducted. The following key development opportunities for the LIDER were detected: promoting the introduction of incremental innovations in public institutions by using design thinking methodology; assisting the development of pro-innovative culture and participative leadership via individual-centric and system-oriented approaches; developing effective tools for performance management and supporting public institutions in project activity; organizing the competitions for regional innovative projects; assisting in creation of radically human systems in public institutions. AcknowledgmentThe paper was prepared within the framework of the joint Ukrainian-Lithuanian R&D project “Competence Development of Lithuanian and Ukrainian Public Sector Employees Using Design-Thinking Methodology”.The project has received funding from the Research Council of Lithuania (LMTLT, agreement № S-LU-20-5) and the Ministry of Education and Science of Ukraine (agreement № М/31-2020).

Leadership Behavior and Employees Job Satisfaction: Working for Organizational Success

Purpose: This study was designed to understand the relationship between leadership behaviors and employees job satisfaction at microfinance banks. It also shows how and to what extent these leadership styles affect job satisfaction.
 Design: The questionnaire was used to collect data from 290 employees of the Microfinance Bank. The convenient sampling was used to gather data. The literature indicates that there is a correlation among all proposed variables. Researcher applied regression and Pearson correlation to get the results.
 Findings: The results show that participative behavior and supportive leadership behaviors have significant and positive effect on employees’ job satisfaction in Micro Finance Institutions of Khairpur. 
 Value: no doubt this study found that participative behavior has significant relationship with employees’ job satisfaction and in increase the work productivity, it develops the sense of equivalence in work, it also encourages the essence of employees’ role in decision making, in this regard employees like to help organisation in organizational success
 Practical implications: Results of this Research mean that participatory leaders can participate in role modeling by providing employees with interesting workplace activities to increase job satisfaction.
 Recommendation: The population used for the survey was limited to 14 branches of MFBs in the Khairpur area.. Therefore, this study can be extended to a variety of other commercial and noncommercial organizations. This helps researchers to fully understand leadership style and its impact on job satisfaction.
 Limitation: This study is limited to certain MFBs of Khairpur district.

RELATIONSHIP ANALYSIS OF WORK MOTIVATION AND PARTICIPATIVE LEADERSHIP TO UNDERSTAND FUNCTIONAL EMPLOYMENT BEHAVIOR

This study aims to determine and understand the relationship between work motivation and participatory leadership with the work behavior of the Functional Staff of the Education and Culture Office of East Nusa Tenggara Province because the Province of East Nusa Tenggara is one of the provinces whose development and growth is relatively slower compared to other provinces in Indonesia. The study population was the functional staff who did not have a structural position of 94 people. Samples were taken as many as 75 people. Data collection using a questionnaire instrument.Based on hypothesis testing, this study found: (1) there was a relationship between work motivation and work behavior in which work motivation contributed 49.29% to work behavior, (2) there was a positive relationship between participative leadership and work behavior in which participative leadership contributed 51.49% of work behavior, and there is a positive relationship between work motivation and participatory leadership together with work behavior. Where work motivation and participatory leadership together contribute 67.01% to work behavior. From the three findings, the conclusions of this study are stated that: (a) Work behavior provides a good relationship to increase work motivation, (b) Work behavior can be improved by considering participatory leadership, by involving employees in every decision making, respecting opinions and proposals employees, and enhance collaboration.

Relationship of work Motivation and participative Leadership with Functional Employment Behavior of Education and Culture of Bengkulu Province, Indonesia

This study aims to determine the relationship between work motivation and participative leadership with the work behavior of Bengkulu Province Education and Culture Office Functional employees. The selection of Bengkulu Province is one of the provinces whose development and growth is relatively slower compared to other provinces in Sumatra. The research hypotheses proposed are: (1) there is a positive relationship between work motivation and work behavior, (2) there is a positive relationship between participative leadership and work behavior, and (3) there is a positive relationship between work motivation and participative leadership together with work behavior. The population of this research is the employees who are not currently occupying positions (functional staff) at the Office of Education and Culture of Bengkulu Province, in 2018 as many as 75 people, and the sampling technique uses saturated sampling techniques. Based on the results of the study found: (1) there is a positive relationship between work motivation with work behavior. (2) There is a positive relationship between participative leadership and work behavior and (3) there is a positive relationship between work motivation and participatory leadership together with work behavior. From the three findings, it was stated that (1) work behavior can be improved by increasing work motivation by increasing the desire to achieve and increasing a sense of responsibility, and increasing appreciation for the work, and (2) work behavior can be improved by increasing participatory leadership, by how to involve employees in every decision-making, respect the opinions and suggestions of employees, and enhance cooperation.

Knowledge Management and its Impact on Organizational Performance: Evidence from Pakistan

The aim of this research is to investigate the impact of knowledge management on organizational performance with the moderating role of transformational and Participative leadership behavior in telecom sector of Punjab, Pakistan. How leaders motivate to their employees and how they enhance the performance of organizations by using their knowledge. Research approach was deductive. Postivism research paradiagm was used to measure the study. Simple random sampling technique was used to collect data from employees as well as managers of telecom sector. Sample size was 280 employees of telecome sector. This research is significant for academically and practically in public and policy making. How an organization can enhance to their performance, effectively when long-term commitment, trust, successful socialization of employees and organizational citizenship behavior take place in the organization.

Impact of Participative Leadership on Organizational Citizenship Behavior: Mediating Role of Trust and Moderating Role of Continuance Commitment: Evidence from the Pakistan Hotel Industry

The present study examines the mediating role of affective and cognitive trust, and the moderating role of continuous commitment on participative leadership and organizational citizenship behavior (OCB) relationships. Four hundred employees were recruited from the hotel industry in Pakistan. The bootstrapping method was used for an estimation of the mediation effect by the process macro. This study employs confirmatory factor analysis and structural equation modeling. Results revealed that affective trust significantly mediates the relationship between participative leadership and OCB. Moreover, continuous commitment significantly plays a moderating role in the relationship between participative leadership and OCB. This study provides unique insight into the OCB in the hotel industry. Affective and cognitive trust as a mediator and moderator of continuance commitment are examined, which is the novel characteristic of this study. Managerial implications, limitations, and future directions are discussed.

Afraid to Monitor? How Board Climate and Shapes Outside Directors’ Monitoring of Executives

Outside directors’ monitoring of executives involves individual directors taking social risks and, we argue, is likely to be shaped by the social climate within boards. Inductive analyses of video-observations and in-depth interviews of board meeting participants in five Australian boards revealed that psychological safety climate within boards plays an important role for outside directors’ engagement in monitoring. Interestingly, beyond traditional agency- logic arguments of a dominant role of the chair, chair leadership was found to increase monitoring of executives, not by the chair taking center stage, but rather by engaging in participative leadership behaviors; stimulating fellow directors’ engagement in monitoring and creating a psychologically safe environment within the board. We corroborate these results with a second, large-scale survey study, involving data on 310 outside directors from 65 Dutch boards. All in all, these results strongly advocate the importance of board psychological safety climate for monitoring executives and in so doing provide important implications for extant thinking on chair leadership and governance effectiveness.

Opportunities For Subordinates To Participate:The Bright Side Of Supervisor’s Depletion

The literature to date has predominantly focused on the negative effects of supervisors’ depletion. In this study, however, we recognize that it is possible that in some instances depletion may trigger supervisors’ adaptive behavior that is effective for leading others. Drawing from theories of participative leadership and power distance orientation, we delineate a theoretical model and outline the relationship amongst supervisors’ morning depletion, their daily adaptive behaviors, and positive changes in subordinates’ daily behaviors. Results of an experience-sampling study of 69 supervisor-subordinate dyads that completed daily morning and afternoon surveys over a two-week period revealed that for low power distance supervisors, their morning depletion resulted in increase in daily participative leadership behavior. Moreover, supervisors’ daily participative leadership behavior positively associated with subordinates’ organizational citizenship behavior and mediated the effects of supervisors’ morning depletion on subordinates’ organizational citizenship behavior. Overall, our results demonstrate how supervisors’ power distance can play a role in shaping the negative effects of supervisors’ depletion and promote supervisors’ adaptive leadership behavior.

A Study on the Relationship between participative Leadership and Creative Behavior: Focusing on the Mediating Effect of Collective Intelligence

A Study on the Relationship between participative Leadership and Creative Behavior: Focusing on the Mediating Effect of Collective Intelligence

The effects of employees' creative self-efficacy on innovative behavior: The role of entrepreneurial leadership

The present study explores the unique effect of entrepreneurial leadership on the relationship between employees' creative self-efficacy (CSE) and innovative behavior. Using multi-level data from multiple sources, namely, 66 middle-level managers and their 346 subordinates from a large Chinese multinational organization, the effect of CSE on innovative behavior was found to be more influential when employees work under a strong entrepreneurial leader in their team. We also found that entrepreneurial leadership exerts a stronger moderating effect on the CSE-innovative behavior link than transformational and participative leadership behaviors. Consistent with social cognitive theory, these results suggest that leaders who engage in the role modeling of entrepreneurial behaviors to employees and in directing employees toward identifying and exploiting entrepreneurial opportunities are more likely to foster innovative behavior among employees with higher levels of creative self-efficacy, than acting in a transformational manner or allowing employees to participate in decision-making.

Participative Leadership and Change-Oriented Organizational Citizenship: The Mediating Effect of Intrinsic Motivation

Problem Statement: Scientists support that success cannot be achieved through schools with a bureaucratic structure in which top-down relation is emphasized but rather with a decentralized structure of authority. Scientists also posit that participative management is the best approach. Participation or participative leadership is defined as deciding jointly or as the shared influence for deciding between superiors and subordinates. From this standpoint, participative management has focused on allocating decision-making authority and sharing power. It is vital for schools to apply innovations to be effective. Leadership is one of the most important factors affecting organizational innovation. Participative leaders encourage teachers to find new opportunities, generate new information, and perform. Thus, it can be asserted that participative leadership behavior effects change-oriented organizational citizenship behavior. The motivational model used to explain the effect of participative leadership behaviors of superiors on the work performance of subordinates asserts that participation in decision making provides intrinsic rewards for subordinates. It has been indicated within research results that participative leadership affects subordinates’ behavior by means of intrinsic motivation. Purpose of the study: This study aimed to explore the mediating role of intrinsic motivation on the relationship between participative leadership and change-oriented organizational behavior. Method: The survey model was used in this study. The participants included 850 teachers randomly selected from 68 elementary schools in the center of Nigde and its districts in Turkey. Three different instruments were used in this study. The scales were translated using the translation and back translation method. In order to examine the construct validity of the scales, exploratory factor analysis and confirmatory factor analysis were used. Structural equation modeling was conducted using the LISREL 8.7 computer program for the mediating test. Findings: Participative leadership was a significant predictor of change-oriented organizational citizenship behavior (β=0.26, p<.01) and intrinsic motivation (β=0.27, p<.01). A significant relationship between change-oriented organizational citizenship behavior and intrinsic motivation (β=0.75, p<.01) was present. Intrinsic motivation fully mediated the relationship between participative leadership and change-oriented organizational behavior (β=0.06, t= 1.87). Conclusion and Recommendations: Results indicated that participative leadership significantly affected change-oriented organizational citizenship and intrinsic motivation. A significant relationship was found between change-oriented organizational citizenship and intrinsic motivation. It was determined that intrinsic motivation fully mediated the relationship between participative leadership and change-oriented organizational citizenship behavior. Key Words: Participative management, participative leadership, change-oriented organizational citizenship, intrinsic motivation.

Leaders’ Induced Justice Climate as mediator of Participative Leadership and Team Learning

Fairness Theory and Social Exchange Theory are used to analyze the mediation role of justice climate in the participative leadership behaviors - team learning relation in a sample of 171 work teams...

Leadership Behavior of NGO Managers and Directors in Northern Mindanao, Philippines

Non-government organizations (NGOs) have played a pivotal role in community development and nation building in the Philippines. However, there is a paucity of literature on the leadership behaviors of NGO leaders and how these influence performances of NGOs in the country. This study aimed to determine leadership behavior of selected NGO directors in Iligan and Cagayan de Oro City in Northern Mindanao Philippines. The Leader Behavior Description Questionnaire, a previously validated questionnaire, was used in this study. Approval from four selected NGOs in Northern Mindanao was sought prior to the collection of data. These NGOs were selected based on their common goal of achieving the Millennium Development Agenda. Informed consent was obtained from 100 participants of these NGOs. Data from the questionnaire was analyzed using descriptive statistics. Findings showed that the most common leadership behavior was Considerate, Facilitative, Autocratic and Participative Leadership behaviors. Findings suggest that NGO leaders in Northern Mindanao tend to involve members during decision-making and place a high value on the contributions of the members. Findings could form baseline data on leadership behaviors of NGO leaders in Northern Mindanao. It is recommended that associations between leadership behavior and performances of the NGOs should be investigated in future studies. Keywords - Management, leadership behavior, non-government organizations, descriptive-survey, Northern Mindanao, Philippines

The role of leadership behaviors for enhancing organizational effectiveness in the Chinese public sector

The threefold purpose of this study is as follows: (1) to verify whether three leadership styles (servant, ethical, and participative) contribute to enhancing organizational trust and commitment, (2) to test the full and partial mediating roles of organizational trust and commitment in the relationships between the three leadership styles and organizational outcomes (in-role performance and managerial accountability), and (3) to probe indirect leadership impacts on performance and accountability outcomes. First, we employed exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) to operationalize the variables and to confirm the latent constructs from the relevant survey questions. Second, to confirm the total direct and indirect effects, we employed a full structural equation model (SEM) to test the interrelationships among variables, and to assess the relative strength of each variable. The results of this study demonstrate that ethical and participative leadership behaviors in the Chinese public sector are positively and significantly associated with organizational trust and commitment. Based on a discussion of the main findings, various research and practical implications for public management theory and practice are provided.