Sustainability

Research

18 pages, 503 KiB

Open AccessArticle

Does Servant Leadership Promote Emotional Intelligence and Organizational Citizenship Behavior among Employees? A Structural Analysis

by Kalpina Kumari, Jawad Abbas, Jinsoo Hwang and Lucian Ionel Cioca

Sustainability 2022, 14(9), 5231; https://doi.org/10.3390/su14095231 - 26 Apr 2022

Cited by 28 | Viewed by 9508

Abstract

The last two decades have seen a conspicuous rise in the importance of leadership styles. Servant Leadership (SL) is believed to be a pioneering style of leadership that aims to serve others first. Based on the Social Learning Theory and Social Exchange Theory, [...] Read more.

The last two decades have seen a conspicuous rise in the importance of leadership styles. Servant Leadership (SL) is believed to be a pioneering style of leadership that aims to serve others first. Based on the Social Learning Theory and Social Exchange Theory, this study investigates whether SL promotes Organizational Citizenship Behavior (OCB) among employees. In this regard, it also examines what role the employees’ Emotional Intelligence (EI) plays between the two variables. A sample of 422 responses was obtained from the managerial and non-managerial staff service and manufacturing industries using a non-probability sampling technique. The data that was collected was analyzed using the PLS-SEM technique. The results indicated a strong positive relationship between SL and OCB. Moreover, the employees’ EI was also found to mediate the relationship between the two variables partially. The analysis showed that leaders who can serve their followers’ needs and expectations to the best of their abilities could promote and strengthen EI among their employees, which eventually boosted their followers’ behavior’s emotional and motivational aspects. This study suggests that managers adopt an SL style that fosters empathy and trust with their employees. Meeting their employees’ expectations and requirements may boost their EI, which helps them attract positive energy and create an atmosphere of mutual respect and collaboration. Full article

(This article belongs to the Special Issue Environmentally Sustainable Work Behavior)

► Show Figures

Figure 1

24 pages, 858 KiB

Open AccessArticle

Ethical Leadership and Innovative Behavior: Mediating Role of Voice Behavior and Moderated Mediation Role of Psychological Safety

by Xiu Jin, Chenglin Qing and Shanyue Jin

Sustainability 2022, 14(9), 5125; https://doi.org/10.3390/su14095125 - 24 Apr 2022

Cited by 18 | Viewed by 5109

Abstract

Organizations increasingly emphasize and require their members to engage in innovative behavior because it is directly associated with organizational sustainability and survival. This study aims to address whether ethical leadership enhances subordinates’ innovative behavior and investigates the mediating role of voice behavior in [...] Read more.

Organizations increasingly emphasize and require their members to engage in innovative behavior because it is directly associated with organizational sustainability and survival. This study aims to address whether ethical leadership enhances subordinates’ innovative behavior and investigates the mediating role of voice behavior in promoting innovative behavior. Psychological safety was tested to moderate the mediating effect of voice behavior on the relationship between ethical leadership and innovative behavior. We collected data from 296 full-time employees from small and medium-sized enterprises in China. The results suggest that ethical leadership positively influences innovative behavior through the mediating role of voice behavior. Furthermore, psychological leadership significantly moderates the mediating effect of voice behavior on the relationship between ethical leadership and innovative behavior. This study expands the scope of research on improving innovative behavior and provides a theoretical basis for related research. Full article

(This article belongs to the Special Issue Environmentally Sustainable Work Behavior)

► Show Figures

Figure 1

16 pages, 4158 KiB

Open AccessArticle

How Can We Make a Sustainable Workplace? Workplace Ostracism, Employees’ Well-Being via Need Satisfaction and Moderated Mediation Role of Authentic Leadership

by Eunmi Jang and Xing Chen

Sustainability 2022, 14(5), 2869; https://doi.org/10.3390/su14052869 - 1 Mar 2022

Cited by 10 | Viewed by 4099

Abstract

Ostracism in the workplace is a common phenomenon in modern society that impairs employees’ well-being. This study suggests that workplace ostracism reduces subjective well-being by examining the effect of workplace ostracism on subjective well-being. Based on self-determination theory and resource conservation theory, this [...] Read more.

Ostracism in the workplace is a common phenomenon in modern society that impairs employees’ well-being. This study suggests that workplace ostracism reduces subjective well-being by examining the effect of workplace ostracism on subjective well-being. Based on self-determination theory and resource conservation theory, this study explores the underlying processes and their contingent factors in the relationship between workplace ostracism and employee well-being. Specifically, this study hypothesizes that workplace ostracism decreases employees’ well-being by enhancing employees’ need satisfaction. Furthermore, the perception of a direct supervisor’s authentic leadership positively moderates the relationship between workplace ostracism and employees’ need satisfaction. This study used moderated mediation analysis to evaluate our predictions using a two-time online survey of 485 Korean employees. The findings revealed that workplace ostracism has a detrimental impact on employee well-being via need satisfaction. However, perceptions of a direct supervisor’s authentic leadership positively moderate the association between workplace ostracism and need satisfaction. Our results have important practical and theoretical implications in the workplace ostracism literature. Full article

(This article belongs to the Special Issue Environmentally Sustainable Work Behavior)

► Show Figures

Figure 1

18 pages, 934 KiB

Open AccessArticle

Employee Pro-Environmental Behavior: The Impact of Environmental Transformational Leadership and GHRM

by Laura Omarova and Sung-Jun Jo

Sustainability 2022, 14(4), 2046; https://doi.org/10.3390/su14042046 - 11 Feb 2022

Cited by 47 | Viewed by 7130

Abstract

We investigated the impact of environmental transformational leadership (ETL) on pro-environmental behavior (PEB) of employees in Kazakhstan. The study also examined the potential mediating effect of environmental awareness and green human resource management (GHRM) as a moderating effect, using the theory of planned [...] Read more.

We investigated the impact of environmental transformational leadership (ETL) on pro-environmental behavior (PEB) of employees in Kazakhstan. The study also examined the potential mediating effect of environmental awareness and green human resource management (GHRM) as a moderating effect, using the theory of planned behavior. An online cross-sectional survey was conducted with 268 Kazakh employees from private and public organizations. Structural equation modeling was used to test the theory-driven model. The results show that environmental leadership predicted employees’ PEB, environmental awareness mediated the relationship, and GHRM partially moderated the relationship. The results of bootstrapping tests reveal that environmental awareness played successive mediating roles in the link between ETL and PEBs, but the simple slope test did not support the moderating effect of GHRM. Environmental awareness and GHRM were identified as fundamental mechanisms that accounted for the connection between ETL and PEBs. Full article

(This article belongs to the Special Issue Environmentally Sustainable Work Behavior)

► Show Figures

Figure 1

12 pages, 1800 KiB

Open AccessArticle

Perfectionism, Interactional Justice and Job Performance: A Trait Activation Perspective

by Myungsun Kim, Seckyoung Loretta Kim, Seung Yeon Son and Seokhwa Yun

Sustainability 2022, 14(3), 1117; https://doi.org/10.3390/su14031117 - 19 Jan 2022

Cited by 3 | Viewed by 2833

Abstract

Drawing on trait activation theory, this research explores the intrapersonal consequences of perfectionism in the workplace by examining the relationships between self-oriented perfectionism (SOP) and two distinct job performance dimensions, i.e., task performance and organizational citizenship behavior (OCB) and the moderating role of [...] Read more.

Drawing on trait activation theory, this research explores the intrapersonal consequences of perfectionism in the workplace by examining the relationships between self-oriented perfectionism (SOP) and two distinct job performance dimensions, i.e., task performance and organizational citizenship behavior (OCB) and the moderating role of interactional justice on these relationships. Using field data collected from 121 employee–supervisor dyads in South Korea, we found a unique and incremental predictive power of employee SOP on job performance, specifically task performance. Moreover, the results showed that the interaction effect of employee SOP and interactional justice on OCB was significant, such that the trait of SOP was activated to enhance OCB when interactional justice was low. Theoretical and practical implications are discussed. Full article

(This article belongs to the Special Issue Environmentally Sustainable Work Behavior)

► Show Figures

Figure 1

13 pages, 668 KiB

Open AccessArticle

When Does Abusive Supervision Foster Ineffectual and Defensive Silence? Employee Self-Efficacy and Fear as Contingencies

by Alisher Tohirovich Dedahanov, Odiljon Sobirovich Abdurazzakov, Abdulkhamid Komil ugli Fayzullaev and Wei Sun

Sustainability 2022, 14(1), 231; https://doi.org/10.3390/su14010231 - 27 Dec 2021

Cited by 7 | Viewed by 3645

Abstract

This study investigates the relationships between abusive supervision and two forms of silence, ineffectual and defensive; the moderating role of self-efficacy in the association between abusive supervision and ineffectual silence and the contingency role of fear in the relationship between abusive supervision and [...] Read more.

This study investigates the relationships between abusive supervision and two forms of silence, ineffectual and defensive; the moderating role of self-efficacy in the association between abusive supervision and ineffectual silence and the contingency role of fear in the relationship between abusive supervision and defensive silence. We collected data from 685 employees in manufacturing companies. Of these, 271 were incomplete questionnaires and were excluded from the study; the remaining 414 responses were assessed in the analyses. The results indicate that abusive supervision fosters ineffectual and defensive silence. Moreover, the results suggest that even if supervisors are abusive, individuals with a higher level of self-efficacy tend to have a lower level of ineffectual silence. Furthermore, fear strengthens the link between abusive supervision and defensive silence. According to our knowledge, this work is the first to investigate the relationship between abusive supervision and ineffectual silence, the contingency role of self-efficacy in the link between abusive supervision and ineffectual silence and the moderating role of fear in the relationship between abusive supervision and defensive silence. Full article

(This article belongs to the Special Issue Environmentally Sustainable Work Behavior)

► Show Figures

Figure 1

11 pages, 526 KiB

Open AccessArticle

The Effect of the OCB Gap on Task Performance with the Moderating Role of Task Interdependence

by Yuha Yang and Heesun Chae

Sustainability 2022, 14(1), 61; https://doi.org/10.3390/su14010061 - 22 Dec 2021

Cited by 6 | Viewed by 3687

Abstract

Using the social exchange theory and the social cognitive perspective in group dynamics, this study seeks to examine how different individuals in the degree of engagement in organizational citizenship behavior (OCB) among members of a team (i.e., the OCB gap) can affect their [...] Read more.

Using the social exchange theory and the social cognitive perspective in group dynamics, this study seeks to examine how different individuals in the degree of engagement in organizational citizenship behavior (OCB) among members of a team (i.e., the OCB gap) can affect their work performance across varying levels of task interdependence. The research hypotheses were tested empirically using field data regarding 146 employee-supervisor dyads collected from 41 teams in South Korea. The results of the hierarchical linear modeling (HLM) analysis indicate that having a lover level of OCB engagement than the group average induces feelings of indebtedness in employees, and this sense of obligation is stronger in a high level of task dependence context. We further discuss the theoretical and practical implications of this research and suggest areas for future research. Full article

(This article belongs to the Special Issue Environmentally Sustainable Work Behavior)

► Show Figures

Figure 1

29 pages, 1020 KiB

Open AccessArticle

Effect of Chief Executive Officer’s Sustainable Leadership Styles on Organization Members’ Psychological Well-Being and Organizational Citizenship Behavior

by Hyun-ju Choi

Sustainability 2021, 13(24), 13676; https://doi.org/10.3390/su132413676 - 10 Dec 2021

Cited by 20 | Viewed by 9536

Abstract

Situational leadership theory and the contingency approach of leadership were utilized and applied based on situational theory. Based on a total of four foundational theories, that is, bottom-up spillover theory, theories of prosocial behavior, and so on, this study empirically analyzed what influence [...] Read more.

Situational leadership theory and the contingency approach of leadership were utilized and applied based on situational theory. Based on a total of four foundational theories, that is, bottom-up spillover theory, theories of prosocial behavior, and so on, this study empirically analyzed what influence a chief executive officer’s (CEO’s) sustainable leadership styles (servant, ethical, and authentic leadership) have on the psychological well-being and organizational citizenship behaviors of organization members. The study was conducted on adult employees of midsized or larger companies (including subsidiaries) across four countries: South Korea, the United Kingdom, the United States, and South Africa. Data were obtained from 649 adult employees. SmartPLS was used to conduct structural equation modeling analysis of the data. The results were as follows: (1) CEOs’ servant and authentic leadership styles had statistically significant positive (+) effects on employees’ psychological well-being; however, ethical leadership did not. (2) CEOs’ ethical leadership had a statistically significant (+) effect on employees’ organizational citizenship behavior; however, servant and authentic leadership did not. (3) Employees’ psychological well-being had a statistically significant (+) effect on organizational citizenship behavior. CEOs are attracting more attention than ever, leading companies in today’s rapidly changing times. This suggests that it is necessary to comprehend principles that show when, where, and how important leaders are and sustainable leadership styles that can increase their chances of success. Moreover, this study derived constructive implications that a leader can overcome today’s challenges through sustainable leadership styles. Full article

(This article belongs to the Special Issue Environmentally Sustainable Work Behavior)

► Show Figures

Figure 1

12 pages, 666 KiB

Open AccessArticle

The Effects of Leisure Life Satisfaction on Subjective Wellbeing under the COVID-19 Pandemic: The Mediating Role of Stress Relief

by Grace B. Yu and Najung Kim

Sustainability 2021, 13(23), 13225; https://doi.org/10.3390/su132313225 - 29 Nov 2021

Cited by 6 | Viewed by 3010

Abstract

Under the continuous spread of COVID-19 infection, individuals are finding their own ways to manage their stress and subjective wellbeing. The main objective of this research is to test the role of leisure life satisfaction on one’s subjective wellbeing in the era of [...] Read more.

Under the continuous spread of COVID-19 infection, individuals are finding their own ways to manage their stress and subjective wellbeing. The main objective of this research is to test the role of leisure life satisfaction on one’s subjective wellbeing in the era of COVID-19 as mediated by stress relief. Individuals’ satisfaction with leisure life is hypothesized to both directly and indirectly affect their subjective wellbeing as mediated by relieved stress. The positive impact of stress relief on one’s subjective wellbeing is hypothesized to be moderated by the perceived seriousness of the COVID-19 pandemic. Data from a large-scale social survey in South Korea (N = 40,085) were used to test the hypotheses and the results confirmed them. Theoretical and managerial implications that stress the importance of the strategic management of one’s leisure life are discussed. Full article

(This article belongs to the Special Issue Environmentally Sustainable Work Behavior)

► Show Figures

Figure 1

12 pages, 269 KiB

Open AccessArticle

How Does Family Involvement Affect Environmental Innovation? A Socioemotional Wealth Perspective

by Joohee Han, Juil Lee and Sang-Joon Kim

Sustainability 2021, 13(23), 13114; https://doi.org/10.3390/su132313114 - 26 Nov 2021

Cited by 8 | Viewed by 2380

Abstract

The purpose of this study was to examine how family involvement affects the environmental innovation of firms. While prior studies have shown that family involvement can enhance environmental performance, these environmental performances have been portrayed as firm activities to prevent environmental issues, such [...] Read more.

The purpose of this study was to examine how family involvement affects the environmental innovation of firms. While prior studies have shown that family involvement can enhance environmental performance, these environmental performances have been portrayed as firm activities to prevent environmental issues, such as air pollution, CO₂ emissions, etc. We maintain that environmental performance should be more proactive and enable firms to transform their activities more fundamentally towards environmental protection. In this sense, we consider environmental innovation, i.e., technological development to address environmental issues, as a proactive measure enacting firm activities to address environmental issues. Furthermore, we determine whether and how family involvement can motivate firms to develop technologies for environmental performance. To illuminate this relation, we utilized a socioemotional wealth perspective, which provides useful insights into how family-controlled firms behave differently in comparison to non-family firms. Building on this socioemotional wealth approach, we suggest that family involvement helps firms engage in environmental innovation. In this study, we also explore how the positive link between family involvement and environmental innovation is dependent on family interlocks—the circumstance wherein a firm’s family directors are affiliated with the boards of directors of other firms. Specifically, we suggest that an increase in a firm’s family interlocks would strengthen the positive relationship between family involvement and environmental innovation. To test our ideas, we used a sample of 623 US public firms ranging from 1996 to 2010, which yielded 5047 firm-year observations. We find that family involvement facilitates the environmental innovation of firms. We also find that family interlocks intensify the positive effect of family involvement on environmental innovation. Finally, we discuss the theoretical and empirical implications of our results. Full article

(This article belongs to the Special Issue Environmentally Sustainable Work Behavior)

14 pages, 554 KiB

Open AccessArticle

Proactive Personality and Creative Performance: Mediating Roles of Creative Self-Efficacy and Moderated Mediation Role of Psychological Safety

by Suk Bong Choi, S.M. Ebrahim Ullah and Seung-Wan Kang

Sustainability 2021, 13(22), 12517; https://doi.org/10.3390/su132212517 - 12 Nov 2021

Cited by 17 | Viewed by 4767

Abstract

Previous research has suggested that employees’ proactive personality can enhance their creative performance. However, studies that address the underlying mechanism of the effect of proactive personality on creative performance have been scarce. Additionally, contextual factors that could serve as useful conditions have received [...] Read more.

Previous research has suggested that employees’ proactive personality can enhance their creative performance. However, studies that address the underlying mechanism of the effect of proactive personality on creative performance have been scarce. Additionally, contextual factors that could serve as useful conditions have received insufficient academic attention. Therefore, the present study proposed that creative self-efficacy serves as a mediator and psychological safety serves as a moderator in the positive relationship between employees’ proactive personality and their creative performance. The results of a large-scale survey revealed that a proactive personality was positively associated with creative performance. Furthermore, we found that the positive relationship between a proactive personality and creative performance was positively mediated by creative self-efficacy and further strengthened by psychological safety. Additionally, we found that psychological safety influenced the mediating role of creative self-efficacy in the link between employees’ proactive personality and creative performance. We have discussed theoretical and practical implications with future research directions. Full article

(This article belongs to the Special Issue Environmentally Sustainable Work Behavior)

► Show Figures

Figure 1

14 pages, 543 KiB

Open AccessArticle

Psychological Contract Breach and Union Commitment Revisited: Evidence from Chinese Employees

by Ji-Young Ahn, Xia Lei and Joohee Han

Sustainability 2021, 13(21), 12034; https://doi.org/10.3390/su132112034 - 31 Oct 2021

Cited by 3 | Viewed by 2132

Abstract

From the social exchange theory, this study examines the relationship between psychological contract breach, organizational cynicism, and union commitment, as well as the interaction effect of perceived union dual identity on the relationship between organizational cynicism and union commitment. We argue that contract [...] Read more.

From the social exchange theory, this study examines the relationship between psychological contract breach, organizational cynicism, and union commitment, as well as the interaction effect of perceived union dual identity on the relationship between organizational cynicism and union commitment. We argue that contract breach has a positive impact on union commitment, and this relationship is mediated by organizational cynicism. Moreover, we suggest that the perceived union dual identity moderates the relationship between the two. To examine this, we sampled 371 employees of Chinese non-state-owned firms in 2019. The results show that, in the Chinese context, the psychological contract breach has a positive impact on organizational cynicism and union commitment. This relationship is weaker when the perceived union identity (state-oriented) is higher; it is stronger when the perceived union identity (labor-oriented) is higher. Full article

(This article belongs to the Special Issue Environmentally Sustainable Work Behavior)

► Show Figures

Figure 1

19 pages, 1431 KiB

Open AccessArticle

From Ethical Leadership to Team Creativity: The Mediating Role of Shared Leadership and the Moderating Effect of Leader–Member Exchange Differentiation

by Jue Wang, Hae-Ryong Kim and Byung-Jik Kim

Sustainability 2021, 13(20), 11280; https://doi.org/10.3390/su132011280 - 13 Oct 2021

Cited by 6 | Viewed by 4550

Abstract

Alongside ethical leadership’s effectiveness on team creativity, the superiority of shared leadership has been emphasized in the literature. Based on role theory, social information processing theory, and allocation preferences theory, this study suggests that shared leadership functions as a critical intermediating mechanism to [...] Read more.

Alongside ethical leadership’s effectiveness on team creativity, the superiority of shared leadership has been emphasized in the literature. Based on role theory, social information processing theory, and allocation preferences theory, this study suggests that shared leadership functions as a critical intermediating mechanism to explain the influence of ethical leadership on team-level creativity. Moreover, the dispersion value of leader–member exchange (LMXD) moderates the influence of ethical leadership on shared leadership. To empirically test our hypotheses, this paper used multisource samples and team-level data with moderated mediation model with PLS-SEM method. This study targeted a sample of 30 leaders and 233 team members who work at HRD Korea where a team structure is utilized. The results of structural equation modeling showed that ethical leadership increased shared leadership, and ethical leadership and shared leadership both positively affected team creativity. Shared leadership functioned as a crucial mediating factor in the ethical leadership–team creativity link. Moreover, the team-level LMXD moderated ethical leadership effectiveness on creativity via shared leadership. Full article

(This article belongs to the Special Issue Environmentally Sustainable Work Behavior)

► Show Figures

Figure 1

12 pages, 582 KiB

Open AccessArticle

The Mediated Moderating Role of Organizational Learning Culture in the Relationships among Authentic Leadership, Leader-Member Exchange, and Employees’ Innovative Behavior

by Ki Baek Jung, S. M. Ebrahim Ullah and Suk Bong Choi

Sustainability 2021, 13(19), 10802; https://doi.org/10.3390/su131910802 - 28 Sep 2021

Cited by 13 | Viewed by 3858

Abstract

Previous studies have shown that enhancing employees’ innovative behavior can facilitate organizations’ sustainable competitiveness. This study investigated the relationship between authentic leadership and employees’ innovative behavior in Korean manufacturing and service companies. Moreover, the study examined the complex processes and conditions underlying this [...] Read more.

Previous studies have shown that enhancing employees’ innovative behavior can facilitate organizations’ sustainable competitiveness. This study investigated the relationship between authentic leadership and employees’ innovative behavior in Korean manufacturing and service companies. Moreover, the study examined the complex processes and conditions underlying this relationship. The results indicated that authentic leadership was significantly related to employees’ innovative behavior and that leader–member exchange mediated the relationship between authentic leadership and employees’ innovative behavior. Additionally, organizational learning culture moderated the relationship between leader–member exchange and employees’ innovative behavior. Finally, organizational learning culture moderated the mediating effect of authentic leadership on innovative behavior via leader–member exchange. We discuss the theoretical and practical implications of these findings as well as the study’s limitations for future research directions. Full article

(This article belongs to the Special Issue Environmentally Sustainable Work Behavior)

► Show Figures

Figure 1

10 pages, 430 KiB

Open AccessArticle

Are Leaders’ Perceptions of Organizational Politics Worsening Favorable Employee Outcomes? The Role of Ethical Leadership

by Soojin Lee, Jinhee Kim and Gukdo Byun

Sustainability 2021, 13(19), 10767; https://doi.org/10.3390/su131910767 - 28 Sep 2021

Cited by 3 | Viewed by 2217

Abstract

Researchers have conducted many empirical studies on the positive effects of ethical leadership. However, they have paid little attention to the antecedents of ethical leadership. This study sought to fill this gap by examining the negative effects of leaders’ perceptions of organizational politics [...] Read more.

Researchers have conducted many empirical studies on the positive effects of ethical leadership. However, they have paid little attention to the antecedents of ethical leadership. This study sought to fill this gap by examining the negative effects of leaders’ perceptions of organizational politics on ethical leadership and the job performance of employees. Accordingly, this study investigated the relationships among them using data collected from 220 dyads of leaders and followers in major companies in South Korea. The results showed that leaders’ perceptions of organizational politics negatively affected their ethical leadership, which, in turn, had an adverse impact on the task performance and organizational citizenship behavior of employees. This paper also provides the theoretical and applied implications of the findings as well as future research directions. Full article

(This article belongs to the Special Issue Environmentally Sustainable Work Behavior)

► Show Figures

Figure 1

14 pages, 884 KiB

Open AccessArticle

Social Learning in Empowering Leadership: A Moderated Mediation Analysis

by Gukdo Byun and Soojin Lee

Sustainability 2021, 13(18), 10137; https://doi.org/10.3390/su131810137 - 10 Sep 2021

Cited by 3 | Viewed by 2215

Abstract

This study suggests a comprehensive social learning model of empowering leadership by focusing on the antecedents and processes of empowering leadership. Data were obtained from subordinate–supervisor dyads from the South Korean Army. The results support the social learning of empowering leadership. Specifically, the [...] Read more.

This study suggests a comprehensive social learning model of empowering leadership by focusing on the antecedents and processes of empowering leadership. Data were obtained from subordinate–supervisor dyads from the South Korean Army. The results support the social learning of empowering leadership. Specifically, the empowering leadership of high-level leaders facilitates that of low-level leaders, and this relationship is mediated by leader-leader exchange (LLX). Additionally, the results confirm the existence of a moderated mediation relationship among the constructs of interest; that is, the exchange ideology of low-level leaders moderates the relationship between LLX and their empowering leadership, such that the relationship is stronger when the exchange ideology is weak rather than strong. Thus, a weak exchange ideology strengthens the indirect effects of the empowering leadership of high-level leaders on that of low-level leaders through LLX. Theoretical and practical implications are also discussed. Full article

(This article belongs to the Special Issue Environmentally Sustainable Work Behavior)

► Show Figures

Figure 1

17 pages, 1011 KiB

Open AccessArticle

Can Leaders’ Humility Enhance Project Management Effectiveness? Interactive Effect of Top Management Support

by Mudassar Ali, Li Zhang, Zhenduo Zhang, Muhammad Zada, Abida Begum, Heesup Han, Antonio Ariza-Montes and Alejandro Vega-Muñoz

Sustainability 2021, 13(17), 9526; https://doi.org/10.3390/su13179526 - 24 Aug 2021

Cited by 21 | Viewed by 5496

Abstract

This paper aims to explore the effect of humble leadership on project management effectiveness by integrating the mediating role of employee creativity. Top management support moderates the direct (humble leadership and project management effectiveness) and indirect relationships through employee creativity. Time-lagged data were [...] Read more.

This paper aims to explore the effect of humble leadership on project management effectiveness by integrating the mediating role of employee creativity. Top management support moderates the direct (humble leadership and project management effectiveness) and indirect relationships through employee creativity. Time-lagged data were obtained from 332 persons working in a matrix organization on sustainable information technology projects. The results show that humble leadership enhances project management effectiveness by mediating and moderating processes. This study provides a solution to an underlying research question that has gone unanswered in prior studies. What are the strategies proposed for humble leadership in fostering the effectiveness of project management? Full article

(This article belongs to the Special Issue Environmentally Sustainable Work Behavior)

► Show Figures

Figure 1

17 pages, 477 KiB

Open AccessArticle

The Inter-Relationship between CSR, Inclusive Leadership and Employee Creativity: A Case of the Banking Sector

by Muhammad Sanaullah Shah, Cisheng Wu and Zia Ullah

Sustainability 2021, 13(16), 9158; https://doi.org/10.3390/su13169158 - 16 Aug 2021

Cited by 16 | Viewed by 4168

Abstract

The stiff situation of competitiveness in every industry has posed some serious challenges for businesses all over the world. Thus, every segment of the business is realizing the importance of creativity to remain alive in a cut-throat competitive environment. However, the banking sector [...] Read more.

The stiff situation of competitiveness in every industry has posed some serious challenges for businesses all over the world. Thus, every segment of the business is realizing the importance of creativity to remain alive in a cut-throat competitive environment. However, the banking sector has not received due attention in this regard. To bridge this gap, the current study was carried out to explore the relationship of employees’ perception of corporate social responsibility (CSR) of their bank and employee creativity with the mediating effect of inclusive leadership (IL). The data for the current study were collected from the banking sector of Pakistan through a self-administered questionnaire (n = 533) and were analyzed by using structural equation modeling (SEM) in AMOS. The statistical findings of the current survey validate the direct relationship between CSR and employee creativity. The results also confirm the mediating effect of IL in this relationship. The findings of the current survey will help policymakers from banking institutions to improve their understanding of CSR. Furthermore, these findings will help policymakers to embrace employee creativity as a “new normal” for this sector. Full article

(This article belongs to the Special Issue Environmentally Sustainable Work Behavior)

► Show Figures

Figure 1

16 pages, 906 KiB

Open AccessArticle

Sustainable Workplace: Impact of Authentic Leadership on Change-Oriented Organizational Citizenship Behavior and the Moderating Role of Perceived Employees’ Calling

by Eunmi Jang

Sustainability 2021, 13(15), 8542; https://doi.org/10.3390/su13158542 - 30 Jul 2021

Cited by 8 | Viewed by 4364

Abstract

To be sustainable in the current rapidly changing business environment, organizations must strive to adapt and respond to a new environment. Employees are the key performers of organizational change. Furthermore, change-oriented organizational citizenship behavior (OCB) is essential for them to positively accept and [...] Read more.

To be sustainable in the current rapidly changing business environment, organizations must strive to adapt and respond to a new environment. Employees are the key performers of organizational change. Furthermore, change-oriented organizational citizenship behavior (OCB) is essential for them to positively accept and implement organizational change. Additionally, the leader’s role is crucial to promoting such change-oriented OCB. In this regard, this study investigates the effect of authentic leadership on change-oriented OCB, demonstrating that the vocational calling of employees strengthens such positive influences. Based on the self-determination theory (SDT), this study examines that the moderating effect between authentic leadership on change-oriented OCB increases when employees have a higher perception of calling for work than lower. This study uses a two-wave data set gathered from 485 currently working employees in South Korea. The empirical analysis is revealed below. First, authentic leadership has a positive effect on direct OCB. Second, employees’ perception of calling has a positive effect on direct change-oriented OCB. Third, the higher the level of employees’ perception of calling, the greater the effect of authentic leadership on change-oriented OCB. The most significant theoretical contribution of the study is that it is the first to determine that calling acts as a moderating factor between authentic leadership and change-oriented OCB. The fact that the positive effect of authentic leadership on change-oriented OCB increases when there is a high calling implies that employees are more likely to conduct change-oriented OCB when they perceive a high level of calling. Based on this result, this study explains the method and reason for maximizing change-oriented OCB through authentic leadership. Full article

(This article belongs to the Special Issue Environmentally Sustainable Work Behavior)

► Show Figures

Figure 1

Journal Menu

Journal Browser

Environmentally Sustainable Work Behavior

Share This Special Issue

Special Issue Editors

Special Issue Information

Keywords

Benefits of Publishing in a Special Issue

Published Papers (19 papers)

Research

Further Information

Guidelines

MDPI Initiatives

Follow MDPI