How does Leadership Motivate the Innovative Behaviors of Software Developers?

This study examines the relationship between transformational leadership types and the motivation of software engineers. The author uses full range leadership as a major theory and investigates how transformational leadership types influences the innovative behaviors of software developers by using a mediator of affective organizational commitment. For this, this study surveys 352 software developers working in 35 companies in Korea and analyzes the data using AMOS 24. The results show that charisma, inspirational motivation, intellectual stimulation and individualized consideration increase their affective organizational commitment affecting innovative behaviors positively in turn.

Inspiring workplace happiness: religiosity and organizational trust in the academic context

PurposeThis paper focuses on academics in public universities in Egypt. It explores the effect of perceptions of the rector's religiosity and trust on workplace happiness among academics.Design/methodology/approachA total of 600 academics are contacted. After two follow-ups, a total of 540 responses are collected, of which 525 are valid. This study uses SmartPLS 3 to test the hypotheses.FindingsThis paper finds that academics' perceptions of their rector's religiosity have a positive effect on engagement, job satisfaction and affective organizational commitment. Moreover, academics' perceptions of their rector's religiosity positively affect their perceptions of their rector's ability, benevolence and honesty. Furthermore, academics' trust in their rector has a positive effect on their engagement, job satisfaction and affective organizational commitment.Originality/valueThis paper contributes by filling a gap in management and organization literature, in which empirical studies of the relationship between religiosity, organizational trust and workplace happiness are limited or scarce.

What drives employee's involvement in corporate volunteering? Bright and dark side of consequences to organization

PurposeThis study assesses the relevance of both individual and contextual factors as an antecedent to employee participation in corporate volunteering (CV) activities and affective organizational commitment and inter-role conflict as an outcome of employee volunteering. This study draws from the functional theory of motivation, social exchange theory and role strain perspective to explain hypothesized relationship of the study constructs.Design/methodology/approachA questionnaire survey was administered with 461 employee volunteers who had participated in company-sponsored volunteering programs. The authors adopted structural equation modeling (SEM) to test the study hypotheses.FindingsThe findings from the survey suggest that altruistic motives and organization CV capability will impact employee's participation in CV. The results highlight that employee participation in CV enhances affective organizational commitment, indicating that employee volunteering creates inter-role conflict.Research limitations/implicationsThough the study has identified inter-role conflict as a potentially unfavorable outcome, exploring when and how employee volunteering will create a negative effect will add significant value to organizations to protect the interest of their employees.Practical implicationsThis study provides insights to understand the relative effects of self- and other-oriented motives. The results suggest that organizations have more directed and carefully designed employee volunteering activities to enable more favorable benefits to employees.Originality/valueThis study contributes to expanding the knowledge on the phenomenon of employee volunteering by introducing and empirically validating an integrated framework of antecedents and consequences of employee volunteering.

Linking emotional intelligence to turnover intention: LMX and affective organizational commitment as serial mediators

PurposeThe present study attempts to examine the mediating effect of leader member exchange (LMX) and affective organizational commitment on the relationship between followers' emotional intelligence (EI) and their turnover intention.Design/methodology/approachUsing a cross-sectional design, survey data were obtained from 182 employees in Tunisia. Survey responses were analyzed using Model 6 in PROCESS (Hayes, 2017).FindingsAs predicted, LMX and affective organizational commitment were found to sequentially and totally mediate the causal relationship between EI and turnover intention.Research limitations/implicationsThe limitations include using a cross-sectional design, convenience sampling and self-report measures for EI, LMX, affective commitment and turnover intention.Practical implicationsOrganizations need to encourage more emotionally intelligent responses in employees which improve the quality of their leader–follower relationships. The quality of LMXs enhances the affective commitment that drives lower turnover intention.Originality/valueWhile the relationship between EI and turnover intention has been theorized, this study is one of the first to enable us to explore the mechanisms underlying this relationship. Specifically, a sequential mediation model linking EI with turnover intention through LMX and affective commitment was proposed.

Gender disparity in leadership boosts affective commitment and tacit knowledge sharing about libraries

Purpose This study aims to use an authentic leadership style to explore that whether male or female leadership of private academic institutions highly influences affective organizational commitment and tacit knowledge sharing among the library teachers. Additionally, this study encompasses the trust of library teachers and justifies whether the trust under male or female leadership highly moderates the effect on tacit knowledge sharing. Design/methodology/approach By using structural equation modeling, this study tests two leadership models (e.g. male and female leadership models). Using a convenient sampling approach, the researcher collects data from library teachers of private academic institutions in district Sheikhupura, Pakistan through face-to-face interaction. The study administered 650 survey questionnaires among the library teachers; however, 403 questionnaires were answered validly and reliably. The response rate was 62%. Findings The study found the direct and indirect effect of authentic leadership on affective organizational commitment and tacit knowledge sharing however, male authentic leadership influence on affective organizational commitment and tacit knowledge sharing was quite higher than female authentic leadership. Resultantly, the library teachers were more committed to sharing tacit knowledge under male leadership than female. Nevertheless, the moderating role of trust was found in female leadership but not in male leadership. Simply, the library teachers under male leadership were hesitant to trust others, so the chain of sharing hidden ideas and image of libraries was not found in male leadership. Practical implications Private academic institutions need authentic leaders to shape the knowledge economy of libraries and the structure of the academic institutions. For this reason, this study provides practical implications for managers that male leadership should be hired in academic institutions because it has a higher influence on librarians’ commitment and tacit knowledge sharing among peers as compare to female leadership. Originality/value To the best of the authors’ knowledge, this was the first study that differentiates the capabilities and skills of male and female authentic leadership in private academic institutions. Further, it suggests hiring male leaders in these institutions.

Structural relationships among transformational leadership, affective organizational commitment, and job performance: the mediating role of employee engagement

Purpose The purpose of this paper is to investigate the structural relationships among transformational leadership, affective organizational commitment and job performance, as well as the mediating effect of employee engagement on their relationships. Design/methodology/approach To examine the structural relationships among the research variables, structural equation modeling analysis and bootstrap estimates were performed using the data of 600 full-time employees working in Korean private organizations. Findings The results of the data analysis suggest that transformational leadership had a significant impact on employee affective organizational commitment and job performance through employee engagement as a mediator. Specifically, employee engagement partially mediated the mechanism in which transformational leadership affects employee affective organizational commitment, whereas there existed a full mediation of the association between transformational leadership and job performance. Practical implications The study finding suggested that transformational leadership was the key catalyst in both encouraging affective organizational commitment and task performance of employees throughout the mediator, employee engagement. Thus, organizations need to create a safe and positive environment that promotes employee engagement and should offer interventions for leaders to build skill sets of transformational leadership. Originality/value Because previous studies had explored the impacts of transformational leadership on employee positive attitude and job performance separately, there is little known about how these three constructs correlate. By investigating the impacts of transformational leadership on attitude and performance simultaneously in this study, this study expanded to the extant literature by providing better understanding of transformational leadership. Moreover, given that articles on transformational leadership have been limited in the HRD literature, findings of this study can offer trustworthy information for HRD practice and encourage HRD scholars to explore transformational leadership-related research.

Antecedents of Nursing Faculty Organizational Commitment: Exploring Job Satisfaction

Nursing faculty retention is critical, as faculty retention directly impacts educational programs that produce future nurses poised to meet employment demand. The topics of job satisfaction and commitment are of continued interest as researchers examine factors that affect nursing faculty's intent to stay. Thus, this research focused on job satisfaction that potentially impacts the level of affective organizational commitment among nursing faculty. Regression results revealed that the supervisor, promotion, nature of work, and satisfaction with coworkers were positively related to affective organizational commitment, while nursing pay, benefits, and operating conditions revealed no statistically significant results.

TURNOVER INTENTION AMONG LECTURERS IN PRIVATE HIGHER EDUCATION: THE DIRECT IMPACT OF FINANCIAL REWARDS AND MEDIATION OF JOB SATISFACTION AND EFFECTIVE ORGANIZATIONAL COMMITMENT

Lecturer responsibilities in presenting learning materials and building students’ character is considered very important in preparing future workers/entrepreneur. However, those responsibilities still have not received proper attention in certain institutions and even from the government. If this goes on continuously, it is feared that they will lose wellperformed individuals. This study aimed to investigate the level of turnover intention from the lecturer in six private universities in Bandung. And the role of financial rewards, job satisfaction, and affective organizational commitment as antecedents. Data collected using an online questionnaire. The numbers of total lecturers in those universities were around 3000. This study used a non-probability sample and distributed 500 questionnaires through the human resources office. And after two months, there are 288 participants which willing to complete the questionnaire. After the more detailed screening, we have 121 responses that met our requirements and can be used in this study. The study found that financial rewards were significantly affected job satisfaction and affective organizational commitment. But it was not significantly affected turnover intention. Partially, job satisfaction and affective commitment have not mediated the relationship between financial rewards and turnover intention. But, simultaneously, both variables have significantly mediated the relationship. These results give new understanding to the managers in the educational organization regarding maintaining the turnover level of their lecturers. In the future, studies can be conducted to cover lecturers from other cities in Indonesia.