Psychological Empowerment,Work Engagement and Turnover Intention: The Role of Leader Relations and Role Clarity in a Financial Institution

This study investigated the relationship between leader-member exchange, role clarity, psychological empowerment, engagement and turnover intention within a financial institution in South Africa. A cross-sectional survey design was used. A convenience sample (N = 278) was taken (males =31%, females =60%; 88% younger than 35 years; 57% with 2–5 years service) from the total population (N = 889). They completed the Leader-Member Exchange Questionnaire (Liden, Wayne, & Stilwell, 1993) Role Conflict and Ambiguity Questionnaire (Rizzo, House, & Lirtzman, 1970), Measuring Empowerment Questionnaire (Spreitzer, 1995), Engagement Questionnaire (May, Gilson, & Harter, 2004) and Intention-to-leave Scale (Sjöberg & Sverke, 2000). A path model was tested with SPSS to determine the relationships of the variables. Furthermore, a theoretical model was tested through the use of structural equation modelling (Arbuckle, 2008). The latent variables included LMX (consisting of two parcels), role clarity (consisting of two parcels), psychological empowerment (consisting of four variables, namely meaning, competence, impact, and self-determination), work engagement (consisting of two parcels), and turnover intention (a manifest variable). Role clarity mediated the relationship between leader-member exchange and psychological empowerment, while psychological empowerment mediated the relationship between role clarity and work engagement as well as turnover intention. Leader-member relations lead to better understanding of roles, while role clarity empowers and engages employees.     

Postcolonial philosophy of religion

The issue of leadership is one that spans many organisations. While management literature has examined this topic in depth, little comment has been made regarding the legitimacy of traditional business leadership theories, developed primarily in the United States, for use in a values-based organisation such as the organised church. The unique spiritual nature of Christian organisations is in some ways at odds with the assumptions of traditional leadership models. That said, many churches in the United States and churches outside the United States, but influenced by US institutional structures, are desperately seeking improvement in both pastoral and organisational effectiveness. This research examines traditional treatment of leadership and identifies implications of traditional and more recent theories of leadership for pastoral leaders and Christian laypeople.     

Substitutes for leadership in anaesthesia teams and their impact on leadership effectiveness

In this study we aim to increase our understanding of leadership in anaesthesia teams by investigating the relationship between substitutes for leadership, leadership behaviour, and team performance in situations with varying levels of routine and standardization. The present study relied on video recordings of 12 anaesthesia teams in a simulated setting with the occurrence of a nonroutine event. Clinical team performance was measured by the speed of adequate team reaction to this event. The leadership behaviours observed were coded either as content oriented (e.g., information transmission) or structuring (e.g., assigning tasks). Results showed that leadership behaviour changed depending upon the level of routine of a situation, the degree of standardization, and, to some extent, on the experience of team members. Leadership tends to be positively related to team performance during nonroutine and low standardized situations but negatively related to team performance in routine and highly standardized situations. Furthermore, leadership is only slightly related to team member experience. This study improves our understanding of influences of substitutes for leadership on successful leadership behaviour in anaesthesia teams. The findings also lead to suggestions for both further research and the enhancement of team leadership in critical care.     

Fostering innovation in functionally diverse teams: The two faces of transformational leadership

Empirical research on the effects of functional diversity on team innovation has yielded largely inconsistent results, showing positive, negative, as well as nonsignificant effects. For capitalizing on the positive potential inherent in functionally diverse teams, opening the black box between cross-functionality and team innovation by analysing mediating and moderating processes thus seems to be highly relevant. In this article, task and relationship conflicts are introduced as mediators of functional diversity and team innovation. Within this framework, transformational leadership is discussed as a moderator. It will become apparent that the role of transformational leadership in fostering the innovativeness of cross-functional teams is rather ambiguous. The discussed mediators and the moderator transformational leadership are integrated into a comprehensive framework and propositions for future research are derived.     

The effects of transformational leadership behaviours on follower outcomes: An identity-based analysis

The aim of this study was to explore two of the mechanisms by which transformational leaders have a positive influence on followers. It examined the mediating role of follower's leader and group identification on the associations among different transformational leader behaviours and follower job satisfaction and supervisor-rated job performance. One hundred and seventy-nine healthcare employees and 44 supervisors participated in the study. The results from multilevel structural equation modelling provided results that partially supported the predicted model. Identification with the leader significantly mediated the positive associations between supportive leadership, intellectual stimulation, personal recognition, in the prediction of job satisfaction and job performance. Leader identification also mediated the relationship between supportive leadership, intellectual stimulation, personal recognition, and group identification. However, group identification did not mediate the associations between vision leadership and inspirational communication, in the prediction of job satisfaction and job performance. The results highlight the role of individualized forms of leadership and leader identification in enhancing follower outcomes.     

Group norms,intra-group position and children's aggressive intentions

This study aimed to explore the peer group's role in childhood aggression. Participants (N = 356), aged 8.92 to 13.67 years (M = 11.22, SD = .96), were asked to pretend that they had been placed in a team and were then provided with information regarding their team's norms (aggression vs. helping) and their position within the team (prototypical vs. peripheral). Subsequently, participants were asked to rate the likelihood that they would directly or indirectly aggress towards another team. When compared to children in the helping norm condition, those in the aggression norm condition reported a significantly higher likelihood of engaging in direct and indirect aggression. For indirect aggression, prototypical members of aggressive groups also reported being more likely to engage in such behaviour than peripheral members of these groups did. Further, peripheral members of aggressive groups reported a greater likelihood of engaging in indirect aggression than either peripheral or prototypical members of helping groups. The contribution of these results to our understanding of the group mechanisms underlying childhood aggression is discussed.     

Happy-productive groups: How positive affect links to performance through social resources

Abstract

The current study extends the Broaden & Build theory to the collective (i.e. groups) level of analysis, focusing on the mediating role of group social resources (i.e. cohesion, coordination, teamwork, supportive team climate) between group positive affect (i.e. enthusiasm, optimism, satisfaction, comfort) and group performance (i.e. in-and extra-role performance, creative performance). To test our hypotheses, we conducted two studies using independent samples. Study 1 is a laboratory study with 449 participants nested in 112 small groups who performed an organizational simulation creative task. Study 2 is a field study that aggregated scores of 2159 employees nested in 417 groups. In both the lab and field studies, structural equation modeling results revealed that group social resources fully mediate the relationship between group positive emotions and performance.     

Positive organizational psychology,behavior, and scholarship: A review of the emerging literature and evidence base

The positive psychology movement seems to have stimulated new research and applications well beyond the discipline of traditional psychology. Among the various areas of inquiry, research and scholarship about positive organizations have received considerable attention from both researchers and practitioners. The current review examined the scholarly literature published between 2001 and 2009 on positive organizational psychology to provide a detailed picture of the current state of the field. This review sought to discover the overall growth rate, trends, and prevalent topics in the literature. It also aspired to provide an understanding of the empirical evidence for each topic through in-depth reviews. The findings suggest that there is a growing body of scholarly literature and an emerging empirical evidence base on topics related to positive organizations. Strengths, limitations, and implications of building a practical knowledge base for making significant improvements in the quality of working life and organizational effectiveness are discussed.     

Governors in the Legislative Arena: The Importance of Personality in Shaping Success

Research on the leadership of executives in the United States typically follows one of two traditions, emphasizing either characteristics of the incumbent or features of the office. This article brings together these traditions. It draws upon the work of Winter to develop measures of three aspects of personality—the power, achievement, and affiliation drives—and hypothesizes that the power and achievement motives are exhibited in conjunction by successful chief executives. It then tests this hypothesis within the contexts of the American states, thus accounting for both the leaders as individuals and the features of the political and economic environments in which they lead. The primary hypothesis is affirmed. Governors who exhibit high levels of the power and achievement motives in tandem are substantially more likely to achieve their policy goals. In addition, governors who emphasize affiliation are less successful.