How and when perceptions of top management bottom-line mentality inhibit supervisors’ servant leadership behavior

Extending existing bottom-line mentality (BLM) perspectives, we provide a new theoretical account of how supervisors’ perceptions of top management BLM influence supervisors’ servant leadership (SL) behavior. Using role theory, we propose that these perceptions inhibit supervisors’ SL behavior by reducing their SL role conceptualization or the extent to which supervisors consider SL part of their work responsibility. Further, given that the process underlying the relationship between perceived top management BLM and supervisor SL behavior may be explained by social learning theory and human adaptive capacity perspectives, we examine the incremental validity of supervisor SL role conceptualization versus supervisor BLM and empathy as mediating mechanisms. We also propose low perspective-taking among supervisors as a boundary condition that exacerbates the negative effect of perceived top management BLM on SL role conceptualization, which then results in less servant leader behavior. Data from two multi-wave field studies in China and the United Kingdom provided some support for our hypotheses. Across unique cultural contexts, our findings highlight the value of a role theory perspective in understanding perceptions of top management BLM. We discuss critical theoretical and practical implications of these findings and avenues for subsequent research

Employee thriving at work: The long reach of family incivility and family support

Thriving at work has been linked to a wide range of positive individual and organizational outcomes. However, research to date has primarily focused on its individual and work-related antecedents, overlooking family-related issues that constitute an essential part of social interactions. To advance our understanding of socio-relational sources of employee thriving at work, we investigate the differential effects of family incivility and family support on thriving at work. Integrating the work–home resources (W-HR) model with boundary theory, we develop and test a research model where family incivility and family support influence thriving at work via family–work conflict (FWC) and family–work enrichment (FWE), respectively. We further propose that employee segmentation boundary management preference moderates these mediating processes. Results from two survey data collected from employees working in Nigeria and the United Kingdom provide support for our hypothesized relationships. The findings contribute to a richer understanding of how and when thriving at work is influenced by social relationships in family life. We discuss implications for theory and practice, limitations, and avenues for future research

Progress of Commitment in Co-operative Software Acquisition

Part 5: Future SubjectsInternational audienceThis paper reports on the results of a test on a Co-operative Software Acquisition (COSA) model in which the users carry out the ICT investment by themselves. The existing models meant to help in the ICT investments process are too heavy and technical to be used in SMEs. A successful ICT investment is an organisational change process in which people have a critical role. The COSA model applies user participation and team-working in the acquisition of Commercial Off-The-Shelf (COTS) software products. The model is designed bearing three objectives in mind: 1) business orientation, 2) agility, and 3) practicality. The model can be applied to ICT investments in SMEs which have a professional team leader with basic business and IT knowledge. The results show that people are willing to commit to the COSA process, but problems exist related to systems thinking, decision making and risk taking

Antecedents of employee involvement with the comparative model

Emotional labor, Intimacy relationship, Employee involvement,