The Passion Bug: How and When Do Leaders Inspire Work Passion?

Drawing from signaling theory, we propose a work passion transfer model where leaders\u27 passion is transmitted to employees through the former\u27s leadership style and is contingent on employees\u27 perceived importance of performance to self-esteem (IPSE). Data from 201 supervisor–employee dyads from the health-care industry show that leaders\u27 harmonious passion led to employees\u27 harmonious passion through charismatic leadership, whereas contingent reward leadership accounted for the transfer of obsessive passion; IPSE did not play a moderating role for either form of passion. Results from a supplementary study further reveal that the link between leadership and employee passion operated through employees\u27 perception of leader passion and that employees\u27 IPSE accentuated for the relationship between perceived leader obsessive passion and employees\u27 obsessive passion. This study advances research in work passion, leadership, and signaling theory and provides important implications for managerial practice

Disentangling Passion and Engagement: An Examination of How and When Passionate Employees Become Engaged Ones

While anecdotal industry evidence indicates that passionate workers are engaged workers, research has yet to understand how and when job passion and engagement are related. To answer the how question, we draw from person-environment fit theory to test, and find support for, the mediating roles of perceived demands-abilities (D-A) fit and person-organization (P-O) fit in the relationships between passion and job engagement, and between passion and organizational engagement, respectively. Also, because the obsessive form of passion is contingency-driven, we answer the when question by adopting a target-similarity approach to test the contingent role of multi-foci trust in the obsessive passion-to-engagement relationships. We found that when obsessively passionate workers trust their organization, they report greater levels of organizational engagement (because of increased P-O fit). In contrast, when these workers trust both their co-workers and supervisor simultaneously, they report greater levels of job engagement (because of increased D-A fit)

Chameleonic Obsessive Job Passion: Demystifying the Relationships between Obsessive Job Passion and In-Role and Extra-Role Performance

In seeking to address the theoretical ambiguity regarding how and when obsessive job passion (OJP) leads to work performance, we integrate both self-verification and person–environment (P-E) fit perspectives to propose and test a moderated mediation model linking OJP to performance. We argue that OJP is indirectly related to co-worker-rated in-role and extra-role performance through self-verification, and these indirect links are conditioned by perceived demands–abilities (D-A) fit and needs–supplies (N-S) fit. Results from 190 healthcare professionals and their co-workers collected at three different time periods revealed the contrasting roles played by these two moderators. Individuals with higher OJP self-verify more when they perceive low D-A fit, but self-verify less when they perceive high N-S fit, whereas the opposite holds true for high D-A fit and low N-S fit. Contrary to predictions, negative relationships were found between self-verification and both types of performance. Specifically, OJP is associated with greater in- and extra-role performance (because of reduced self-verification) under high perceived D-A but low N-S fit, whereas the opposite results are observed under low perceived D-A and high N-S fit. The findings underscore the contingent nature of OJP and contribute to job passion, self-concept, and person–environment fit research

Gender differences in perceptions of work experiences and service quality provided by front line service workers in four and five star hotels in Turkey a research note

Two studies considered possible gender differences in work experiences and service quality behaviors of front-line service employees working in hotels in Turkey.. The first study examined perceptions of servant leadership provided by their supervisors/managers and worker’s reports of service quality provided to clients by their hotels of male and female front line workers employed in four- and five –star hotels. Data were collected from 221 front-line employees, 122 males and 82 females, a 37% response rate, using anonymously completed questionnaires. Previously developed and validated measures of servant leadership (Liden, Wayne, Zhao & Henderson, 2008) and service quality (Parasuraman, Zeithaml & Berry, 1998) were used and both were found to be highly reliable in this study. Males and females were similar on five personal demographic items. Males tended to report higher levels (p<.10) on two dimensions of servant leadership (Emotional support, Conceptual skills) than did females. In addition, males rated the quality of service provided higher on three dimensions (Tangibles, Reliability, Responsiveness, and tended top rate the quality of service higher on the composite score (p<.10) than did females. The differences on perceptions of service quality might be attributed to the departments in which males and females were more likely to work, males tended to work in departments having greater direct client contact. The second investigation examined gender differences in levels of service rewards provided by their hotels and employees engaging in in three prosocial service behaivors:estra0role, role prescribed, and cooperation (Bettencourt & Brown, 1997). Data were collected from241` employees, 151 males and 88 females working in 18 different hotels in the Cappadocia region, using anonymously completed questionnaires, a 60% response rate. There were no differences in perceptions of service rewards or in prosocial behaviors. In essence, male and female front-line service workers generally indicated more similar than different appraisals of their work experiences in both investigations.

Management and Income Inequality: A Review and Conceptual Framework

Abstract Income inequality in the US has now reached levels not seen since the 1920s. Management, as a field of scholarly inquiry, has the potential to contribute in significant ways to our understanding of recent inequality trends. We review and assess recent research, both in the management literature and in other fields. We then delineate a conceptual framework that highlights the mechanisms through which business practice (and, indirectly, business pedagogy and scholarship) may be linked to income inequality. We then outline four general areas in which management scholars are uniquely positioned to contribute to ongoing research: (1) data and description, (2) organizational dynamics, (3) collective action, and (4) value flows and tradeoffs. To stimulate future research, we highlight a number of relevant research questions and link these questions to existing management research streams that could be leveraged to address them

Service rewards and prosocial service behaviours among employees in four and five star hotels in Cappadocia

Considerable research evidence has emerged demonstrating a link between aspects of organizational culture and employee behaviour. The present investigation examined the association of levels of service rewards perceived by service employees working in four- and five-star Turkish hotels to be provided by their organizations, and employees engaging in prosocial service behaviours. Data were collected from 241 employees working in 16 different hotels in Cappadocia, Turkey, using anonymously completed questionnaires, with a 60% response rate. Respondents rated both levels of prosocial service behaviours and levels of service rewards provided to them by their hotels as relatively high. Personal demographic characteristics were weak and inconsistent predictors of both prosocial service behaviours and perceptions of service rewards. Service rewards, controlling for personal demographics, were strong and consistent predictors of the three prosocial service behaviours studied here

Exposure from the Chernobyl accident had adverse effects on erythrocytes, leukocytes, and, platelets in children in the Narodichesky region, Ukraine: A 6-year follow-up study

<p>Abstract</p> <p>Background</p> <p>After the Chernobyl nuclear accident on April 26, 1986, all children in the contaminated territory of the Narodichesky region, Zhitomir Oblast, Ukraine, were obliged to participate in a yearly medical examination. We present the results from these examinations for the years 1993 to 1998. Since the hematopoietic system is an important target, we investigated the association between residential soil density of ¹³⁷Caesium (¹³⁷Cs) and hemoglobin concentration, and erythrocyte, platelet, and leukocyte counts in 1,251 children, using 4,989 repeated measurements taken from 1993 to 1998.</p> <p>Methods</p> <p>Soil contamination measurements from 38 settlements were used as exposures. Blood counts were conducted using the same auto-analyzer in all investigations for all years. We used linear mixed models to compensate for the repeated measurements of each child over the six year period. We estimated the adjusted means for all markers, controlling for potential confounders.</p> <p>Results</p> <p>Data show a statistically significant reduction in red and white blood cell counts, platelet counts and hemoglobin with increasing residential ¹³⁷Cs soil contamination. Over the six-year observation period, hematologic markers did improve. In children with the higher exposure who were born before the accident, this improvement was more pronounced for platelet counts, and less for red blood cells and hemoglobin. There was no exposure×time interaction for white blood cell counts and not in 702 children who were born after the accident. The initial exposure gradient persisted in this sub-sample of children.</p> <p>Conclusion</p> <p>The study is the first longitudinal analysis from a large cohort of children after the Chernobyl accident. The findings suggest persistent adverse hematological effects associated with residential ¹³⁷Cs exposure.</p

Servant leadership and perceptions of service quality by front line service workers in hotels in Turkey achieving competitive advantage

The aim of this article is to examine the relationship of service employees perceptions of servant leadership provided by their supervisors/managers and employee’s reports of service quality provided to clients by their hotels. Data were collected from 221 frontline employees, a 37 per cent response rate, working in four- and five-star hotels in Cappadocia, Turkey. Previously developed and validated measures of servant leadership (Liden et al., 2008) and service quality (Parasuraman et al., 1988) were used and both were found to be highly reliable in this study. Respondents were generally young, had relatively short organizational tenure and had high school educations. Respondents having longer organizational tenures and those working in five-star hotels reported lower levels of servant leadership. Longer tenured employees, and males, rated some dimensions of service quality lower as well. Service employees reporting higher levels of servant leadership from their supervisors/managers generally indicated higher levels of service quality. Some limitations should be noted. First, all data were collected using respondent self-reports, raising the limited possibility of response set tendencies. Second, the sample, while reasonably large, may not be representative of all hotel employees in Turkey. Third, all properties were located in one region of Turkey and may not be representative of hotel employees in other regions of the country. First, organizations could select individuals exhibiting higher levels of servant leadership potential based on indications that these individuals are interested in developing long-term relationships with staff and co-workers and in helping them become more skilled in doing their jobs. Selection can also be augmented by servant leadership training (Fulmer and Conger, 2004). Supervisors/managers could be coached to help them develop their staff and help them meet the unique goals (Raelin, 2003). Finally, workplace cultural value supportive of both servant leadership and service quality can be identified, modeled by senior level managers, supported and rewarded. Most studies focus on defining and measuring servant leadership or service quality. This study investigates the relationship between servant leadership and service qualit