Leadership, engagement, and workplace behaviors: the mediating role of psychological capital

Drawing from the positive psychology, organizational leadership and organizational behavior literature, this study explores the relationship between positive leadership behaviors, psychological capital (PsyCap), employee work engagement, as well as destructive workplace deviant behavior in Australian firms. Data were collected from Australian organizations across different industries (n=441). In the first model, the relationship between servant leadership and employee engagement as mediated by PsyCap was examined. Results suggested that PsyCap partially mediated the relationship between servant leadership and employee engagement. The second model examined the relationship between servant leadership and both interpersonal workplace deviant behavior and organizational workplace deviant behavior as mediated by PsyCap. Results suggested that the relationship between servant leadership and interpersonal workplace deviant behavior was fully mediated by PsyCap, whereby PsyCap only partially mediated the relationship between servant leadership and organizational workplace deviant behavior. In summary, the current study has addressed the gaps in the positive psychology, organizational leadership and organizational behavior literature by revealing that PsyCap is the mechanism through which servant leadership influences employee attitudes (employee engagement) and behaviors (workplace deviant behavior). The study joins the growing body of leadership literature that recognizes the distal and indirect nature of the leadership – outcome relationship. The study also provides an evidence-based case for adopting servant leadership as a framework in leadership development programs

FAKTOR-FAKTOR YANG MEMPENGARUHI TINGKAT KEBERHASILAN PEMUNGUTAN PBB DAN PENGARUHNYA TERHADAP PENCAPAIAN TARGET PENDAPATAN DAERAH (STUDI KASUS DI KPP PRATAMA KEBON JERUK DUA)

FAKTOR-FAKTOR YANG MEMPENGARUHI TINGKAT KEBERHASILAN PEMUNGUTAN PBB DAN PENGARUHNYA TERHADAP PENCAPAIAN TARGET PENDAPATAN DAERAH (STUDI KASUS DI KPP PRATAMA KEBON JERUK DUA)

Leadership, engagement, and workplace behaviors: the mediating role of psychological capital

Drawing from the positive psychology, organizational leadership and organizational behavior literature, this study explores the relationship between positive leadership behaviors, psychological capital (PsyCap), employee work engagement, as well as destructive workplace deviant behavior in Australian firms. Data were collected from Australian organizations across different industries (n=441). In the first model, the relationship between servant leadership and employee engagement as mediated by PsyCap was examined. Results suggested that PsyCap partially mediated the relationship between servant leadership and employee engagement. The second model examined the relationship between servant leadership and both interpersonal workplace deviant behavior and organizational workplace deviant behavior as mediated by PsyCap. Results suggested that the relationship between servant leadership and interpersonal workplace deviant behavior was fully mediated by PsyCap, whereby PsyCap only partially mediated the relationship between servant leadership and organizational workplace deviant behavior. In summary, the current study has addressed the gaps in the positive psychology, organizational leadership and organizational behavior literature by revealing that PsyCap is the mechanism through which servant leadership influences employee attitudes (employee engagement) and behaviors (workplace deviant behavior). The study joins the growing body of leadership literature that recognizes the distal and indirect nature of the leadership – outcome relationship. The study also provides an evidence-based case for adopting servant leadership as a framework in leadership development programs

High performance manufacturing workplaces initial findings (September 2014)

Abstract: The Australian Government Department of Industry commissioned the Centre for Workplace Leadership, at The University of Melbourne to conduct a study that investigates the use of management practices that increase performance and innovation in Small and Medium Enterprises (SMEs) in the manufacturing sector. The study sought to understand the issues that shape the ability of Australian manufacturing SMEs to drive high performance outcomes, and the support required for such a transition to take place. The study consisted of three parts: A survey of 1,054 SME manufacturing workplaces. Demonstration case studies. A selective review of government and industry programs. This paper presents the initial findings

Leading others to go beyond the call of duty: a dyadic study of servant leadership and psychological ethical climate

Purpose – Interest in servant leadership has grown exponentially over the past decade as evident in the surge of academic- and practitioner-oriented publications on the subject. While prior research has shown that servant leadership leads to citizenship behavior, no study has explored the ethical pathway as the underlying influence process despite the fact that servant leadership is an ethical approach to leadership. On the basis of social learning theory, the purpose of this paper is to examine psychological ethical climate as a key mediator between servant leadership and citizenship behavior. Design/methodology/approach – Survey data were collected from 123 leader–follower dyads from eight high-performing firms listed on the Indonesian Stock Exchange, and analyzed using multiple regression analysis. Findings – The results showed that the relationship between servant leadership and organizational citizenship behaviors (OCBs) (both for OCBI and OCBO) is mediated by psychological ethical climate. Practical implications – This study demonstrates the value of using a servant leadership approach in order to foster a psychological ethical climate and increase OCBs. As such, the authors highlight the importance of a systematic approach to develop servant leaders in organizations. Originality/value – This research contributes to the understanding of the ethical mechanism that explains the relationship between servant leadership and follower outcomes. Drawing on social learning theory, the findings show that servant leaders are ethical climate architects through their role modeling behaviors and interactions with followers