Innovative behaviour: how much transformational leadership do you need?

Studies on the effects of transformational leadership on employee innovative behaviour have yielded mixed results. The authors argue that one possible explanation for these mixed findings is that researchers have assumed a linear relationship between these constructs. In contrast, they suggest that the relationship between transformational leadership and innovative behaviour is non-linear. Specifically, the authors argue that the positive effects of transformational leadership on innovative behaviour will be stronger at low and high levels of transformational leadership. Moreover, they examine whether the relationship between transformational leadership and innovative behaviour is mediated by knowledge sharing within and between teams. The authors undertake a constructive replication by testing these hypothesized relationships in two studies: (1) a multi-actor team-level study conducted in the USA, and (2) a longitudinal employee-level study of teachers in the Netherlands. Results of both studies reveal that knowledge sharing mediates the relationship between transformational leadership and innovative behaviour, and that the indirect relationship is curvilinear. The authors link these findings to leader substitution theory, proposing that employees turn to their peers and other parties when there is an absence of effective leadership

Challenging the Moral Status of Blood Donation

The World Health Organisation encourages that blood donation becomes voluntary and unremunerated, a system already operated in the UK. Drawing on public documents and videos, this paper argues that blood donation is regarded and presented as altruistic and supererogatory. In advertisements, donation is presented as something undertaken for the benefit of others, a matter attracting considerable gratitude from recipients and the collecting organisation. It is argued that regarding blood donation as an act of supererogation is wrongheaded, and an alternative account of blood donation as moral obligation is presented. Two arguments are offered in support of this position. First, the principle of beneficence, understood in a broad consequentialist framework obliges donation where the benefit to the recipient is large and the cost to the donor relatively small. This argument can be applied, with differing levels of normativity, to various acts of donation. Second, the wrongness of free riding requires individuals to contribute to collective systems from which they benefit. Alone and in combination these arguments present moral reasons for donation, recognised in communication strategies elsewhere. Research is required to evaluate the potential effects on donation of a campaign which presents blood donation as moral obligation, but of wider importance is the recognition that other-regarding considerations in relation to our own as well as others’ health result in a range not only of choices but also of obligations

A meta-analysis on employee perceptions of human resource strength: Examining the mediating versus moderating hypotheses

Human resource (HR) strength research has substantially informed an understanding of the relationship between HR practices and employee-level outcomes. However, a key unresolved issue is whether employee perceptions of HR strength act as a mediator or a moderator in the relationship between HR practices and these outcomes. A meta-analysis of 42 studies (comprising 65 samples and 29,444 unique participants) was conducted to address this issue. Results support the mediating hypothesis for all five employee outcomes: employee reactions, proactive behavior, burnout, performance, and perceived organizational effectiveness. Conversely, the moderating hypothesis was only supported for employee performance. In addition, we examined five study characteristics (the operationalization of perceived HR strength, research study design, industry, sampling strategy, and publication status) as moderators. Using this analysis, we test the robustness of our main results and identify sources of heterogeneity in the results across studies. The results show that the mediating hypothesis still holds under different study designs and contexts. Theoretical and practical implications of these results are discussed

An Alternative Framing of Organ Donation Registration: The Collective Donor Behavioral Model

Notwithstanding the prevalent use of donor registration prediction models grounded by the theory of planned behavior (TPB), registration behavior continues to remain low. A collective donor behavior (CDB) model underpinned by social exchange theory is introduced and its predictive ability is tested against a baseline TPB model using an online survey of adults ( n = 1,055). Individuals who indicated they were not registered donors were contacted 3 months later to track their registration status. The CDB model was found to explain 45% of variance in registration intentions which was comparable in performance to TPB. Normative commitment was found to be strongly associated with registration intentions, and both institutional trust and trust in others fostered this commitment. The CDB model provides different insights on how to increase donor registration intentions. Namely, interventions need to facilitate individual positive experiences with institutions such as hospitals and strengthen social inclusion perceptions