Biblical perspectives on leadership and organizations -- He who is spiritual: the biblical perspective on spirituality -- Led by the spirit, leading by the spirit: Paul as the prototype of spiritual leadership -- Snapshots of leadership: interpreting Paul through the multiple lenses of social science research -- Images of leadership: biblical metaphors for contemporary leaders -- Shepherds and servants: models of authentic engagement -- Body, building, and family: New Testament images of organization -- Love one another: a spirituality of organizational citizenship behavior -- Led by the spirit, leading by the spirit: a biblical perspective on spiritual leadership
PurposeThe purpose of this study is to contribute to the understanding of how personality traits and leadership styles impact employee engagement.Design/methodology/approachA field study involving a total of 100 participants was conducted to investigate the relationship between honesty–humility, authentic leadership and employee engagement. Hypotheses were tested using correlation and regression analyses.FindingsThe results show that honesty–humility impacts employee engagement and that authentic leadership functions as a substitute for honesty–humility.Research limitations/implicationsFurther studies are necessary to examine how honesty–humility interacts with other leadership styles. Further studies can also expand the understanding of this relationship across different cultures.Practical implicationsEmployees bring engagement to work through their individual traits but organizations can help create an environment that fosters engagement through positive leadership behavior such as authentic leadership.Originality/valueThis study extends the understanding of the role of individual differences beyond the established Big Five model, by adding the honesty–humility dimension. In addition, the authors examine the moderating effects of authentic leadership on the relationship between honesty–humility and engagement.
This book is the first to combine the much talked about topics of leadership and sustainability, and provides readers with a comprehensive overview and pragmatic approach to leading sustainable organizations. Chapters include discussions, case examples, steps, and useful tools centred on the components of the Leading the Sustainable Organization model. This model provides managers with a pragmatic, end-to-end framework for creating (in the case of new entities) or shifting (in the case of existing firms) their organizations' workforces to a sustainability focus. Leading the Sustainable Organization is the perfect tool for executives and managers in small, medium, and large companies, and in all industries, to assist with the difficult and confusing topic of leading sustainability efforts. This book will be of great interest to students and academics who want to learn more about corporate sustainability.
Purpose Today's organizations continue to suffer from the detrimental effects of employee disengagement. Leaders and their behavior play a significant role in limiting these negative effects. The literature provides evidence that facets of the full-range leadership model impact employee engagement. This paper aims to extend the leader-engagement connection to include the role authentic leadership plays in cultivating meaningfulness and engagement.
Design/methodology/approach This research uses a quantitative survey of 90 working professionals to test a mediated model and its hypothesized relationships among authentic leadership, meaningfulness and employee engagement. Hypotheses were tested with ordinary least squares regression in the PROCESS macro for Statistical Packages for the Social Science.
Findings The results confirmed the positive impact of authentic leadership on engagement. The indirect effect of authentic leadership on engagement through meaningfulness was not found to be significant. However, post hoc analysis found evidence that the impact of authentic leadership is mediated by the dimensional aspect of meaningfulness, positive meaning.
Originality/value These findings extend the empirical evidence tying leadership behavior to employee engagement by clarifying how authentic leadership influences employees to participate more fully in their organization's activities. Further, this research provides alternative pathways for leaders to encourage and elicit engagement from their followers.
PurposeAccounting work is characterized by high job demands and tight deadlines. With less task variety, accounting work is susceptible to employee disengagement. This paper aims to examine the role of enhanced performance management practices as intervention mechanism to the disengagement among accountants.Design/methodology/approachA total of 105 accountants participated in an online survey, answering self and social reports. Hypotheses were tested using regression analyses.FindingsEnhanced performance management practices promote engagement among accountants. In turn, engagement promotes job satisfaction and affective commitment among accountants.Research limitations/implicationsFurther studies are necessary to test the study's findings. Future research should focus on replicating this study in other settings.Practical implicationsPerformance planning and implementation are critical to enhancing accountants' work attitudes and behaviors.Originality/valueThe accounting literature has consistently addressed negative accounting work outcomes from the perspective of burnout (a negative approach). This paper addresses the issue from the perspective of engagement (a positive approach).
This book provides an evidence-based approach to understanding declining levels of employee engagement, offering a set of practices that individuals and organizations can adopt in order to improve productivity and organizational performance. It introduces a model outlining how the experience of meaningful work impacts engagement and other organizational attitudes and behaviors. It recognizes the antecedents and consequences of such behavior, recognizing that they must be considered as components of an organizational system rather than in isolation. It will be useful for scholars and practitioners in identifying and remedying the endemic trend of disconnected workers and their negative impact on organizational goals.
