An implicit leadership theory lens on leader humility and employee outcomes: Examining individual and organizational contingencies

Wang, Xingyu; Liu, Zihan; Wen, Xueqi; Xiao, Qu

doi:10.1016/j.tourman.2021.104448

Cited by 26 publications

(13 citation statements)

References 96 publications

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“…Thus far, the belief has been that only the marketing activities of startups were an example of marketing in uncertain situations (Kotler and Caslione, 2009). However, the unexpected situations facing the companies have changed this point of view (Wang et al, 2022a(Wang et al, , 2022b. The T&HI requires adjusting the marketing strategy and maintaining relationships with customers and the environment, as well as cooperating with competitors.…”

Section: Flipping)mentioning

confidence: 99%

Critical reflection on VUCA in tourism and hospitality marketing activities

Lubowiecki-Vikuk

Budzanowska-Drzewiecka

Borzyszkowski

et al. 2023

IJCHM

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Purpose This paper aims to provide an interpretative synthesis and critical reflection on the concept of “volatility, uncertainty, complexity and ambiguity” (VUCA) and its implementation in tourism and hospitality marketing activities and explain why it is useful and necessary. Design/methodology/approach This paper is based on a critical reflection research methodology which allows for a synthesis of data from the traditional narrative review and on the authors’ experiences and observations. Findings The volatile environments in which entities from the tourism and hospitality industry (T&HI) operate necessitate a redefinition of the rules for designing marketing activities. The VUCA concept may serve as the basis for these changes. Its implementation requires specific managerial skills enabling T&HI entities to use an agile marketing strategy. The latter should be based on a flexible and customer-centric approach. Practical implications This paper provides a VUCA framework for adapting marketing mix instruments to the rapidly changing hospitality and tourism industry. This paper also offers several useful guides for practitioners on different aspects of VUCA within the industry. Originality/value To the best of the authors’ knowledge, this paper is one of the first attempts to reflect critically on the possibilities of using the VUCA concept in marketing by the T&HI and contributes to the discussion about the conditions for its implementation. This paper offers suggestions about the dynamic competencies of tourism and hospitality managers (enterprise and leader oriented), which are essential when designing marketing mix instruments in line with the VUCA concept, and indicates directions for future research.

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Section: Flipping)mentioning

confidence: 99%

Critical reflection on VUCA in tourism and hospitality marketing activities

Lubowiecki-Vikuk

Budzanowska-Drzewiecka

Borzyszkowski

et al. 2023

IJCHM

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“…exchange (LMX) (Basford et al, 2014;, affective commitment (Basford et al, 2014;Wang et al, 2022), affective trust (Nguyen et al, 2020;Liborius and Kiewitz, 2022), job satisfaction (Owens et al, 2013;Zhong et al, 2019), psychological safety (Qian et al, 2020;Wang and Zhou, 2021), self-efficacy (Mao et al, 2018;Ma et al, 2019), and engagement (Yang et al, 2019;Nguyen et al, 2020). However, humble leadership is negatively related to turnover intention (Li et al, 2016;Liborius and Kiewitz, 2022), voluntary turnover (Owens et al, 2013;Liborius and Kiewitz, 2022), and negative affect (Basford et al, 2014).…”

Section: Voicementioning

confidence: 99%

“…In the review process, we notice that humble leadership is positively associated with task performance (Mao et al, 2018 ; Al Wali et al, 2022 ), OCB (Cho et al, 2020 ; Ding et al, 2020 ), voice (Bharanitharan et al, 2018 ; Li et al, 2018 ), creativity (Wang et al, 2016 ; Ye et al, 2020 ), leader–member exchange (LMX) (Basford et al, 2014 ; Wang et al, 2021 ), affective commitment (Basford et al, 2014 ; Wang et al, 2022 ), affective trust (Nguyen et al, 2020 ; Liborius and Kiewitz, 2022 ), job satisfaction (Owens et al, 2013 ; Zhong et al, 2019 ), psychological safety (Qian et al, 2020 ; Wang and Zhou, 2021 ), self-efficacy (Mao et al, 2018 ; Ma et al, 2019 ), and engagement (Yang et al, 2019 ; Nguyen et al, 2020 ). However, humble leadership is negatively related to turnover intention (Li et al, 2016 ; Liborius and Kiewitz, 2022 ), voluntary turnover (Owens et al, 2013 ; Liborius and Kiewitz, 2022 ), and negative affect (Basford et al, 2014 ).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Humble leadership and its outcomes: A meta-analysis

et al. 2022

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The importance of humble leadership has garnered attention from both researchers and practitioners. Unfortunately, despite the accumulation of recent findings on the effects of leader humility, a quantitative review remains scant. In addressing this void, this study is among the first to conduct a meta-analytic review of humble leadership and its outcomes. Eighty-four correlations (N = 16,534) from 53 independent studies are synthesized. The authors found that: (a) humble leadership is positively related to affective commitment (ρ = 0.56), affective trust (ρ = 0.62), creativity (ρ = 0.39), engagement (ρ = 0.40), leader–member exchange (LMX) (ρ = 0.58), job satisfaction (ρ = 0.51), organizational identification (ρ = 0.48), psychological empowerment (ρ = 0.33), self-efficacy (ρ = 0.24), task performance (ρ = 0.33), and voice (ρ = 0.34); and that (b) humble leadership contributes a significant incremental variance beyond transformational, servant, and ethical leadership in several crucial criterion variables, providing solid evidence for the construct's uniqueness. However, humble leadership does not explain incremental variance in some criterion variables, indicating that future studies should control for the influence of some positive leadership (e.g., transformational and servant leadership). Age, gender, study design, country, and year partially moderate the correlations of interest. We discuss our findings with caution and propose future research directions.

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“…Those are totally different. Wang et al (2022b) define financial stamen fraud as the intentional misstatement of financial statements’ disclosures, aiming to deceive financial statement users. The emphasis of this type of fraud is related to administrative fraud schemes, involving overstating assets, revenues and profits and understating liabilities, expenses and losses (Agostini et al , 2021; Mason and Williams, 2022).…”

Section: Literature Reviewmentioning

confidence: 99%

Philosophical understanding of the dynamics and control of occupational fraud in the public sector: contingency analysis

Maulidi

2022

IJOES

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Purpose This study aims to examine the roles of organisational control, structure, culture and technology in preventing occupational fraud. This study is essential in the current time. It brings a significant impact on both theory and practice. In the existing studies, there is a lack of clarity on a specific mechanism to prevent organisational fraud. The problem is that they tend to generalise the types of organisational fraud. Conceptually, organisational fraud may include corruption, double funding, asset misappropriation, bribery or falsification of documents. However, many scholars tend to neglect such diversities. Consequently, many occupational fraud cases become unstoppable, particularly corruption. To deal with this topical issue, the current study applies the term “occupational fraud” cited by the Association of Certified Fraud Examiners, consisting of corruption, asset misappropriation and fraudulent financial statement. Design/methodology/approach This study surveyed three Indonesian Local Governments. This study focussed on management levels that have strong power for coordinating governmental activities. The author chose these local governments because their local leaders (the regents) were jailed due to corruption scandals. As expected, this study gives us different perceptions of how fraud mitigation should be designed in the organisation. Findings The results suggest that corruption is a little bit complex than other types of occupational fraud. It is improbable to be prevented through technological and administrative approaches. As such, organisations need to think of extra efforts that could perfectly tailor the organisational control and organisational culture, organisational structure and technological advancement. The benefit of this effort is related to diagnosing the fit or misfit of organisation designs in addressing the dynamic dimensions of corporate governance. Then, it can also strengthen the efficacy of preventive measures to deal with occupational fraud. Originality/value This study provides a provocative discussion regarding the public perception of occupational fraud, consisting of corruption, asset misappropriation and financial statement fraud. And this study also offers a new refined conceptual analysis of how to deal with such types of occupational fraud by incorporating contingency theory and the Committee of Sponsoring Organizations of the Treadway Commission (COSO’s) internal control components.

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An implicit leadership theory lens on leader humility and employee outcomes: Examining individual and organizational contingencies

Cited by 26 publications

References 96 publications

Critical reflection on VUCA in tourism and hospitality marketing activities

Critical reflection on VUCA in tourism and hospitality marketing activities

Humble leadership and its outcomes: A meta-analysis

Philosophical understanding of the dynamics and control of occupational fraud in the public sector: contingency analysis

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