Effects of Resilience on Productivity under Authentic Leadership

Zehir, Cemal; Narcıkara, Elif Baykal

doi:10.1016/j.sbspro.2016.11.021

Cited by 47 publications

(32 citation statements)

References 35 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Given the various uncertainties commonly faced by contemporary organizations, including financial setbacks, obsolescence, downsizing, rapid technological advances, workplace violence and acts of terrorism, resilience is a strength that organizations need to develop (Zehir and Narcıkara, 2016). Resilience is defined as the tendency to bounce back from impediments and triggers employees to stay effective in difficult or unpredictable situations (Cooper et al , 2014).…”

Section: Resultsmentioning

confidence: 99%

Exploring interventions to curb workplace deviance: lessons from Air India

Malik

Lenka

2019

View full text Add to dashboard Cite

Purpose In a world of fast-changing markets, corporate brand is the heart and soul of a company. A company’s employees are crucial in nourishing a successful corporate image. Eventually, organizations require committed employees who orient their energy and drive the company toward a shared vision. However, employees’ deviant behavior can cripple the organization’s brand image. Given this fact, the purpose of this study is to offer strategies that can play a vital role in overcoming destructive deviance and in turn fostering the pavement for building a strong corporate brand image. Design/methodology/approach Given the purpose, this study used systematic review of literature to analyze the newspaper articles that reported the cases of deviant behaviors exhibited by employees of “Air India” and were published between 2015 and 2017. Further, this study used document analysis to identify and categorize the various forms of deviant behaviors exhibited by employees of Air India. Findings The current study asserted four chief interventions, namely, talent management strategies, resilience, workplace spirituality and mindfulness to overcome destructive deviance and promote constructive behavior among employees of Air India. Research limitations/implications The present study offers vital implications for organizations to curb the escalating deviant behavior among employees in the hospitality industry. These interventions might lay a significant pavement for fostering positive emotions among employees, which in turn could play a crucial role in enhancing service quality and building a strong brand image. Originality/value Given the mounting cases of deviant behavior among employees, the present study draws attention to the necessity for a shift in the generic organizational strategies and instigates organizations to integrate the study’s strategies to curb deviant behavior and in turn build a strong corporate image.

show abstract

Section: Resultsmentioning

confidence: 99%

Exploring interventions to curb workplace deviance: lessons from Air India

Malik

Lenka

2019

View full text Add to dashboard Cite

show abstract

“…Constant volatility and disruption is a new normal for most organizations (Pirotti &Venzin, 2017; Johansen, 2017 ) and to be resilient, successful organizations must be agile at addressing disruptions when they occur (Holbeche, 2018 ). Fortunately, resilience is a capacity that can be developed (Kumari & Sangwan, 2014 ; Zihir & Narcikara, 2016 ). RRR contributes to the field of resilience by providing means for assessing readiness of an organization to proceed with innovations despite a disruption, and armed with information to inform its practice, to be better prepared to make course corrections.…”

Section: Discussionmentioning

confidence: 99%

The Readiness, Resilience and Recovery Tool: An Emerging Approach to Enhance Readiness Amidst Disruption

Kolodny-Goetz¹,

Hamm²,

Cook³

et al. 2021

Glob Implement Res Appl

View full text Add to dashboard Cite

Disruptions of varying severity often occur in the course of an organization’s work to implement new programs or projects. These disruptions may slow their progress or even derail the work altogether. Resilient organizations must be prepared to respond in a thoughtful and timely way to disruptions. Readiness, Resilience and Recovery is an adaptable readiness assessment tool that organizations can use to proceed with their work with insight about their readiness status and how their readiness has been impacted by a disruption. The resulting information can then be used to guide the development of solutions for recovery and build the organization’s overall capacity for resilience. Based on our early experience, the Readiness, Resilience and Recovery approach is emerging as a tool that can be useful when organizations face significant disruptions. We have found it to be adaptable to different types of projects, at various points in the implementation cycle, and with multiple types of disruptions. To demonstrate its use, this illustrative paper provides five examples from different projects and settings: Substance Abuse Treatment Services, Multi-Site Sexual Assault Prevention Initiative, Serve and Connect (a Police-Community Relationships Initiative), Carolina Family Engagement Center (family engagement in schools), and Action for Equity (an equity intervention). Practical uses of the tool and conceptualizing it within important implementation science concepts are discussed. Supplementary Information The online version contains supplementary material available at 10.1007/s43477-021-00011-6.

show abstract

“…Few leadership styles have been studied for crises. Zehir and Narcıkara (2016) study about authentic leadership effectiveness during crises. They argue that authentic leadership foster employees self-efficacy by providing them confidence and trust.…”

Section: Crisis and Leadershipmentioning

confidence: 99%

“…Leaders who have transformational style have four distinct factors; charisma (idealized influence), inspirational motivation, individualized consideration and intellectual stimulation, which are known as the four I's of transformational leader (Datche & Mukulu, 2015). Based on the previous studies, many characteristics which influence the effectiveness of leader during crises are aligned with transformational leadership characteristics (Lacerda, 2019;Özşahin et al, 2011;Zehir & Narcıkara, 2016). The characteristic are such as building team confidence and trust, creating hope and sharing big picture, building team relationship and strengthening team work.…”

Section: Crisis and Leadershipmentioning

confidence: 99%

Determinants of perceived effectiveness in crisis management and company reputation during the COVID-19 pandemic

Dwiedienawati

Tjahjana

Faisal

et al. 2021

Cogent Business & Management

View full text Add to dashboard Cite

pandemic is a newness to various aspect of life, including business sector. In this high uncertainty, business still need to deliver effective crisis management in order to safeguard organization reputation. Literature state that there are three important elements in crisis management which are leader, team of crisis management, and organizational communication. What type of leader and communication are the most suitable during crises? This study aims to confirm the influence of the transformational leadership style, communication quality, and team crisis to organization reputation mediated by the effectiveness of crisis management. During crisis innovation also influences the survival of organization during crises. A new type of innovation, frugal innovation type, still has limited empirical evidence. This study also aims to see how the implementation of the frugal ABOUT THE AUTHOR Diena Dwidienawati is a faculty member in Bina Nusantara University. She completed Doctorate degree from DRM Bina Nusantara University. Interest in research and areas of expertise are in digital business, leadership and strategic management. David Tjahjana obtained his Doctorate degree from DRM Bina Nusantara University. He is a faculty member in Universitas Multimedia Nusantara. His research of interest is in innovation, leadership and strategic management. Dyah Gandasari completed doctorate degree from Doctoral Program in IPB. She is a faculty member in Polbangtan Bogor. Her research of interest includes communication, information and communication technology, organizational behaviour. M. Faisal is pursuing a Doctorate degree at IPB Business School. His research is mostly in human capital theme such as leadership, employee retention and organization effectiveness. Sri Bramantoro Abdinagoro is the faculty member in DRM Bina Nusantara University. He completed his Doctoral degree at Post-Graduate Program Faculty of Economics University of Indonesia. His interest in research and areas of expertise are in marketing management, consumer behaviour and strategic management.

show abstract

Effects of Resilience on Productivity under Authentic Leadership

Cited by 47 publications

References 35 publications

Exploring interventions to curb workplace deviance: lessons from Air India

Exploring interventions to curb workplace deviance: lessons from Air India

The Readiness, Resilience and Recovery Tool: An Emerging Approach to Enhance Readiness Amidst Disruption

Determinants of perceived effectiveness in crisis management and company reputation during the COVID-19 pandemic

Contact Info

Product

Resources

About