Green HRM and psychological safety: how transformational leadership drives follower’s job satisfaction

Moin, Muhammad Farrukh; Omar, Muhamad Khalil; Wei, Feng; Rasheed, Muhammad Imran; Hameed, Zahid

doi:10.1080/13683500.2020.1829569

Cited by 94 publications

(87 citation statements)

References 56 publications

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“…Fourth, this paper deepens the understanding of the role of PS. Previous studies have mostly found that PS is beneficial to employees’ attitudes and behaviors, 27 , 28 and when PS was used as a moderating variable, most of them can promote the strength of the relationship between independent variables and dependent variables. 75 The results of this paper found that the lower the PS, the stronger the indirect effect (JS and OC) of SSG on employees’ IB, which is inconsistent with previous research conclusions, but echoes the inference put forward by Edmondson and Lei, 59 that “PS is not a panacea to solve all challenges in organizational collaboration and learning”.…”

Section: Discussionmentioning

confidence: 99%

“…In addition, conservation of resources theory holds that people’s resources do not exist independently, but interact and influence each other. 25 Since psychological safety (PS) is an interpersonal belief formed by mutual respect and trust among team members, it can encourage employees to take interpersonal risks, 26 which has been proved to be beneficial to employees’ JS 27 and inspire employees’ IB. 28 Previous research also reported that PS is an important factor in evaluating the influence of leaders on employee behavior.…”

Section: Introductionmentioning

confidence: 99%

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How Supervisor–Subordinate Guanxi Influence Employee Innovative Behavior: A Moderated Mediation Model

Gao¹,

Liu²

2021

PRBM

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Purpose In the practice of inspiring employees’ innovative behavior (IB), managers often pay attention to the role of policies, capitals, incentive measures, equipment and other factors, while ignoring the role of the relationship between leaders and employees. Based on social exchange theory and conservation of resources theory, this paper is to examine the mediating role of job satisfaction (JS) and organizational commitment (OC) in the relationship between supervisor–subordinate guanxi (SSG) and employee IB, and the moderating role of psychological safety (PS) in the series mediation model between SSG and employee IB. Patients and Methods Cross-sectional data came from 207 employees of Chinese scientific and technological enterprises. The participants completed the SSG scale, JS scale, OC scale, IB scale, and PS scale. SPSS PROCESS macro was used to test the research hypothesis. Results SSG was positively associated with employee IB. SSG can not only influence IB through JS or OC (SSG→JS→IB; SSG→OC→IB) but also influence IB through JS and OC (SSG→JS→OC→IB). PS moderated the joint mediating effects between SSG and IB (SSG→JS→OC→IB). Conclusion To stimulate employees’ IB within an enterprise can pay attention to the relationship between leaders and employees, improve employee JS, and strengthen employee OC. The lower the PS, the stronger the joint mediation effects between SSG and employee IB. Therefore, leaders should also pay attention to employees with high PS to avoid the counterproductive effect of cultivating SSG.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

How Supervisor–Subordinate Guanxi Influence Employee Innovative Behavior: A Moderated Mediation Model

Gao¹,

Liu²

2021

PRBM

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“…The fourth contribution is that leaders could stay away from these unfavorable outcomes by employing fair HR strategies. Fair HR strategies (e.g., fair incentive systems, principled resource allocation, and involvement in decision making) could signal a positive message to followers that managers/businesses are concerned about and value them (Moin, Omar, Wei, Rasheed & Hameed, 2020). Our study suggests that leaders can address the challenges associated with lower LMX before it hampers the workplace in terms of lower task performance.…”

Section: Practical Implicationsmentioning

confidence: 99%

Leader emotion regulation, leader‐member exchange (LMX), and followers’ task performance

Moin

Wei

Weng

et al. 2021

Scandinavian J Psychology

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Drawing on Social Exchange theory, we investigated the direct link between leaders’ emotion regulation strategies (i.e., surface acting and deep acting) and follower task performance. In addition, we investigated the indirect link between leaders’ emotion regulation strategies and follower task performance via leader‐member exchange (LMX). Using survey data (N = 301) from the banking industry, we found that leader surface acting only has an indirect negative relationship with follower task performance via LMX, while leader deep acting has both a direct and an indirect positive relationship with follower task performance. The result showed that leader emotion regulation strategies perform a key role in enhancing/damaging LMX and that leaders need to be vigilant regarding their own emotional behaviors. That is, they can develop positive relationships with their followers by employing deep acting but that surface acting damages their relationship with followers. Implications of this study, limitations, and future research are discussed.

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“…In a global market environment where there is fierce competition, managers realize that formulating and implementing green strategies and/or green human resource managerial strategies to reduce energy and water consumption, as well as decreasing waste disposal are important to organizational success and survival (Aboramadan and Karatepe, 2021;Moin et al, 2020). Employees with a sense of calling can have active participation in this process and help the company accomplish the aforementioned objectives.…”

Section: Introductionmentioning

confidence: 99%

Sense of calling, emotional exhaustion and their effects on hotel employees’ green and non-green work outcomes

Karatepe

Rezapouraghdam²,

Hassannia³

2021

IJCHM

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Purpose Drawing on the self-determination and conservation of resources theories, as well as the transactional theory of stress, this paper aims to develop and empirically test a research model depicting the interrelationships of sense of calling, emotional exhaustion (EXH), intent to remain with the organization (IRO), task-related pro-environmental behavior (PEB) and non-green behavior (NGB). Design/methodology/approach Data came from hotel employees with three waves of one-week time lag and their direct supervisors in China. The authors assessed these linkages through structural equation modeling. Findings Sense of calling mitigates EXH and NBGs, while it fosters IRO and task-related PEBs. EXH partly mediates the influence of sense of calling on NGBs. Practical implications It is important to maintain a workplace in which employees foster their work competence, possess a more positive interpretation of work meaning and accomplish their career goals. Management should organize environmental training programs that would compel employees to pay attention to the protection of nature and scarce resources and enable them to be involved in the environmental sustainability process. Originality/value A search made in the hospitality and tourism literature shows that few studies have investigated the consequences of employees’ sense of calling. The authors’ search also highlights the void that little is known about the mechanism linking sense of calling to green and non-green outcomes.

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Green HRM and psychological safety: how transformational leadership drives follower’s job satisfaction

Cited by 94 publications

References 56 publications

How Supervisor–Subordinate Guanxi Influence Employee Innovative Behavior: A Moderated Mediation Model

How Supervisor–Subordinate Guanxi Influence Employee Innovative Behavior: A Moderated Mediation Model

Leader emotion regulation, leader‐member exchange (LMX), and followers’ task performance

Sense of calling, emotional exhaustion and their effects on hotel employees’ green and non-green work outcomes

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