Inclusive Leadership and Subordinates’ Pro-Social Rule Breaking in the Workplace: Mediating Role of Self-Efficacy and Moderating Role of Employee Relations Climate

He, Bin; He, Qinqing; Sarfraz, Muddassar

doi:10.2147/prbm.s333593

Cited by 19 publications

(21 citation statements)

References 71 publications

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“…The pandemic had engendered a conscious feeling of emotion (ie, fears and worry), posing unprecedented challenges to worldwide industries. 19 , 20 …”

Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

The Perils of the Pandemic for the Tourism and Hospitality Industries: Envisaging the Combined Effect of COVID-19 Fear and Job Insecurity on Employees’ Job Performance in Pakistan

Sun¹,

Sarfraz²,

Khawaja³

et al. 2022

PRBM

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Purpose This study aims to improve employees’ job performance during COVID-19 pandemic circumstances and demonstrates the impact of COVID-19 fear on hospitality employees’ job performance under the mediating role of job insecurity changes and job loss insecurity. Methods The study adopts a quantitative approach, and data were accumulated through a structured questionnaire. In total, 509 valid questionnaires were received from employees working in Pakistan’s hospitality sector. A structural equation model using Smart-PLS software was used to analyze the collected data from the respondents. Results The results have identified that COVID-19 fear has a positive and significant influence on job insecurity changes, job loss insecurity, and a negative and significant relationship with job performance. The mediating relationship of job insecurity changes and job loss insecurity negatively significantly influence job performance. Additionally, results indicate a significant relationship between the moderating effect of the COVID-19 vaccines and job insecurity changes, job loss insecurity, and job performance. Conclusion The study revealed that employees who perceived their jobs to be insecure during the COVID-19 pandemic tried to cope with the situation, feel healthy, and perform well in their job after getting vaccinated. The study’s findings recommend modifying the employees’ working pattern for organizations. This study enhances the existing literature on the COVID-19 crisis in Pakistan’s hospitality industry. In particular, this study is a novel addition to academia that highlights the impact of the COVID-19 pandemic on the work performance of front desk employees in the hotel and tourism industry.

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“…The pandemic had engendered a conscious feeling of emotion (ie, fears and worry), posing unprecedented challenges to worldwide industries. 19 , 20 …”

Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

The Perils of the Pandemic for the Tourism and Hospitality Industries: Envisaging the Combined Effect of COVID-19 Fear and Job Insecurity on Employees’ Job Performance in Pakistan

Sun¹,

Sarfraz²,

Khawaja³

et al. 2022

PRBM

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“… 27 , 28 Second, IL demonstrates treatment of fairness and justice via openness, availability, and accessibility when interacting with subordinates, which convinces employees that their organization is committed to involving all employees in the operation of the organization. 29 These positive interactive relationships inclusive leaders provide would bring together the final employees’ attitude and active behavior, such as voice, 18 innovation, 30 taking charge, 31 , 32 self-efficacy, 33 and creativity. 34…”

Section: Theory and Hypothesismentioning

confidence: 99%

Inclusive Leadership and Employee Proactive Behavior: A Cross-Level Moderated Mediation Model

Chang¹,

Ma²,

Lin³

2022

PRBM

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Purpose The proactive behavior of employees is one of the key determinants of organizational development in a rapidly changing business environment. While much attention has been paid to the antecedents of employees’ proactive behavior, little is known about the mechanisms that influence their psychological state and work behavior. The aim of this research is to investigate the relationship between inclusive leadership (IL) and proactive behavior, along with mediating role of employee trust and the moderating role of procedural justice climate. Methods The data were collected from 40 independent project teams from 30 companies in China, and the hypotheses were tested on 304 available samples, followed by the null model to conduct the cross-level regression analysis. Results The results indicated that IL significantly affects the employee proactive behavior, in which employee trust played a mediating role. Moreover, procedural justice climate respectively moderates the positive relationship between IL and employee proactive behavior, and the positive relationship between IL and employee trust. Conclusion IL not only provides emotional support to increase employee trust but also inspires subordinates with a non-active personality to take initiative. Team-oriented organizational structures should promote procedural justice measures to create a trusting and fair work environment that more effectively furthers the effectiveness of IL on positive work behaviors of employees.

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“…Binary tenure refers to the period in which a follower had worked with his or her leader. Although some prior studies have shown that dyadic tenure has no significant effect on PSRB ( Zhu et al, 2018 ; Chen et al, 2019 ; He B. et al, 2021 ), we believe binary tenure might have a great impact on leader-member exchange and guanxi, which, in turn, influence employees’ psychological safety in engaging extra-role workplace behaviors ( Sparrowe and Liden, 2005 ; He et al, 2019 ). As such, we call for future research to control binary tenure in their studies regarding employee-supervisor dyads.…”

Section: Discussionmentioning

confidence: 57%

Does Self-Sacrifice Make Me Great? Research on the Relationship Between Employee Conscientiousness and Pro-Social Rule Breaking

Liu

Wang²,

Liu³

2022

Front. Psychol.

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Based on the theory of purposeful work behavior, this study proposed that the two facets of employee conscientiousness, namely duty orientation and achievement orientation, have opposite effects on pro-social rule breaking (PSRB). We also explored the moderating effect of employees’ task characteristic (job autonomy) and social characteristic (leader reward omission) on the above relationships. Using two-wave data collected from 216 employee-supervisor dyads, we found that duty orientation was positively related to PSRB, while achievement orientation was negatively related to PSRB. Further, job autonomy, by amplifying employees’ perceived meaningfulness of their higher-order implicit goals, can strengthen the positive effect of duty orientation and the negative effect of achievement orientation on PSRB. Similarly, leader reward omission could also activate the negative effect of achievement orientation and PSRB, but not significantly moderate the positive relationship between duty orientation and PSRB. By separating the distinct role of facet-specific personality, our study sheds light on the relationship between employee conscientiousness and PSRB.

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Inclusive Leadership and Subordinates’ Pro-Social Rule Breaking in the Workplace: Mediating Role of Self-Efficacy and Moderating Role of Employee Relations Climate

Cited by 19 publications

References 71 publications

The Perils of the Pandemic for the Tourism and Hospitality Industries: Envisaging the Combined Effect of COVID-19 Fear and Job Insecurity on Employees’ Job Performance in Pakistan

The Perils of the Pandemic for the Tourism and Hospitality Industries: Envisaging the Combined Effect of COVID-19 Fear and Job Insecurity on Employees’ Job Performance in Pakistan

Inclusive Leadership and Employee Proactive Behavior: A Cross-Level Moderated Mediation Model

Does Self-Sacrifice Make Me Great? Research on the Relationship Between Employee Conscientiousness and Pro-Social Rule Breaking

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