Positive leadership and experiences explaining workers’ well-being in knowledge-intensive organisation

Salmi, Ilkka; Perttula, Juha; Syväjärvi, Antti

doi:10.1080/2154896x.2014.913929

Cited by 10 publications

(4 citation statements)

References 30 publications

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“…Sustainable leadership—being the focus of this study—is an emerging type of leadership which contributes to the organizational performance in the context of current and future environmental, economic, and social goals (McCann and Holt, 2010 ). Based on literature studies (e.g., Gerard et al, 2017 ; Burawat, 2019 ; Iqbal et al, 2020a ), one may state that the concept of SL is based on the assumptions of transformational leadership (Waldman et al, 2006 ), as well as ethical leadership (Wu et al, 2015 ), responsible leadership (Maak and Pless, 2006 ), positive leadership (Salmi et al, 2014 ), reflexive, and participative leadership (Gerard et al, 2017 ). Sustainable leaders, such as transformational leaders, stimulate and inspire followers focusing on their needs, and—like participative leaders—involve employees in decision-making.…”

Section: Literature Background and Hypotheses Developmentmentioning

confidence: 99%

Sustainable Leadership, Environmental Turbulence, Resilience, and Employees' Wellbeing in SMEs

Iqbal¹,

Piwowar‐Sulej²

2022

Front. Psychol.

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Drawing on the conservation of resources theory and contingency theories of leadership, this study aims to investigate how sustainable leadership (SL) influences employees' wellbeing (WB) through employee resilience (ER) and to examine the moderating effect of environmental turbulence (ET) on the “sustainable leadership-employees' wellbeing” relationship. Data were collected from 593 employees and 373 supervisors adopting two-wave design among small and medium-sized enterprises (SMEs) in China. The authors used structural equation modeling to empirically test the hypothesized model in this study. The research shows that SL is significantly related to the employees' WB in SMEs. Regarding mediating effect, SL also indirectly influences employees' WB through ER. Moreover, the impact of SL on employees' WB becomes more prominent in the presence of lower ET. To the best of the authors' knowledge, no prior study is available about the integrated relationship of SL, ER, ET, and employee WB.

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Section: Literature Background and Hypotheses Developmentmentioning

confidence: 99%

Sustainable Leadership, Environmental Turbulence, Resilience, and Employees' Wellbeing in SMEs

Iqbal¹,

Piwowar‐Sulej²

2022

Front. Psychol.

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“…As an emerging type of leadership, sustainable leadership contributes to the organizational performance in the context of current and future environmental, economic, and social goals( McCann and Holt, 2010 ; Iqbal and Piwowar-Sulej, 2022 ), sustainable leaders, stimulate and inspire followers focusing on their needs, and-like participative leaders-involve employees in decision-making. They use positive behaviors as a method to guide others which is in line with positive leadership( Salmi et al, 2014 ; Gerard et al, 2017 ; Iqbal and Piwowar-Sulej, 2022 ).…”

Section: Literature Reviewmentioning

confidence: 99%

Relations between entrepreneur’s social identity and strategic entrepreneurship: Sustainable leadership as mediator

2022

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Although there are studies verifying that strategic entrepreneurship is positively related to the risk resistance and performance of enterprises, it is unclear how enterprises can implement effective strategic entrepreneurial activities in dynamic situations. This research aims to explore why and how the entrepreneur’s social identity influences and drives firm’s strategic entrepreneurial activities. In this study, it applied case study method to interview a technology-based family firms that have effectively conducted strategic entrepreneurial activities to meet challenges, and uses grounded theory for data analysis. The research finds that (1) the social identity of entrepreneurs actively promotes the strategic entrepreneurial activities of enterprises; (2) sustainable leadership mediates the relationship between social identity and strategic entrepreneurship; (3) at different stages of enterprise development, entrepreneurs dynamically adjust their social identity types to enhance sustainable leadership; (4) through the focus and extension of technological advantages, sustainable leadership ensures that enterprises can promote the implementation of strategic entrepreneurial behavior by disintegrating and integrating the value chain. This study explores the strategic entrepreneurship path of family firms and also provides new insights for future research on the strategic entrepreneurship and sustainable growth of such firms.

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“…Previously, leadership in vocational education has been analyzed, for example, from the viewpoints of distributed pedagogical leadership (Jäppinen, 2010) and transformational leadership (Beverborg, Sleegers, & van Veen, 2015). During the reform of vocational education, good leadership skills can secure well-being and enthusiasm in VET teachers because the reform also causes new demands on their expertise, innovativeness, and collaboration (see also Boldrini, Sappa, & Aprea, 2019;Salmi, Perttula, & Syväjärvi, 2014;Wenström et al, 2018b). As a communal and energizing process, enthusiasm can be considered a resource that through leadership can help promoting well-being and effective change (Cameron, & McNaughtan, 2014;Owens, Baker, Sumpter, & Cameron, 2016).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

What kind of leadership promotes vocational education and training (VET) teachers’ enthusiasm at work?

Wenström¹,

Uusiautti²,

Määttä³

2019

IJRSP

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Vocational education and training (VET) teachers' experiences of enthusiasm at work are the force that that may enhance the quality, effectiveness, and productivity of the currently renewing vocational education. According to VET teachers' perceptions, leaders and supervisors can influence their enthusiasm considerably. This research focused on the immediate supervisors' perceptions of leadership that could enhance enthusiasm in VET teachers. The research questions set for this research were: (1) How do immediate supervisors describe their means of promoting VET teachers' enthusiasm? and (2) What kinds of challenges the supervisors describe having noticing in it? This was a qualitative research in which immediate supervisors (N=15) were interviewed through a semi-structured interview. The interview data were analyzed with data-based content analysis. The findings showed that leadership enhancing enthusiasm appeared as the immediate supervisors' ability to nurture good atmosphere, cherish good relationships, provide encouraging feedback, and trust in teachers' development. According to the findings, enthusiasm can be promoted with positive leadership, which is realized in the everyday work through the immediate supervisors' positive interaction and activities and the way they support collaboration and interaction.

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Positive leadership and experiences explaining workers’ well-being in knowledge-intensive organisation

Cited by 10 publications

References 30 publications

Sustainable Leadership, Environmental Turbulence, Resilience, and Employees' Wellbeing in SMEs

Sustainable Leadership, Environmental Turbulence, Resilience, and Employees' Wellbeing in SMEs

Relations between entrepreneur’s social identity and strategic entrepreneurship: Sustainable leadership as mediator

What kind of leadership promotes vocational education and training (VET) teachers’ enthusiasm at work?

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