630
Views
1
CrossRef citations to date
0
Altmetric
Management

Leadership practices and job involvement: does workplace spirituality moderate the relationship?

ORCID Icon, &
Article: 2316582 | Received 09 May 2023, Accepted 02 Feb 2024, Published online: 29 Feb 2024

References

  • Adnan R. & Haider, M. H. (2010). Role of transformational and transactional leadership on job satisfaction and career satisfaction, Business and Economic Horizons (BEH). Prague Development Center, 1(1), 29–38.
  • Acheampong, A., & Agyapong, K. (2015). The links between workplace spirituality, job involvement and workplace deviance. Department of Management Studies Education, University of Education.
  • Adnan, N., Khalid, O. B., & Farooq, W. (2020). Relating ethical leadership with work engagement: How workplace spirituality mediates? Cogent Business & Management, 7(1), 1. https://doi.org/10.1080/23311975.2020.1739494
  • Aiken, L. S., West, S. G., & Reno, R. R. (1991). Multiple regression: Testing and interpreting interactions. Sage.
  • Ajala, M. E. (2013). The impact of workplace spirituality and employees’ wellbeing at the industrial sector: The Nigerian experience. The African Symposium, 13(2), 3–13.
  • Al-Sada, M., Al-Esmael, B., & Faisal, M. N. (2017). Influence of organizational culture and leadership style on employee satisfaction, commitment and motivation in the educational sector in Qatar. EuroMed Journal of Business, 12(2), 163–14. https://doi.org/10.1108/EMJB-02-2016-0003
  • Altinay, L., Paraskevas, A., & Jang, S. S. (2015). Planning research in hospitality and tourism. Routledge.
  • Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire: Manual and sampler set (3rd ed.). Mind Garden.
  • Bass, B. M. (1985). Leadership: good, better, best. Organizational Dynamics, 13(3), 26–40. https://doi.org/10.1016/0090-2616(85)90028-2
  • Bayraktar, C. A., Araci, O., Karacay, G., & Calisir, F. (2017). The mediating effect of rewarding on the relationship between employee involvement and job satisfaction. Human Factors and Ergonomics in Manufacturing & Service Industries, 27(1), 45–52. https://doi.org/10.1002/hfm.20683
  • Breevaart, K., Bakker, A., Hetland, J., Demerouti, E., Olsen, O. K., & Espevik, R. (2014). Daily transactional and transformational leadership and daily employee engagement. Journal of Occupational and Organizational Psychology, 87(1), 138–157. https://doi.org/10.1111/joop.12041
  • Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117–134. https://doi.org/10.1016/j.obhdp.2005.03.002
  • Burns, J. M. (1978). Leadership. Harper Torch books.
  • Cheng, Y. N., Yen, C. L., & Chen, H. L. (2012). Transformational leadership and job involvement: The moderation of emotional contagion. Military Psychology, 24(4), 382–396. https://doi.org/10.1080/08995605.2012.695261
  • Cohen, J., Cohen, P., West, S. G., & Aiken, L. S. (2003). Applied multiple regression/correlation analysis for the behavioral sciences (3rd ed.). Lawrence Erlbaum Associates.
  • Cortes, A. F., & Herrmann, P. (2019). CEO transformational leadership and SME innovation: The mediating role of social capital and employee participation. International Journal of Innovation Management, 24(03), 2050024. https://doi.org/10.1142/S1363919620500243
  • Dawson, C. (2009). Introduction to research methods: A practical guide for anyone undertaking a research project (4th ed.). How to Books.
  • Dwirosanti, N. (2017). Impact of transformational leadership, personality and job involvement to organizational citizenship behavior. IJHCM (International Journal of Human Capital Management), 1(02), 27–36. https://doi.org/10.21009/IJHCM.012.04
  • Etikan, I., Musa, S. A., & Alkassim, R. S. (2016). Sampling and purposive sampling. Comparison of convenience sampling and purposive sampling. American Journal of Theoretical and Applied Statistics, 5(1), 1–4. https://doi.org/10.11648/j.ajtas.20160501.11
  • Field, A. P. (2015). Discovering statistics using IBM SPSS statistics: And sex and drugs and rock ‘n’ roll (4th Ed.). Sage.
  • Fields, A. (2009). Discovering statistics using SPSS (3rd ed.). Sage Publications.
  • Garcia-Zamor, J. C. (2003). Workplace spirituality and organizational performance. Public Administration Review, 63(3), 355–363. https://doi.org/10.1111/1540-6210.00295
  • Hair, J. F., Jr, Wolfinbarger, M., & Money, A. H. (2015). Essentials of business research methods. Routledge.
  • Hayes, A. F. (2018). Introduction to mediation, moderation and conditional process analysis (2nd ed.). The Guilford Press.
  • Hettie, A. R., & Robert, J. V. (2005). Integrating managerial perceptions and transformational leadership into a work-unit level model of employee. Involvement Journal of Organizational Behavior, 26(5), 561–589.
  • Hilton, S. K., & Arkorful, H. (2021). Remediation of the challenges of reporting corporate scandals in governance. International Journal of Ethics and Systems, 37(3), 356–369. https://doi.org/10.1108/IJOES-03-2020-0031
  • Hilton, S. K., Arkorful, H., & Martins, A. (2021). Democratic leadership and organisational performance: The moderating effect of contingent reward. Management Research Review, 44(7), 1042–1058. https://doi.org/10.1108/MRR-04-2020-0237
  • Hilton, S. K., Madilo, W., Awaah, F., & Arkorful, H. (2023). Dimensions of transformational leadership and organizational performance: The mediating effect of job satisfaction. Management Research Review, 46(1), 1–19. https://doi.org/10.1108/MRR-02-2021-0152
  • Kanungo, R. N. (1979). The concepts of alienation and involvement revisited. Psychological Bulletin, 86(1), 119–138. https://doi.org/10.1037//0033-2909.86.1.119
  • Kia, N., Halvorsen, B., & Bartram, T. (2019). Ethical leadership and employee in-role performance: The mediating roles of organisational identification, customer orientation, service climate, and ethical climate. Personnel Review, 48(7), 1716–1733. https://doi.org/10.1108/PR-12-2018-0514
  • Kinjerski, V., & Skrypnek, B. J. (2004). Defining spirit at work: Finding common ground. Journal of Organizational Change Management, 17(1), 26–42. https://doi.org/10.1108/09534810410511288
  • Kolodinsky, R. W., Giacalone, R. A., & Jurkiewicz, C. L. (2008). Workplace values and outcomes: Exploring personal, organizational, and interactive workplace spirituality. Journal of Business Ethics, 81(2), 465–480. https://doi.org/10.1007/s10551-007-9507-0
  • Lennick, D., & Kiel, F. (2005). Moral intelligence. Wharton University of Pennsylvania.
  • Lodahl, T. M., & Kejner, M. M. (1965). The definition and measurement of job jnvolvement. The Journal of Applied Psychology, 49(1), 24–33. https://doi.org/10.1037/h0021692
  • Mahipalan, M., & Sheena, S. (2019). Workplace spirituality, psychological well-being and mediating role of subjective stress. International Journal of Ethics and Systems, 35(4), 725–739. https://doi.org/10.1108/IJOES-10-2018-0144
  • Martins, A. (2023). Dynamic capabilities and SME performance in the COVID-19 era: The moderating effect of digitalization. Asia-Pacific Journal of Business Administration, 15(2), 188–202. https://doi.org/10.1108/APJBA-08-2021-0370
  • Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M., & Salvador, R. B. (2009). How low does ethical leadership flow? Test of a trickle-down model. Organizational Behavior and Human Decision Processes, 108(1), 1–13. https://doi.org/10.1016/j.obhdp.2008.04.002
  • Men, L. R., & Stacks, D. W. (2013). The impact of leadership style and employee empowerment on perceived organizational reputation. Journal of Communication Management, 17(2), 171–192. https://doi.org/10.1108/13632541311318765
  • Molodchik, M., Jardon, C., & Yachmeneva, E. (2021). Multilevel analysis of knowledge sources for product innovation in Russian SMEs. Eurasian Business Review, 11(2), 247-266. https://doi.org/10.1007/s40821-020-00166-6
  • Nazem, F., & Mozaiini, M. (2014). Validation scale for measuring organizational learning in higher educational institutes. European Journal of Experimental Biology, 4(1), 21–27.
  • Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.), Sage, Thousand Oaks.
  • Ohemeng, F. L. K., Amoako-Asiedu, E., & Obuobisa, D. T. (2018). The relationship between leadership style and employee performance: An exploratory study of the Ghanaian public service. International Journal of Public Leadership, 14(4), 274–296. https://doi.org/10.1108/IJPL-06-2017-0025
  • Parboteeah, K. P., & Cullen, J. B. (2003). Ethical climates and workplace spirituality: An exploratory examination of theoretical links. In R. A. Giacalone & C. L. Jurkiewicz (Eds.), Handbook of workplace spirituality (pp.137–151). Sharpe, Armonk.
  • Patton, M. Q. (2002). Qualitative research and evaluation methods. (3rd ed.), Sage.
  • Pawar, B. S. (2009). Workplace spirituality facilitation: A comprehensive model. Journal of Business Ethics, 90(3), 375–386. https://doi.org/10.1007/s10551-009-0047-7
  • Petchsawang, P., & Duchon, D. (2012). Workplace spirituality, meditation, and work performance. Journal of Management Spirituality & Religion, 9(2), 1–20. https://doi.org/10.1080/14766086.2012.688623
  • Piccolo, R. F., Greenbaum, R., Den Hartog, D. N., & Folger, R. (2010). The relationship between ethical leadership and core job characteristics. Journal of Organizational Behavior, 31(2–3), 259–278. https://doi.org/10.1002/job.627
  • Podsakoff, P. M., MacKenzie, S. B., & Podsakoff, N. P. (2012). Sources of method bias in social science research and recommendations on how to control it. Annual Review of Psychology, 63(1), 539–569. https://doi.org/10.1146/annurev-psych-120710-100452
  • Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. The Journal of Applied Psychology, 88(5), 879–903. https://doi.org/10.1037/0021-9010.88.5.879
  • Puni, A., Hilton, S. K., & Quao, B. (2021). The interaction effect of transactional-transformational leadership on employee commitment in a developing country. Management Research Review, 44(3), 399–417. https://doi.org/10.1108/MRR-03-2020-0153
  • Rasheed, M. A., Shahzad, K., & Nadeem, S. (2020). Transformational leadership and employee voice for product and process innovation in SMEs. Innovation & Management Review, 18(1), 69–89. https://doi.org/10.1108/INMR-01-2020-0007
  • Rego, A., & Cunha, M. P. (2008). Workplace spirituality and organisational commitment: An empirical study. Journal of Organizational Change Management, 21(1), 53–75. https://doi.org/10.1108/09534810810847039
  • Richardson, A. H., & Vandenberg, R. (2005). Integrating managerial perceptions and transformational leadership into a work‐unit level model of employee involvement. Journal of Organizational Behavior, 26(5), 561–589. https://doi.org/10.1002/job.329
  • Saunder, M., Lewis, P., & Thornhill, A. (2016). Research methods for business students (7th Ed.). Pearson Education.
  • Shamir, B., House, R. J., & Arthur, M. B. (1993). The motivational effects of charismatic leadership: A self-concept based theory. Organization Science, 4(4), 577–594. https://doi.org/10.1287/orsc.4.4.577
  • Shamir, B., Zakay, E., Brainin, E., & Popper, M. (2000). Leadership and social identification in military units: DIRECT and indirect relationships. Journal of Applied Social Psychology, 30(3), 612–640. https://doi.org/10.1111/j.1559-1816.2000.tb02499.x
  • Sharif, M. M., & Scandura, T. A. (2014). Do perceptions of ethical conduct matter during organizational change? Ethical leadership and employee involvement. Journal of Business Ethics, 124(2), 185–196. https://doi.org/10.1007/s10551-013-1869-x
  • Stock, R. M., & Schnarr, N. L. (2016). Exploring the product innovation outcomes of corporate culture and executive leadership. International Journal of Innovation Management, 20(01), 1650009. https://doi.org/10.1142/S1363919616500092
  • Suifan, T. S., Diab, H., Alhyari, S., & Sweis, R. J. (2020). Does ethical leadership reduce turnover intention? The mediating effects of psychological empowerment and organizational identification. Journal of Human Behavior in the Social Environment, 30(4), 410–428. https://doi.org/10.1080/10911359.2019.1690611
  • Tabachnick, B. G., Fidell, L. S., & Osterlind, S. J. (2001). Using multivariate statistics. Pearson Education.
  • Thamrin, H. M. (2012). The influence of transformational leadership and organizational commitment on job satisfaction and employee performance. International Journal of Innovation, Management and Technology, 3(5), 566–572. https://doi.org/10.7763/IJIMT.2012.V3.299
  • Toor, S-u-R., & Ofori, G. (2009). Ethical leadership: Examining the relationships with full range leadership model, employee outcomes, and organizational culture. Journal of Business Ethics, 90(4), 533–547. https://doi.org/10.1007/s10551-009-0059-3
  • Treviño, L. K., & Brown, M. E. (2004). Managing to be ethical: Debunking five business ethics myths. Academy of Management Perspectives, 18(2), 69–81. https://doi.org/10.5465/ame.2004.13837400
  • Van der Walt, F., & De Klerk, J. J. (2014). Workplace spirituality and job satisfaction. International Review of Psychiatry, 26(3), 379–389. https://doi.org/10.3109/09540261.2014.908826
  • Van der Walt, F., & Swanepoel, H. (2015). The relationship between workplace spirituality and job involvement: A South African study. African Journal of Business and Economic Research, 10(1), 95–116.
  • Wan Omar, W. A., & Hussin, F. (2013). Transformational leadership style and job satisfaction relationship: a study of structural equation modeling (SEM). International Journal of Academic Research in Business and Social Sciences, 3(2), 346–365.
  • Wood, S. (2020). Human resource management–performance research: Is everyone really on the same page on employee involvement? International Journal of Management Reviews, 22(4), 408–426. https://doi.org/10.1111/ijmr.12235
  • Zikmund, W. G., Babin, B. J., Carr, J. C., & Griffin, M. (2010). Business research methods (8th Ed.), Cengage Learning.