Volume 8, Issue 2, Spring 2019


Examining the Influence of Workplace Bullying on Job Burnout: Mediating Effect of Psychological Capital and Psychological Contract Violation

Muhammad Ali; Hina Bilal; Basharat Raza; Muhammad Usman Ghani

International Journal of Organizational Leadership, Volume 8, Issue 2, Pages 1-11
DOI: 10.33844/ijol.2019.60467

Workplace Bullying (WB) is a general and severe issue on workplace in the current era resulting in adverse concerns for both employees and organizations. The issue of workplace bullying needs to be investigated on workplaces to identify the adverse effect on employees’ attitudes and behaviors. The study investigates the direct association between linking between workplace bullying and Job Burnout (JB); and indirect association through the mediation of Psychological Contract Violation (PCV) and Psychological Capital (PC). The data were collected by using purposive sampling technique from 310 nurses though self-administered questionnaires employed in public and private hospitals of Lahore, Pakistan. The Structural Equation Modelling (SEM) analysis was utilized for hypotheses testing. The outcomes demonstrate that workplace bullying is directly positively related to job burnout. In other words, employees who face the workplace bullying or being bullied experience the burnout. The findings also reveal that workplace bullying indirectly influence the JB through intervening role of PC and PCV. In other words, workplace bullying reduces psychological capital which result in job burnout among employees, and result in psychological contract violation which lead toward job burnout among employees. This study provided initial empirical evidence regarding the intervening effect of psychological capital and psychological contract violation between the relationship of workplace bullying and job burnout. The implications, limitations and future directions are also discussed.

TRANSLEADQUAL Model: A Survey Instrument Developed for Transformational Leadership Style Conceptualized from SERVQUAL Model

Anantha Raj A. Arokiasamy

International Journal of Organizational Leadership, Volume 8, Issue 2, Pages 12-21
DOI: 10.33844/ijol.2019.60468

When leaders nurture and identify individual talents in society, they are described as being transformational in nature. Some of the most popular leadership traits has been on transformational leadership, transactional leadership, servant leadership and most recently authentic leadership. Research on the transformational leadership has been one of the most frequently studied areas of investigation in the leadership spectrum. Although bout loads of articles have indeed explained in detail the transformational leadership style and the constructs involved but little has been said regarding the transformational leadership and service quality model together. Even though a lot of review has cited the instruments available as measures of transformational leadership quality, however, there is much evidence to support the gap conceptualizing the transformational leadership with service quality model. Hence the term TRANSLEADQUAL model was used in this conceptual paper to describe the development of this instrument used for gauging employee perceptions of the leadership service quality in private organizations. This paper employed the TRANSLEADQUAL conceptualized from the 22-item instrument (called SERVQUAL) used for assessing customer perceptions of service quality in business organizations. As a generic model for many exceptional studies, SERVQUAL is truly valued and appreciated by many academicians and practitioners worldwide. The paper identified a truly novel concept and recommend survey instrument for transformational leadership style management conceptualized from the generic SERVQUAL Model.

Management of Regional Corporate Innovation Projects Using Compound Real Options

Sergey Yashin; Nadezhda Yashina; Egor Koshelev

International Journal of Organizational Leadership, Volume 8, Issue 2, Pages 22-36
DOI: 10.33844/ijol.2019.60469

The purpose of this research is to develop a cost estimation model of a project with its real options. This issue is particularly attributed to the selection of an adequate evaluation model. However, despite the high computational accuracy of a particular model, it can scarcely ever meet the challenge of estimating the cost of compound real options. They may be of two types: 1) options, at the heart of which there are a few basic assets, i.e. projects or project development scenarios; 2) options, at the heart of which there are other options acting as basic assets (options on options). This research presents a model for evaluating compound real options of the first type, i.e. those whose basic assets include various projects and their development scenarios. The technical structure of such compound real options consist in supplementing project evaluation that has been already conducted using the net present value with a number of real options such as an option to scale down a business, an option to abandon a business, an option to develop a business, an option to expand an experience, an option to switch over a business, and an option to delay a project start.

Do Management Jobs Make Women Happier as Well? Empirical Evidence for Switzerland

Yvonne Seiler Zimmermann; Gabrielle Wanzenried

International Journal of Organizational Leadership, Volume 8, Issue 2, Pages 37-53
DOI: 10.33844/ijol.2019.60470

Management jobs are typically associated with a higher level of responsibility, more interesting work, a higher pay check and more social prestige, but also to a larger commitment, longer work hours and less time for family and leisure as well as more stress compared to non-management jobs. This study investigates the impacts of a management position on satisfaction with life in general, often causally called happiness, job satisfaction as well as satisfaction with the financial situation. In particular, the paper also explores potential differences between men and women in this respect. We use data from the Swiss Houshehold Panel (SHP) up to the year 2017 and estimate ordinal generalized linear models (OGLM) in order to explain the different satisfaction variables by work-related, person-specific, and integration-specific factors. Also, we suggest a new approach to control for reverse causality. In contrast to other studies, we find that management positions do not only increase the overall subjective well-being for men, but also for women. Interferences between work and private life decrease the subjective well-being overall, but men in management positions additionally witness negative effects from these interferences, while women in management position seem to be more stress-resistant. Our findings reveal some fundamental differences between men and women with respect to person- and job-related factors affecting satisfaction with life in general as well as with the professional situation. Also, the results point to the existing and still largely unexploited potential of having women in management positions.

Prioritizing and Analyzing Key Factors of Succeeding Knowledge-Based Organizations Using Analytical Hierarchy Process (AHP)

Somayeh Hosseinzadeh; Toraj Mojibi; Seyyed Mehdi Alvani; Javad Rezaeian

International Journal of Organizational Leadership, Volume 8, Issue 2, Pages 54-69
DOI: 10.33844/ijol.2019.60471

In this knowledge era, educational institutes and researchers are considered fundamental developing bases for societies, and thus identifying and prioritizing key factors of succeeding knowledge-based organizations is an undeniable requirement. Therefore, the present study identifies and prioritizes key factors of succeeding knowledge-based organizations and defines their importance level. The data were collected through research-made questionnaire. The content validity and reliability of the questionnaire were reported. By distributing questionnaires among experts, and adding or removing some regulations, eighteen factors were ultimately categorized into three groups. The results obtained from analytical hierarchy process (AHP) revealed that the significant key factors of succeeding knowledge-based organization are cultural, structural, and behavioral criteria, respectively. These results help managers in developing knowledge-based organization.