Articles in Press

Exploring the Impact of Workplace Incivility on Employee Counterproductive Work Behavior through the Mediating Role of Turnover Intention: Evidence from The Gambia and Ghana

Samba Sowe; Mahmut Arslan

International Journal of Organizational Leadership, In Press
DOI: 10.33844/ijol.2023.60346

Workplace Incivility (WPI) has recently become a dominant area of research as a predictor of employee behavior at work. WPI is a menace in the workplace that creates dissatisfied employees who spend most of their time on non-productive tasks. Based on a sample of 504 employees of public and private sector institutions in The Gambia and Ghana, this article examines the impact of workplace incivility on employee counterproductive work behavior through the mediating role of Turnover Intention (TI). Using structural equation modeling, the results indicate a strong relationship between workplace incivility and Counterproductive Work Behavior (CWB) as well as a partial mediating role of TI in the relationship between WPI and CWB. Furthermore, the independent sample t-test and multigroup analysis show a higher level of WPI, TI, and CWB in Ghana compared to The Gambia. These findings contribute to the under-researched area of WPI on the African continent. This study also adds value to the existing, but sparse, literature on workplace incivility and may also be used as a guide for public and private institutions in their pursuit of avoiding workplace incivility as well as knowing its effects on institutional productivity. Finally, this study is the first of its kind to look at the existence of WPI in both public and private institutions from The Gambia and Ghana making country comparisons as well as looking at the impact of WPI on the performance of employees hence its relevance to the literature.

The Improving Role of Digital Leadership in the Impact of Social Loafing on Job Performance

Ethem Topcuoglu; Mehmet Selman Kobanoglu; Erdogan Kaygın; Engin Karafakıoglu; Selen Uygungil Erdogan; Burcu Turan Torun; Onur Oktaysoy

International Journal of Organizational Leadership, In Press
DOI: 10.33844/ijol.2023.60347

It is possible to define digital leadership as a type of leadership that is informed about digital technologies that help the digital transformation of employees and businesses and is also fed by modern leadership theories. The concept of digital leadership has come to the fore, particularly with Industry 4.0. Digital leadership is seen as an element that positively affects organizational culture and helps the development of the organization. Following the Covid-19 pandemic, businesses have experienced a considerable digital transformation, and it has been realized that digital leadership is now inevitable for businesses. Digital transformation is expected to contribute to the productivity and production of enterprises. The present study focused on the ability of digital leadership to avoid social loafing, which is negative organizational behavior. In particular, the extent to which job performance losses caused by social loafing were moderated by digital leadership was measured. In this regard, questionnaire forms were prepared and sent to 308 people. The collected data were interpreted by means of the Smart PLS program, and the results were obtained. In this respect, it is found that digital leadership has a moderating impact on the effect of social loafing on job performance. It is thought that the source of this effect could be explained in accordance with Social Impact Theory, Upper Echelon Theory, and Strategic Action Area Theory.

Influence of Responsible Leadership on Inclusive Organizations: A Mixed-Method Study

Omar Khalid Bhatti; Muhammad Irfan; Ali Osman Öztürk

International Journal of Organizational Leadership, In Press
DOI: 10.33844/ijol.2023.60348

The ever-increasing diversity in organizations demands deliberate efforts to include the members in organizational activities. Responsible leadership, a blend of corporate social responsibility, ethics, and leadership, can generate willing cooperation and an urge to fully participate, which is pivotal to the success of the inclusive organization. This study explores the influence of responsible leadership on inclusive organization and uncovers its domains and pathways. Sequential mixed methods design has been adopted using both qualitative and quantitative approaches. Qualitative data comprise 25 semi-structured in-depth interviews, and quantitative data 800 responses on questionnaires, collected from eight organizations, four each from the manufacturing and services sectors. It has been found that responsible leadership significantly influences the inclusive organization. The influence is exerted in social and ethical domains and follows five different pathways within each domain. It is also concluded that a responsible leadership style is better suited for inclusive organizations.