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Publisher: Emerald   (Total: 335 journals)

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Showing 1 - 200 of 335 Journals sorted alphabetically
A Life in the Day     Hybrid Journal   (Followers: 9)
Academia Revista Latinoamericana de Administración     Open Access   (Followers: 2, SJR: 0.144, h-index: 4)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 30)
Accounting Research J.     Hybrid Journal   (Followers: 24, SJR: 0.26, h-index: 7)
Accounting, Auditing and Accountability J.     Hybrid Journal   (Followers: 18, SJR: 0.88, h-index: 40)
Advances in Accounting Education     Hybrid Journal   (Followers: 14, SJR: 0.514, h-index: 5)
Advances in Appreciative Inquiry     Hybrid Journal   (SJR: 0.124, h-index: 5)
Advances in Autism     Hybrid Journal   (Followers: 8)
Advances in Dual Diagnosis     Hybrid Journal   (Followers: 48, SJR: 0.228, h-index: 2)
Advances in Gender Research     Full-text available via subscription   (Followers: 3, SJR: 0.229, h-index: 7)
Advances in Intl. Marketing     Full-text available via subscription   (Followers: 5, SJR: 0.123, h-index: 11)
Advances in Mental Health and Intellectual Disabilities     Hybrid Journal   (Followers: 60, SJR: 0.29, h-index: 5)
Advances in Mental Health and Learning Disabilities     Hybrid Journal   (Followers: 30)
African J. of Economic and Management Studies     Hybrid Journal   (Followers: 11, SJR: 0.125, h-index: 2)
Agricultural Finance Review     Hybrid Journal  
Aircraft Engineering and Aerospace Technology     Hybrid Journal   (Followers: 182, SJR: 0.391, h-index: 18)
American J. of Business     Hybrid Journal   (Followers: 16)
Annals in Social Responsibility     Full-text available via subscription  
Anti-Corrosion Methods and Materials     Hybrid Journal   (Followers: 10, SJR: 0.215, h-index: 25)
Arts and the Market     Hybrid Journal   (Followers: 9)
Asia Pacific J. of Marketing and Logistics     Hybrid Journal   (Followers: 8, SJR: 0.244, h-index: 15)
Asia-Pacific J. of Business Administration     Hybrid Journal   (Followers: 3, SJR: 0.182, h-index: 7)
Asian Association of Open Universities J.     Open Access  
Asian Education and Development Studies     Hybrid Journal   (Followers: 5)
Asian J. on Quality     Hybrid Journal   (Followers: 2)
Asian Review of Accounting     Hybrid Journal   (Followers: 2, SJR: 0.29, h-index: 7)
Aslib J. of Information Management     Hybrid Journal   (Followers: 24, SJR: 0.65, h-index: 29)
Aslib Proceedings     Hybrid Journal   (Followers: 262)
Assembly Automation     Hybrid Journal   (Followers: 2, SJR: 0.657, h-index: 26)
Baltic J. of Management     Hybrid Journal   (Followers: 3, SJR: 0.354, h-index: 14)
Benchmarking : An Intl. J.     Hybrid Journal   (Followers: 10, SJR: 0.556, h-index: 38)
British Food J.     Hybrid Journal   (Followers: 16, SJR: 0.329, h-index: 35)
Built Environment Project and Asset Management     Hybrid Journal   (Followers: 15, SJR: 0.232, h-index: 4)
Business Process Re-engineering & Management J.     Hybrid Journal   (Followers: 8, SJR: 0.614, h-index: 42)
Business Strategy Series     Hybrid Journal   (Followers: 6, SJR: 0.201, h-index: 6)
Career Development Intl.     Hybrid Journal   (Followers: 16, SJR: 0.686, h-index: 32)
China Agricultural Economic Review     Hybrid Journal   (Followers: 2, SJR: 0.238, h-index: 10)
China Finance Review Intl.     Hybrid Journal   (Followers: 5)
Chinese Management Studies     Hybrid Journal   (Followers: 4, SJR: 0.216, h-index: 12)
Circuit World     Hybrid Journal   (Followers: 15, SJR: 0.346, h-index: 17)
Collection Building     Hybrid Journal   (Followers: 11, SJR: 0.829, h-index: 10)
COMPEL: The Intl. J. for Computation and Mathematics in Electrical and Electronic Engineering     Hybrid Journal   (Followers: 3, SJR: 0.269, h-index: 22)
Competitiveness Review : An Intl. Business J. incorporating J. of Global Competitiveness     Hybrid Journal   (Followers: 6)
Construction Innovation: Information, Process, Management     Hybrid Journal   (Followers: 14, SJR: 0.508, h-index: 8)
Corporate Communications An Intl. J.     Hybrid Journal   (Followers: 7, SJR: 0.703, h-index: 26)
Corporate Governance Intl. J. of Business in Society     Hybrid Journal   (Followers: 7, SJR: 0.309, h-index: 29)
Critical Perspectives on Intl. Business     Hybrid Journal   (SJR: 0.32, h-index: 15)
Cross Cultural & Strategic Management     Hybrid Journal   (Followers: 8, SJR: 0.356, h-index: 13)
Development and Learning in Organizations     Hybrid Journal   (Followers: 7, SJR: 0.138, h-index: 8)
Digital Library Perspectives     Hybrid Journal   (Followers: 18)
Direct Marketing An Intl. J.     Hybrid Journal   (Followers: 6)
Disaster Prevention and Management     Hybrid Journal   (Followers: 22, SJR: 0.533, h-index: 32)
Drugs and Alcohol Today     Hybrid Journal   (Followers: 134, SJR: 0.241, h-index: 4)
Education + Training     Hybrid Journal   (Followers: 21, SJR: 0.532, h-index: 30)
Education, Business and Society : Contemporary Middle Eastern Issues     Hybrid Journal   (SJR: 0.141, h-index: 10)
Emerald Emerging Markets Case Studies     Hybrid Journal   (Followers: 1)
Employee Relations     Hybrid Journal   (Followers: 6, SJR: 0.435, h-index: 22)
Engineering Computations     Hybrid Journal   (Followers: 4, SJR: 0.387, h-index: 39)
Engineering, Construction and Architectural Management     Hybrid Journal   (Followers: 14, SJR: 0.541, h-index: 28)
Equal Opportunities Intl.     Hybrid Journal   (Followers: 3)
Equality, Diversity and Inclusion : An Intl. J.     Hybrid Journal   (Followers: 14, SJR: 0.239, h-index: 9)
EuroMed J. of Business     Hybrid Journal   (Followers: 1, SJR: 0.145, h-index: 9)
European Business Review     Hybrid Journal   (Followers: 7, SJR: 0.481, h-index: 21)
European J. of Innovation Management     Hybrid Journal   (Followers: 23, SJR: 0.596, h-index: 30)
European J. of Marketing     Hybrid Journal   (Followers: 20, SJR: 0.933, h-index: 55)
European J. of Training and Development     Hybrid Journal   (Followers: 10, SJR: 0.489, h-index: 23)
Evidence-based HRM     Hybrid Journal   (Followers: 6)
Facilities     Hybrid Journal   (Followers: 2, SJR: 0.371, h-index: 18)
Foresight     Hybrid Journal   (Followers: 7, SJR: 0.486, h-index: 20)
Gender in Management : An Intl. J.     Hybrid Journal   (Followers: 17, SJR: 0.359, h-index: 22)
Grey Systems : Theory and Application     Hybrid Journal   (Followers: 1)
Health Education     Hybrid Journal   (Followers: 3, SJR: 0.383, h-index: 17)
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 45, SJR: 0.172, h-index: 4)
History of Education Review     Hybrid Journal   (Followers: 13, SJR: 0.141, h-index: 2)
Housing, Care and Support     Hybrid Journal   (Followers: 9, SJR: 0.174, h-index: 4)
Human Resource Management Intl. Digest     Hybrid Journal   (Followers: 17, SJR: 0.121, h-index: 6)
Humanomics     Hybrid Journal   (Followers: 2, SJR: 0.14, h-index: 4)
IMP J.     Hybrid Journal  
Indian Growth and Development Review     Hybrid Journal   (SJR: 0.163, h-index: 4)
Industrial and Commercial Training     Hybrid Journal   (Followers: 5, SJR: 0.217, h-index: 14)
Industrial Lubrication and Tribology     Hybrid Journal   (Followers: 6, SJR: 0.322, h-index: 19)
Industrial Management & Data Systems     Hybrid Journal   (Followers: 6, SJR: 0.63, h-index: 69)
Industrial Robot An Intl. J.     Hybrid Journal   (Followers: 3, SJR: 0.375, h-index: 32)
Info     Hybrid Journal   (Followers: 1, SJR: 0.25, h-index: 21)
Information and Computer Security     Hybrid Journal   (Followers: 22)
Information Technology & People     Hybrid Journal   (Followers: 45, SJR: 0.576, h-index: 28)
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 14, SJR: 0.112, h-index: 1)
Interlending & Document Supply     Hybrid Journal   (Followers: 61, SJR: 0.48, h-index: 13)
Internet Research     Hybrid Journal   (Followers: 42, SJR: 1.746, h-index: 57)
Intl. J. for Lesson and Learning Studies     Hybrid Journal   (Followers: 4)
Intl. J. for Researcher Development     Hybrid Journal   (Followers: 9)
Intl. J. of Accounting and Information Management     Hybrid Journal   (Followers: 8, SJR: 0.304, h-index: 7)
Intl. J. of Bank Marketing     Hybrid Journal   (Followers: 8, SJR: 0.515, h-index: 38)
Intl. J. of Climate Change Strategies and Management     Hybrid Journal   (Followers: 14, SJR: 0.416, h-index: 7)
Intl. J. of Clothing Science and Technology     Hybrid Journal   (Followers: 5, SJR: 0.279, h-index: 25)
Intl. J. of Commerce and Management     Hybrid Journal   (Followers: 1)
Intl. J. of Conflict Management     Hybrid Journal   (Followers: 15, SJR: 0.763, h-index: 38)
Intl. J. of Contemporary Hospitality Management     Hybrid Journal   (Followers: 12, SJR: 1.329, h-index: 35)
Intl. J. of Culture Tourism and Hospitality Research     Hybrid Journal   (Followers: 17, SJR: 0.399, h-index: 5)
Intl. J. of Development Issues     Hybrid Journal   (Followers: 10)
Intl. J. of Disaster Resilience in the Built Environment     Hybrid Journal   (Followers: 8, SJR: 0.225, h-index: 7)
Intl. J. of Educational Management     Hybrid Journal   (Followers: 5, SJR: 0.424, h-index: 32)
Intl. J. of Emergency Services     Hybrid Journal   (Followers: 5, SJR: 0.179, h-index: 1)
Intl. J. of Emerging Markets     Hybrid Journal   (Followers: 4, SJR: 0.199, h-index: 5)
Intl. J. of Energy Sector Management     Hybrid Journal   (Followers: 3, SJR: 0.25, h-index: 12)
Intl. J. of Entrepreneurial Behaviour & Research     Hybrid Journal   (Followers: 5, SJR: 0.694, h-index: 28)
Intl. J. of Event and Festival Management     Hybrid Journal   (Followers: 6, SJR: 0.32, h-index: 8)
Intl. J. of Gender and Entrepreneurship     Hybrid Journal   (Followers: 5, SJR: 0.638, h-index: 6)
Intl. J. of Health Care Quality Assurance     Hybrid Journal   (Followers: 10, SJR: 0.352, h-index: 32)
Intl. J. of Health Governance     Hybrid Journal   (Followers: 26, SJR: 0.277, h-index: 15)
Intl. J. of Housing Markets and Analysis     Hybrid Journal   (Followers: 9, SJR: 0.201, h-index: 5)
Intl. J. of Human Rights in Healthcare     Hybrid Journal   (Followers: 9, SJR: 0.13, h-index: 2)
Intl. J. of Information and Learning Technology     Hybrid Journal   (Followers: 7)
Intl. J. of Innovation Science     Hybrid Journal   (Followers: 9, SJR: 0.173, h-index: 5)
Intl. J. of Intelligent Computing and Cybernetics     Hybrid Journal   (Followers: 3, SJR: 0.258, h-index: 10)
Intl. J. of Intelligent Unmanned Systems     Hybrid Journal   (Followers: 4, SJR: 0.145, h-index: 2)
Intl. J. of Islamic and Middle Eastern Finance and Management     Hybrid Journal   (Followers: 8)
Intl. J. of Law and Management     Hybrid Journal   (Followers: 2, SJR: 0.107, h-index: 2)
Intl. J. of Law in the Built Environment     Hybrid Journal   (Followers: 4, SJR: 0.111, h-index: 2)
Intl. J. of Leadership in Public Services     Hybrid Journal   (Followers: 16)
Intl. J. of Lean Six Sigma     Hybrid Journal   (Followers: 7, SJR: 0.562, h-index: 15)
Intl. J. of Logistics Management     Hybrid Journal   (Followers: 12, SJR: 0.998, h-index: 15)
Intl. J. of Managerial Finance     Hybrid Journal   (Followers: 6, SJR: 0.212, h-index: 11)
Intl. J. of Managing Projects in Business     Hybrid Journal   (Followers: 2)
Intl. J. of Manpower     Hybrid Journal   (Followers: 2, SJR: 0.354, h-index: 37)
Intl. J. of Mentoring and Coaching in Education     Hybrid Journal   (Followers: 25)
Intl. J. of Migration, Health and Social Care     Hybrid Journal   (Followers: 10, SJR: 0.261, h-index: 5)
Intl. J. of Numerical Methods for Heat & Fluid Flow     Hybrid Journal   (Followers: 11, SJR: 0.594, h-index: 32)
Intl. J. of Operations & Production Management     Hybrid Journal   (Followers: 19, SJR: 2.198, h-index: 94)
Intl. J. of Organizational Analysis     Hybrid Journal   (Followers: 3, SJR: 0.222, h-index: 11)
Intl. J. of Pervasive Computing and Communications     Hybrid Journal   (Followers: 4, SJR: 0.165, h-index: 9)
Intl. J. of Pharmaceutical and Healthcare Marketing     Hybrid Journal   (Followers: 4, SJR: 0.304, h-index: 12)
Intl. J. of Physical Distribution & Logistics Management     Hybrid Journal   (Followers: 11, SJR: 1.694, h-index: 66)
Intl. J. of Prisoner Health     Hybrid Journal   (Followers: 10, SJR: 0.254, h-index: 10)
Intl. J. of Productivity and Performance Management     Hybrid Journal   (Followers: 6, SJR: 0.785, h-index: 31)
Intl. J. of Public Sector Management     Hybrid Journal   (Followers: 24, SJR: 0.272, h-index: 37)
Intl. J. of Quality & Reliability Management     Hybrid Journal   (Followers: 8, SJR: 0.544, h-index: 63)
Intl. J. of Quality and Service Sciences     Hybrid Journal   (Followers: 2, SJR: 0.133, h-index: 1)
Intl. J. of Retail & Distribution Management     Hybrid Journal   (Followers: 6, SJR: 0.543, h-index: 36)
Intl. J. of Service Industry Management     Hybrid Journal   (Followers: 2)
Intl. J. of Social Economics     Hybrid Journal   (Followers: 8, SJR: 0.227, h-index: 25)
Intl. J. of Sociology and Social Policy     Hybrid Journal   (Followers: 48, SJR: 0.361, h-index: 5)
Intl. J. of Sports Marketing and Sponsorship     Hybrid Journal   (Followers: 1)
Intl. J. of Structural Integrity     Hybrid Journal   (Followers: 2, SJR: 0.325, h-index: 8)
Intl. J. of Sustainability in Higher Education     Hybrid Journal   (Followers: 12, SJR: 0.616, h-index: 29)
Intl. J. of Tourism Cities     Hybrid Journal   (Followers: 2)
Intl. J. of Web Information Systems     Hybrid Journal   (Followers: 6, SJR: 0.208, h-index: 13)
Intl. J. of Wine Business Research     Hybrid Journal   (Followers: 6, SJR: 0.196, h-index: 12)
Intl. J. of Workplace Health Management     Hybrid Journal   (Followers: 11, SJR: 0.358, h-index: 8)
Intl. Marketing Review     Hybrid Journal   (Followers: 16, SJR: 1.076, h-index: 57)
J. for Multicultural Education     Hybrid Journal   (Followers: 3, SJR: 0.124, h-index: 11)
J. of Accounting & Organizational Change     Hybrid Journal   (Followers: 5, SJR: 0.346, h-index: 7)
J. of Accounting in Emerging Economies     Hybrid Journal   (Followers: 7)
J. of Adult Protection, The     Hybrid Journal   (Followers: 15, SJR: 0.291, h-index: 7)
J. of Advances in Management Research     Hybrid Journal   (Followers: 3)
J. of Aggression, Conflict and Peace Research     Hybrid Journal   (Followers: 49, SJR: 0.177, h-index: 9)
J. of Agribusiness in Developing and Emerging Economies     Hybrid Journal   (Followers: 1)
J. of Applied Accounting Research     Hybrid Journal   (Followers: 16, SJR: 0.22, h-index: 5)
J. of Applied Research in Higher Education     Hybrid Journal   (Followers: 51)
J. of Asia Business Studies     Hybrid Journal   (Followers: 2, SJR: 0.115, h-index: 1)
J. of Assistive Technologies     Hybrid Journal   (Followers: 19, SJR: 0.215, h-index: 6)
J. of Business & Industrial Marketing     Hybrid Journal   (Followers: 8, SJR: 0.664, h-index: 48)
J. of Business Strategy     Hybrid Journal   (Followers: 12, SJR: 0.381, h-index: 17)
J. of Centrum Cathedra     Open Access  
J. of Children's Services     Hybrid Journal   (Followers: 5, SJR: 0.167, h-index: 9)
J. of Chinese Economic and Foreign Trade Studies     Hybrid Journal   (Followers: 1, SJR: 0.188, h-index: 4)
J. of Chinese Entrepreneurship     Hybrid Journal   (Followers: 3)
J. of Chinese Human Resource Management     Hybrid Journal   (Followers: 7, SJR: 0.112, h-index: 3)
J. of Communication Management     Hybrid Journal   (Followers: 7, SJR: 0.735, h-index: 6)
J. of Consumer Marketing     Hybrid Journal   (Followers: 18, SJR: 0.613, h-index: 62)
J. of Corporate Real Estate     Hybrid Journal   (Followers: 3, SJR: 0.633, h-index: 5)
J. of Criminal Psychology     Hybrid Journal   (Followers: 127, SJR: 0.13, h-index: 1)
J. of Criminological Research, Policy and Practice     Hybrid Journal   (Followers: 54)
J. of Cultural Heritage Management and Sustainable Development     Hybrid Journal   (Followers: 11, SJR: 0.109, h-index: 5)
J. of Documentation     Hybrid Journal   (Followers: 189, SJR: 0.936, h-index: 50)
J. of Economic and Administrative Sciences     Hybrid Journal   (Followers: 3)
J. of Economic Studies     Hybrid Journal   (Followers: 10, SJR: 0.498, h-index: 26)
J. of Educational Administration     Hybrid Journal   (Followers: 7, SJR: 0.848, h-index: 36)
J. of Engineering, Design and Technology     Hybrid Journal   (Followers: 17, SJR: 0.173, h-index: 10)
J. of Enterprise Information Management     Hybrid Journal   (Followers: 5, SJR: 0.433, h-index: 38)
J. of Enterprising Communities People and Places in the Global Economy     Hybrid Journal   (Followers: 1, SJR: 0.212, h-index: 8)
J. of Entrepreneurship and Public Policy     Hybrid Journal   (Followers: 9)
J. of European Industrial Training     Hybrid Journal   (Followers: 2)
J. of European Real Estate Research     Hybrid Journal   (Followers: 3, SJR: 0.52, h-index: 7)
J. of Facilities Management     Hybrid Journal   (Followers: 3)
J. of Family Business Management     Hybrid Journal   (Followers: 6)
J. of Fashion Marketing and Management     Hybrid Journal   (Followers: 13, SJR: 0.529, h-index: 30)
J. of Financial Crime     Hybrid Journal   (Followers: 345, SJR: 0.158, h-index: 5)
J. of Financial Economic Policy     Hybrid Journal   (Followers: 1)
J. of Financial Management of Property and Construction     Hybrid Journal   (Followers: 8, SJR: 0.234, h-index: 1)
J. of Financial Regulation and Compliance     Hybrid Journal   (Followers: 9)
J. of Financial Reporting and Accounting     Hybrid Journal   (Followers: 11)
J. of Forensic Practice     Hybrid Journal   (Followers: 50, SJR: 0.225, h-index: 8)
J. of Global Mobility     Hybrid Journal   (Followers: 1)
J. of Global Responsibility     Hybrid Journal   (Followers: 4)
J. of Health Organisation and Management     Hybrid Journal   (Followers: 23, SJR: 0.67, h-index: 27)
J. of Historical Research in Marketing     Hybrid Journal   (Followers: 3, SJR: 0.376, h-index: 8)
J. of Hospitality and Tourism Technology     Hybrid Journal   (Followers: 4, SJR: 0.672, h-index: 10)
J. of Human Resource Costing & Accounting     Hybrid Journal   (Followers: 5)
J. of Humanitarian Logistics and Supply Chain Management     Hybrid Journal   (Followers: 13)

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Journal Cover Leadership & Organization Development Journal
  [SJR: 0.307]   [H-I: 28]   [31 followers]  Follow
    
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0143-7739
   Published by Emerald Homepage  [335 journals]
  • The impact of ethical leadership on organizational citizenship behavior
    • Abstract: Leadership & Organization Development Journal, Ahead of Print.
      Purpose The purpose of this paper is to clarify the relationship between ethical leadership and employee organizational citizenship behavior (OCB), specifically the mechanisms through which ethical leadership impacts employee OCB, and the moderating role of workplace ostracism. Design/methodology/approach The study used the survey-based dyad data collected from middle management team members and their immediate subordinates in Chinese companies. Multiple regression analysis was used to test the research hypothesis. Findings The empirical findings indicate that ethical leadership positively influences employee OCB. Organizational commitment mediates the relationship between ethical leadership and employee OCB. Furthermore, the effect of ethical leadership on employee OCB directly and indirectly (via organizational commitment) is moderated by workplace ostracism. Originality/value This paper adds to knowledge about the relationship between ethical leadership and employee OCB and contributes to better understand workplace ostracism.
      Citation: Leadership & Organization Development Journal
      PubDate: 2017-11-24T12:30:28Z
      DOI: 10.1108/LODJ-12-2016-0313
       
  • Subordinates’ core self-evaluations and performance predict
           leader-rated LMX
    • Abstract: Leadership & Organization Development Journal, Ahead of Print.
      Purpose The purpose of this paper is to test the effects of subordinates’ individual differences or traits and their performance behavior on the formation of leaders’ LMX, based on leader-member exchange (LMX) theory, thus proposing that both who subordinates are and what they do may affect supervisors’ LMX perceptions. Design/methodology/approach Two studies were conducted. The first was a non-experimental field study and the second was a laboratory experiment. Findings Study 1, a non-experimental field study, HLM, showed that subordinates’ self-reported characteristics predict their leaders’ LMX ratings; Study 2, a laboratory experiment, showed that subordinate performance causes leaders’ LMX perceptions while holding subordinate’s individual differences constant. Originality/value The current research was the first to demonstrate experimentally that LMX develops over multiple interactions. Additionally, it demonstrates that task-oriented behavior (i.e. job performance) and personality characteristics (i.e. internal locus of control and self-efficacy) are predictors of LMX.
      Citation: Leadership & Organization Development Journal
      PubDate: 2017-11-20T03:35:40Z
      DOI: 10.1108/LODJ-06-2016-0162
       
  • Not bad, just unhappy: diminished well-being as a motive for interpersonal
           deviance
    • Abstract: Leadership & Organization Development Journal, Ahead of Print.
      Purpose The purpose of this paper is to investigate the relationship between diminished employee well-being and interpersonal deviance. Design/methodology/approach In a survey, 380 employees from 107 organizations were asked about their psychological and social well-beings. Participants reported their experiences of irritation, depression and anxiety for psychological well-being. A modified scale of social well-being captured participants’ scores on social integration and social acceptance. Respondents also self-reported incidents of interpersonal deviance against coworkers. Findings The results demonstrate that only irritation, not depression or anxiety, was positively related to interpersonal deviance. Socially accepting individuals were less likely to engage in deviant acts against their coworkers. Furthermore, respondents scoring high on both neuroticism and depression were reporting more acts of interpersonal deviance. Research limitations/implications Based on these findings, the role of intent in the study of workplace deviance is discussed. Practical implications The findings of this study suggest that diminished well-being can be a catalyst for other negative outcomes in the workplace. Management should be concerned with the affective state of employees as the experiences of one person may translate into experiences for others. Given the complexity of human experiences, decision makers in organizations should consider emotional state and experiences in developing practices for deviance prevention. Attention and intervention initiatives devoted to improving well-being and social health of employees might be more effective than discipline policies. Originality/value Deviant behaviors are often conceptualized as intentional acts. The findings of this research paper provide some evidence that factors other than harmful intend may motivate transgressions against coworkers.
      Citation: Leadership & Organization Development Journal
      PubDate: 2017-11-20T03:13:57Z
      DOI: 10.1108/LODJ-09-2015-0184
       
  • Transformational leadership and turnover
    • Abstract: Leadership & Organization Development Journal, Ahead of Print.
      Purpose The purpose of this paper is to report the findings of a study which examines the relationship between transformational leadership and intention to leave through the mediating role of employee engagement, employer branding, and psychological attachment. Design/methodology/approach Transformational leadership, employee engagement, employer branding, and psychological attachment were assessed in an empirical study based on a sample of 405 full-time employees working in information technology (IT) organizations in India. The data which were obtained using Google doc and a printed questionnaire was analyzed through structural and measurement model. Findings The results reveal that transformational leadership style directly influences employee intention to leave. Transformational leadership and employer branding is mediated by employee engagement. The leadership relation with psychological attachment is mediated by employer branding. Practical implications The implications of the study are of utmost importance for Indian IT industries facing high voluntary turnover in recent times. Transformational leaders in teams contribute to develop employee engagement, employer branding, and psychological attachment. Imparting transformational leadership training to team leaders can help in generating psychological attachment with the employees which would go a long way. Originality/value This study explores the relationship among transformational leadership style, employee engagement, employer branding, and psychological attachment which has not been explored theoretically and tested empirically in an Indian context.
      Citation: Leadership & Organization Development Journal
      PubDate: 2017-11-07T08:02:20Z
      DOI: 10.1108/LODJ-12-2014-0243
       
  • Exercising responsible leadership in a Singapore context
    • Abstract: Leadership & Organization Development Journal, Ahead of Print.
      Purpose The purpose of this paper is to explore the western developed notion of responsible leadership (RL) from a Singapore context. Design/methodology/approach Following the qualitative research tradition, face-to-face interviews with 20 influential Singaporean leaders were developed into case studies. Grounded theory methodology was applied to identify similarities and differences within and across cases. Findings The findings reveal that the interviewed Singaporean leaders projected traits and values consistent with western definitions of responsible and effective leadership. Findings also suggest that contextual factors such as national culture and the ethos of the nation as well as leaders’ relational intelligence influence RL. These factors also help responsible leaders to better manage the tension between responsible and effective leadership. Research limitations/implications The small and geographically bound sample size makes it difficult to generalise the findings of this study. As in other ethics studies, interviewees’ desire to present a socially desirable image of themselves could be high in this study. Finally, the methods and analytical techniques applied may be biased and be influenced by the purposive selection of the participants. Practical implications Singaporean business leaders may need to consider the importance of retaining and developing the national culture and ethos of the nation, since these are the factors that have been identified in this study as key to influencing RL. Originality/value This study identifies the factors that influence RL from a Singapore context. It extends the understanding of the mostly western-based multi-level theory of RL.
      Citation: Leadership & Organization Development Journal
      PubDate: 2017-10-11T03:23:27Z
      DOI: 10.1108/LODJ-09-2015-0215
       
  • Leadership, affect and outcomes: symmetrical and asymmetrical
           relationships
    • Abstract: Leadership & Organization Development Journal, Ahead of Print.
      Purpose The purpose of this paper is to examine the extent to which emotional experiences mediate the relationships between employees’ perception of considerate and/or tyrannical leadership behaviors and their work engagement and intention to leave the organization. The notion of symmetric and asymmetric relationships between specific kinds of leadership behavior, emotional reactions, and followers’ attitudinal outcomes is also examined. Design/methodology/approach Employing a survey design, the variables were assessed in a cross-sectional sample of 312 employees. Findings The study confirmed the notion of symmetric relationships between specific kinds of leadership behavior, emotional reactions, and followers’ attitudinal outcomes. Contrary to the general notion that “bad is stronger than good,” the results indicated that positive emotions were equal or stronger mediators than the negative ones regarding the two outcomes measured in the present study. Originality/value The paper is, to the authors’ knowledge, the first paper which examines simultaneously how constructive and destructive leadership styles, and positive and negative affects, are related to employee attitudes outcomes, and evokes a discussion when bad is stronger than good or vice versa regarding leadership outcomes.
      Citation: Leadership & Organization Development Journal
      PubDate: 2017-09-22T02:08:13Z
      DOI: 10.1108/LODJ-08-2016-0194
       
  • The effect of leader personality on follower behaviour
    • Abstract: Leadership & Organization Development Journal, Ahead of Print.
      Purpose The purpose of this paper is to examine the mediating effect of the leader-member exchange (LMX) on the relationship between leader personality and follower attitudes and behaviours, including task performance, satisfaction with the leader and organisational citizenship behaviour. Design/methodology/approach Adopting a multifaceted perspective to examine the relationships among the research variables, data were collected from 67 leaders and 372 followers. To test the hypotheses, hierarchical linear modelling analyses were conducted. Findings The results indicate that leader extraversion is positively related to follower task performance and that leader agreeableness is positively related to follower organisational citizenship behaviour and satisfaction with leaders. Moreover, the results indicate that the quality of the LMX relationship partially mediated the positive relationship between leader extraversion and follower task performance and fully mediated the relationship between leader agreeableness and satisfaction with leader and organisational citizenship behaviour. Practical implications The findings of this study support the mediating role of the LMX relationship between leader personality and follower attitudes and behaviours. Hence, it is worthwhile to examine the effects of leader personality in an organisational context. Originality/value The originality of this study is that it focusses on the integration of leader personality, LMX, and follower attitudes and behaviours in a single study, providing a model that indicates the mediating role of LMX in the relationship between leader personality and follower attitudes and behaviours.
      Citation: Leadership & Organization Development Journal
      PubDate: 2017-09-18T01:31:35Z
      DOI: 10.1108/LODJ-08-2016-0206
       
  • Connecting influence tactics with full-range leadership styles
    • Abstract: Leadership & Organization Development Journal, Ahead of Print.
      Purpose Full-range leadership theory and power-and-influence approaches to leadership emerge from different theoretical traditions, but may overlap conceptually and practically. Previous research has found connections between full-range leadership styles and leaders’ influencing behaviors. However, this research has been conceptually and methodologically limited, neither examining all full-range leadership styles nor all common influence tactics, and measuring only employees’ perceptions. The purpose of this paper is to address these limitations. Design/methodology/approach Follower-rated leadership styles and influence tactics, and leader-rated leadership styles were surveyed for 160 pairs of leaders and followers (n=320). Findings Core influence tactics and apprising were correlated with, and predicted, follower-rated transformational and transactional leadership, but confirmatory factor analysis provided a more nuanced view of these relationships. Rational persuasion (negatively) predicted passive-avoidant leadership. There were few significant correlations between leader-self-rated leadership styles and followers’ ratings of leaders’ influence tactics. Originality/value This study extends upon previous studies by more comprehensively connecting full-range leadership styles and influence tactics, and doing so with both leader-rated and follower-rated leadership styles. The results help to provide a clearer picture of the overlap between full-range and power-and-influence theories of leadership. The mismatches between results from leader-rated and follower-rated leadership styles raise conceptual, practical, and methodological questions for future research.
      Citation: Leadership & Organization Development Journal
      PubDate: 2017-09-15T07:20:35Z
      DOI: 10.1108/LODJ-09-2016-0221
       
  • Gender and leadership aspiration: the impact of organizational
           identification
    • First page: 1018
      Abstract: Leadership & Organization Development Journal, Ahead of Print.
      Purpose Although nowadays more women occupy leadership roles, they still are a minority. Because aspiration is a precursor of advancement, examining conditions fostering female leadership aspiration is important. A neglected perspective is the impact of organizational identification. Identification can be argued to foster leadership aspiration because the essence of leadership is the pursuit of collective interests, and identification motivates such pursuits. The paper aims to discuss these issues. Design/methodology/approach A cross-sectional survey design with an n=400 fulltime employed men and women, working for various organizations was selected. Findings The initial prediction was that identification is more important to women’s leadership aspiration to the extent that gender is associated with communal orientation, because women tend to have stronger communal orientation with associated greater affiliation needs, and organizational identification can be expected to cater to those needs. The communal orientation by organizational identification interactive influence on leadership aspiration was supported. Also, the indirect effect of gender on leadership aspiration via this interactive influence of communal orientation and organizational identification was supported. Research limitations/implications Due to the selected survey approach the data are correlational and as a result no reference to matters of causality can be made. Thus (field) experimental data is needed to confirm these findings. Practical implications Within the paper the discussion focuses on the importance of creating an environment that is more conducive to organizational identification and as such speaks to the communal orientation – being more pronounced among women – to act in favor of the organization by aspiring leadership positions. Originality/value The presented results depict an important step toward understanding how organizational identification and communal orientation interact and how they interact with women’s leadership aspiration.
      Citation: Leadership & Organization Development Journal
      PubDate: 2017-09-08T08:35:37Z
      DOI: 10.1108/LODJ-05-2016-0120
       
  • Global leaders’ perceptions of elements required for effective
           leadership development in the twenty-first century
    • First page: 1038
      Abstract: Leadership & Organization Development Journal, Ahead of Print.
      Purpose The purpose of this paper is to develop a clear answer to the question “how is leadership developed'” This research utilized the knowledge of leadership development experts and their collective expertise to identify the critical elements required for a high-quality leadership development program. Design/methodology/approach The Lockean Inquiring System approach to the Delphi technique was used to solicit the views of experts in leadership and leadership development from around the world. Experts for Round 1 of the Delphi were drawn from a random sampling of 100 people, comprising leadership researchers, coaches, and organizational leaders, not personally known to the lead researcher of this project, but in his LinkedIn network. A response rate of 13 percent (n=13) yielded a rich range of qualitative data. Responses from the first round of the Delphi were analyzed using open coding and categorized into four themes, representing four sets of competencies required of leaders. Findings The four themes were labeled as contextual, human capital, social capital, and structural capital, all of which were seen by participants as being central to the development of collective leadership. Based on these themes, this paper identifies a useful list of key leadership development tactics from which those wishing to develop a leadership program can work. Research limitations/implications As the first round of a Delphi study, the authors are limited to presenting only the key elementary empirical judgments. Subsequent study with an expanded sample size and a refined set of questions rooted in the current data will contribute further to the development of factual propositions related to leadership development for the twenty-first century. The Delphi survey is a “snapshot” approach and presents a holographic-type image of the complex whole. The authors plan to triangulate the data by significantly expanding the pool of Delphi experts and conducting the Round 1 survey a second time with a larger international group of respondents that fit the criteria of expert. Practical implications This paper presents four dimensions of an effective leadership development strategy. Originality/value Core elements of the best methods for leadership development have been identified by leadership development experts, which serve as a basis for developing leadership as a collective, and for further research.
      Citation: Leadership & Organization Development Journal
      PubDate: 2017-10-04T11:24:36Z
      DOI: 10.1108/LODJ-06-2016-0145
       
  • A multi-level test for social regulatory focus and team member creativity
    • First page: 1057
      Abstract: Leadership & Organization Development Journal, Ahead of Print.
      Purpose In this study, self-leadership strategy serves as a self-regulatory mediating mechanism of individual differences in predicting individual creativity because it is related to actions intended to lead their own goal-directed activities. The purpose of this paper is to explore the boundary conditions of the effect of regulatory focus on employee self-leadership behaviors. Design/methodology/approach Considering the contextual influence, cross-level moderating effect of empowering leadership on the relationship between the promotion (prevention) focus and self-leadership has been examined. The research data were collected from 441 employees of 65 work teams from three software companies located in Northern Taiwan. A time-lagged design by implementing three time surveys was applied to minimize potential problems of cross-sectional design. At Time 1, employees completed the measures of promotion focus, prevention focus, empowering leadership, and individual-level control variables. At Time 2, employees reported the extent of their self-leadership at work. In the final survey, team leaders assessed the individual employee creativity. Findings This study concludes several findings. When self-leading behavior-focused strategies are considered as mediators, the indirect relationships that promotion focus and prevention focus had with individual creativity were confirmed. As an influential team-level indicator, empowering leadership could moderate the relatedness between employees promotion-focused strategies and behavior-focused strategies that positively influenced on individual creativity. Originality/value In this study, responding to the call by De Stobbeleir et al. (2011) to examine how employees actively manage their creative performance, the author zoomed in on self-leadership strategies and how these strategies relate to actual creative performance.
      Citation: Leadership & Organization Development Journal
      PubDate: 2017-09-14T08:46:53Z
      DOI: 10.1108/LODJ-05-2016-0125
       
  • Inherited organizational performance' The perceptions of generation Y
           on the influence of leadership styles
    • First page: 1078
      Abstract: Leadership & Organization Development Journal, Ahead of Print.
      Purpose Leadership has a major impact on organizational performance (Agle et al., 2006; Felfe and Schyns, 2004; Peterson et al., 2003). However, results are still conflicting regarding these effects and research has yet to focus on the expectations and perceived impact from the point of view of young professionals (the future senior employees and managers). Therefore, the purpose of this paper is to investigate how leadership is perceived and how leadership styles influence performance from the perspective of young professionals. Design/methodology/approach A quantitative research strategy was implemented by using a self-completion online questionnaire and the data were analyzed using multivariate statistical analysis to demonstrate the impact of each leadership style on organizational performance. The Multifactor Leadership Questionnaire (Bass and Avolio, 1995) was used to measure leadership styles (passive/avoidant, transactional and transformational leadership) and organizational performance was measured based on the balanced scorecard performance dimensions (financial, learning and growth, customer orientation and organizational effectiveness) (Kaplan and Norton, 2005). Findings The main findings supported the literature suggesting a statistically significant positive impact of both transactional and transformational leadership on organizational performance. Conversely, the relationship between the passive/avoidant leadership style and organizational performance was statistically significant but negative. This suggests that leaders in organizations driven by German culture should reconsider their approaches and practices. Originality/value The present study has focused on the responses from young German professionals who represent future organizational success. Consequently, it is of major importance to know how these groups assess the leadership style of their leaders and how this has an influence on organizational performance.
      Citation: Leadership & Organization Development Journal
      PubDate: 2017-09-12T07:14:59Z
      DOI: 10.1108/LODJ-05-2016-0119
       
  • The impact of employees’ values on role engagement
    • First page: 1095
      Abstract: Leadership & Organization Development Journal, Ahead of Print.
      Purpose The purpose of this paper is to investigate the manner in which employees’ experience of distributive justice (DJ) moderates the impact of intrinsic and extrinsic values on role engagement (RE). RE is especially important in the healthcare setting (examined here) due to the sector’s complexity, changeability and emotionally challenging nature. Design/methodology/approach Using data collected from a survey of employees from a large government health district in Southeast Queensland (Australia), this study examined the determinants of RE among a group of employees working across three hospital locations. Findings The focus of the study was on the impact, both directly and in combination, of espoused extrinsic and intrinsic values and perceived DJ on RE. The authors identify strong direct effects from DJ on RE, and complex third-order effects for the combinations of intrinsic (IM) and extrinsic motivation and DJ in predicting RE. Research limitations/implications As a cross-sectional and attitudinal survey, care must be taken in relation to common-method variance. Post hoc controls were performed in relation to this. Practical implications DJ is important for all, and is a powerful motivator for engagement of employees reporting highly on IM. There is evidence that the most engaged employees are not those most motivated by extrinsic rewards alone, although employees who are motivated primarily by extrinsic rewards alone can be highly engaged when they experience high levels of DJ. Social implications For managers seeking to engage their employees, an understanding of the different motivators for intrinsically vs extrinsically inclined employees is important. Taken together, these results suggest that employee RE is driven by a complex set of factors that differ between employees. Managing this complexity is an important consideration for managers. Originality/value This is the first empirical study to show these interaction effects using these measures. The healthcare context, generally under researched, also features in this study.
      Citation: Leadership & Organization Development Journal
      PubDate: 2017-09-15T07:28:17Z
      DOI: 10.1108/LODJ-09-2016-0223
       
  • Subjective well-being, knowledge sharing and individual innovation
           behavior
    • First page: 1110
      Abstract: Leadership & Organization Development Journal, Ahead of Print.
      Purpose The purpose of this paper is to investigate the effect of subjective well-being on individual innovation behavior. The authors propose that such effect is mediated by knowledge sharing, and individual absorptive capacity moderates the relationship between knowledge sharing and innovation behavior. Design/methodology/approach A research model was developed. Survey data were based on a sample of 220 employees from 20 enterprises in China. Hierarchical multiple regression analyses and bootstrap approach were applied to test the research model. Findings Subjective well-being has significantly positive influence on individual innovation behavior, and this effect is mediated by knowledge sharing. Furthermore, absorptive capacity moderates the mediated relationships between subject well-being and individual innovation behavior via knowledge sharing. Practical implications This research sheds light on an effective role to promote individual innovation behavior in management practices. It suggests that harmonious atmosphere, communication platform, and well-established learning plans can be cultivated to enhance individual innovation ability. Originality/value This research discusses the antecedent of innovation behavior from the viewpoint of individual psychology, and identifies the different roles of knowledge sharing and absorptive capacity on individual innovation behavior.
      Citation: Leadership & Organization Development Journal
      PubDate: 2017-09-06T10:10:39Z
      DOI: 10.1108/LODJ-10-2015-0235
       
  • Investigating the impact of ethical leadership on aspects of burnout
    • First page: 1128
      Abstract: Leadership & Organization Development Journal, Ahead of Print.
      Purpose The purpose of this paper is to investigate the effect of ethical leadership on the burnout process among resident physicians, and the mediating roles of general self-efficacy and perceived supervisor support (PSS) in the relationship between ethical leadership behavior and various aspects of burnout. Design/methodology/approach A total of 203 residents of three teaching hospitals in the South Atlantic Division of the USA completed the Maslach Burnout Inventory-Human Services Survey, the General Self-Efficacy Scale, and Survey of Perceived Supervisor Support and rated the ethical leadership of their supervising attending physicians on the Ethical Leadership Scale. Confirmatory factor analysis and path analysis were conducted to test the measurement and hypothesized structural models. Findings The results showed that ethical leadership had a negative indirect effect on emotional exhaustion through PSS and a positive indirect effect on personal accomplishment through general self-efficacy. However, PSS and general self-efficacy did not mediate the relationship between ethical leadership and depersonalization. Originality/value This study adds to the body of knowledge on the impact of ethical leadership on three aspects of burnout syndrome, i.e., emotional exhaustion, depersonalization and personal accomplishment. Moreover, this is the first study to consider PSS and general self-efficacy as intervening variables to the ethical leadership-burnout relationship.
      Citation: Leadership & Organization Development Journal
      PubDate: 2017-09-11T10:33:58Z
      DOI: 10.1108/LODJ-09-2016-0224
       
  • The role of wilderness experiences in leaders’ development toward
           authentic leadership
    • First page: 1144
      Abstract: Leadership & Organization Development Journal, Ahead of Print.
      Purpose The purpose of this paper is to investigate the impact of leaders’ wilderness experiences on intentions to transform leadership behaviors toward authentic leadership. Design/methodology/approach Content analysis was used on trail reports made by participants of a wilderness-based leadership program. Participants (n=97) were leaders working in business and institutional settings, both males and females. Participants were asked to write personal reports within two weeks after the training program about their wilderness experiences, and related behavioral intentions. Findings The analyses revealed four categories of leaders’ peak experiences: heightened sense of self, awareness of one’s core values, deep connected attention, and being in full presence. These peak experiences triggered intentions to change future leadership behaviors: to be more aware of self, to live by the inner compass, to improve careful listening, and to become more transparent. These intentions closely resonate with the core components of authentic leadership. Research limitations/implications The authors’ sample is characterized by developmental readiness: people who are already willing to change. However, developmental ready leaders are the subset of leaders that is particularly relevant studying change toward authentic leadership. Another limitation is intentions are assessed, and hence knowledge about actual changes in leadership style requires additional research. Practical implications The attributes of the transformation program that foster change as revealed here – being in another world, facing unfamiliar challenges, peer-to-peer learning – can be flexibly adopted and implemented in a wide range of leadership transformation programs. Originality/value By demonstrating that being immersed in nature can act as a significant life event that has the potential to foster authentic leadership, this study provides an original contribution to the literature on strategies for intra-personal leadership development.
      Citation: Leadership & Organization Development Journal
      PubDate: 2017-09-14T08:41:02Z
      DOI: 10.1108/LODJ-06-2016-0153
       
 
 
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