Browsing by Author "Lee MCC"

Now showing 1 - 7 of 7
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    Comparing empowering, transformational, and transactional leadership on supervisory coaching and job performance: A multilevel perspective.
    (The Institute of Psychology, Chinese Academy of Sciences and John Wiley & Sons Australia Lt, 2020-10) Lee MCC; Ding AYL
    With a leader being able to possess different types of leadership styles, there is a lack of literature investigating which leadership style best facilitates supervisory coaching behavior. The current study aimed to investigate which leadership style would exhibit supervisory coaching behavior, and if supervisory coaching behavior would mediate the relationship between leadership styles and job performance. The study compared the effects of three leadership styles-transformational, transactional, and empowering leadership-on supervisory coaching behavior, which has been reported to influence job performance. A multilevel approach was adopted in this study using 500 employees from 65 organizations within Malaysia. The study found that only empowering and transactional leadership styles exhibited supervisory coaching behavior, which in turn mediated their relationships with job performance. Overall, the findings suggest the importance of leadership styles that prioritize employee development, as these would lead to improved job performance in employees.
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    Exploring the mediating role of flexible working hours in the relationship of supervisor support, job and life satisfaction: A study of female nurses in China.
    (John Wiley and Sons Ltd, 2021-11) Dousin O; Wei CX; Balakrishnan BKPD; Lee MCC
    AIMS: To examine the mediating role of flexible working hours on the relationship between supervisor support, job and life satisfaction among female nurses in China. DESIGN: A cross-sectional, quantitative study was conducted with online survey questionnaires. METHODS: Convenience sampling was implemented with 171 female nurses from two tertiary public hospitals in 2019. RESULTS: The mediation analysis demonstrates that flexible working hours significantly and positively mediate the relationship between supervisor support to job (β = 0.775, p < .001) and life satisfaction (β = 0.745, p < .001). In addition, supervisor support and flexible working hours significantly and positively influence job (r = 0.520, p < .01; r = 0.520, p < .01) and life satisfaction (r = 0.487, p < .01; r = 0.487, p < .01). The study suggested that flexible working hours iarean indicator of what supervisor support (r = 0.656, p < .01) is to improve nurses' job and life satisfaction. The study revealed that flexible working hours and supervisor support are crucial to female nurses who face high demands at both work and home.
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    HRM practices and innovative work behavior within the hotel industry in Pakistan: Harmonious passion as a mediator
    (Taylor and Francis Group LLC, 2021-01-01) Jan G; Zainal SRM; Lee MCC
    Innovative work behavior (IWB) forms an essential basis for obtaining competitive advantage and long-term success for organizations. Empirical research on this behavior has received limited attention in hospitality context. This study tests a conceptual model that examines how IWB can be transpired through the different aspects of HRM practices (i.e., service training, servicing empowerment, participation in decision making) via harmonious passion. Two hundred and twenty full-time employees who worked in the four- and five-star hotels in Pakistan participated in the study. The findings reported significant mediating effect of harmonious passion between the three aspects of HRM practices and IWB.
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    Job resources as a mediator between management trust climate and employees’ well-being: A cross-sectional multilevel approach
    (1/01/2017) Lee MCC; Idris MA
    Adopting the notion that environmental factors affect employees, we investigated the importance of management trust climate as a precursor to job resources (i.e., personal development), positive work outcomes (engagement and job performance) and better well-being (i.e., avoidance of burnout and sleeping problems). Because the Malaysian society is considered to have a higher level of trust than other Asian countries, we used a snowball sampling method and recruited 377 employees from 44 private organisations (62% response rate) in Malaysia as participants in the current study. Multilevel analyses revealed that management trust climate led to higher levels of personal development and job performance; however, it showed no relation to sleeping problems. In addition, personal development mediated management trust climate and job performance, whereas engagement mediated personal development and job performance. Higher burnout led to increased sleeping problems. This study showed organisational level to be an antecedent of job resources and its job resource-engagement model. Since trust conveys a soft psychological contract between two parties, organisations should be aware of the ways trust can be cultivated within the organisation, such as by allowing employees to grow and develop their skills. This may be an effective strategy for ensuring that employees are able to grow within their organisations and execute their duties effectively, without reprisals from higher management.
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    Psychosocial safety climate versus team climate: The distinctiveness between the two organizational climate constructs
    (1/01/2017) Lee MCC; Idris MA
    Purpose: The importance of organizational climates in enhancing employees’ job performance is well studied in the literature. The purpose of this paper is to investigate the effect of psychosocial safety climate (PSC) and team climate on job performance, particularly through job engagement, by using a multilevel survey. The study also predicted that only PSC (and not team climate) predicted job resources (i.e. role clarity and performance feedback). Design/methodology/approach: A total of 412 employees from 44 teams (72.6 per cent response rate) in Malaysian private organizations participated in the current study. Findings: Research findings revealed that performance feedback and role clarity mediate the relationship between PSC and job engagement, and that there is no direct effect between the variables, team climate, and job resources. As expected, the study also discovered that job engagement mediates the relationship between PSC and team climate related to job performance. Practical implications: This paper suggests the importance of PSC as the precursor to better working conditions (i.e. job resources) and to indirectly boosting employees’ engagement and job performance. Originality/value: The study compared two distinctive organizational climate constructs that affect the different types of job resources using multilevel approach within the Asian context.
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    The Relationship Between Market Culture, Clan Culture, Benevolent Leadership, Work Engagement, and Job Performance: Leader's Dark Triad as a Moderator.
    (SAGE Publications, 2022-08-18) Lee MCC; Ding AYL
    Benevolent leadership is one of the leadership styles which provides a positive influence on employees. However, the current leadership literature has yet to investigate how benevolent leadership leads to job performance, the processes involved, the relationship between organizational culture and benevolent leadership, and the role of dark side of leaders in affecting this relationship. Using the leader-culture fit framework within an Eastern context, the current study first investigates the relationship between benevolent leadership and job performance through work engagement. The study then compares two contrasting organizational culture (i.e., market culture and clan culture) on benevolent leadership. Finally, the study investigates how leaders' dark triad affects the relationship between organizational culture and benevolent leadership. 374 full-time white-collar employees (Males = 54.01%; Mean age: 32.7 years) from various private organizations within the service industry participated in this study. The results showed that work engagement mediated benevolent leadership and job performance. Market culture showed a negative relationship with benevolent leadership while clan culture showed a positive relationship with benevolent leadership. Benevolent leadership mediated clan culture (but not market culture) and work engagement. Under a high market culture with a high dark triad leader, benevolent leadership is at its lowest level. Under a high clan culture with a low dark triad leader, benevolent leadership is at its highest level. The findings suggest the importance of benevolent leadership within a clan culture (rather than market culture), in aligning with the leader-culture fit framework in increasing employees' work engagement and job performance.
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    Transformational leadership and organizational citizenship behavior: new mediating roles for trustworthiness and trust in team leaders
    (Springer Nature, 2024-08-19) Lee MCC; Lin M-H; Srinivasan PM; Carr SC
    This study investigates the pivotal role of trust in bridging the effects of transformational leadership on organizational citizenship behavior (OCB). The study was conducted using a multilevel longitudinal approach with 276 employees in 71 teams from private medium-sized organizations in Kuala Lumpur, Malaysia. Transformational leadership was found to be positively related to: (1) three facets of trustworthiness (ability, benevolence, and integrity); (2) trust in the leader; and (3) OCB. All three facets of trustworthiness mediated the relationship between transformational leadership and trust in leaders. In addition, trust in the leader mediated only the relationship between the benevolence facet of trustworthiness and OCB. As OCB is inherently benevolent, these findings not only are consistent with the principle of compatibility, but they also contribute to theorizing about ‘how’ trust plays an important role in the influence of transformational leadership on employees.