Browsing by Author "Lee MCC"

Now showing 1 - 13 of 13
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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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    Entrepreneurial Resources, Decision-Making Logic and Organisational Change Readiness: Enhancing SME Sustainability in New Zealand
    (MDPI (Basel, Switzerland), 2025-05-20) Walker K; Lee MCC
    Entrepreneurs are the backbone of most small- and medium-sized enterprises (SMEs), yet they have received little attention regarding how they prepare for organisational change readiness (OCR), especially in the current uncertain business environment and the disruption of Industrial Revolution 4.0 (IR 4.0). This study sought to understand how entrepreneurs’ decision-making logic (i.e., effectuation and causation) mediates the relationship between the different types of resources (i.e., financial and government resources, social capital) and OCR. A total of 119 participants (91 males), who were entrepreneurs, participated in this cross-sectional study. After controlling for age, gender, and education level, the study’s results found that a positive relationship existed between the two types of resources and OCR, mediated by decision-making logic. A positive relationship was also found between both types of decision-making logic and OCR. These results highlight the significant impact of both entrepreneurs’ social capital and financial and, government resources and decision-making logic on OCR.
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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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    Inclusivity and Work Meaningfulness as Mediators Between Leader’s Cultural Intelligence and Work Engagement: A Two-Wave Multilevel Study
    (SAGE Publications, 2025-07-29) Lee MCC; Gardner D
    Work engagement, a key driver to job performance, has been highly researched in the literature, yet most studies have looked at it from a job demands-resources perspective. In addition, research has rarely tapped into the social aspect of resources, which are important in work relationships. In this era of globalization, employees come from various backgrounds making the workplace more diverse than ever. From the perspective of social capital theory, the current study hypothesized that leadership can be the driver of social capital, specifically that employees’ perceptions of their leader’s cultural intelligence would be related to a stronger sense of inclusivity among employees, which then would be related to higher levels of perceived work meaningfulness and work engagement. This study used a two-wave multilevel approach where three hundred and seven employees from 71 teams in Malaysian organizations participated. As hypothesized, employees’ collective perceptions of leaders’ cultural intelligence at Time 1 were positively related to employee perceptions of inclusivity, work meaningfulness, and work engagement at Time 2. Perceptions of inclusivity also mediated the relationship between collective perceptions of leaders’ cultural intelligence and work meaningfulness while work meaningfulness mediated the relationship between inclusivity and work engagement. The findings clarify that leaders who are seen as culturally intelligent can provide social capital for employees by increasing inclusivity in the workplace, indirectly making work more meaningful which can result in higher work engagement.
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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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    Relationship between the three dimensions of paternalistic leadership, cognitive and affective trust and organizational citizenship behavior: a multilevel mediational pathway
    (Emerald Publishing Limited, 2025-02-25) Lee MCC
    Purpose The current study aims to explore the three dimensions of paternalistic leadership (i.e. moral leadership, benevolent leadership and authoritarian leadership) and their dual pathways of positive and negative influences on employees’ organizational citizenship behavior through the two aspects of trust (i.e. cognitive and affective trust). Design/methodology/approach Given that trust is pertinent in any human relationship, especially in Asian countries where bonding plays an important role, the current study investigated the relationship of each leadership style within paternalistic leadership on employees’ cognitive and affective trust in their leaders, employees’ organizational citizenship behavior and the processes involved. The current study employed a cross-sectional multilevel approach with 435 employees from 85 workgroups participating in the study. Findings As hypothesized, benevolent and moral leadership styles (but not the authoritarian leadership style) had a positive effect on employees’ cognitive and affective trust in their leaders and on employees’ organizational citizenship behavior. Cognitive and affective trust also mediated the relationships of benevolent and moral leadership styles with organizational citizenship behavior. Originality/value The study’s findings urge practitioners and human resources personnel to be aware of the dual effects that a paternalistic leader has on employees. To be specific, benevolent and moral leadership styles are conducive to employees’ work outcomes, whereas the authoritarian leadership style has a non-significant role in employees’ work outcomes.
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    The Characterisation of Carbapenem-Resistant Acinetobacter baumannii and Klebsiella pneumoniae in a Teaching Hospital in Malaysia.
    (MDPI (Basel, Switzerland), 2024-11-20) Lau MY; Ponnampalavanar S; Chong CW; Dwiyanto J; Lee YQ; Woon JJ; Kong ZX; Jasni AS; Lee MCC; Obaidellah UH; Teh CSJ; Christodoulides M
    Background/Objectives: The emergence and dissemination of carbapenem-resistant organisms, particularly Acinetobacter baumannii and Klebsiella pneumoniae, pose a significant threat to healthcare systems worldwide. This retrospective study aims to characterise carbapenem-resistant Acinetobacter baumannii (CRAB) and carbapenem-resistant Klebsiella pneumoniae (CRKP) strains in a teaching hospital and to determine the risk factors associated with patients' in-hospital mortality. Methods: A total of 90 CRAB and 63 CRKP were included in this study. Carbapenemase genes and MLST types of CRAB and CRKP were determined using specific primers. Risk factors associated with in-hospital mortality were analysed with collected data. Results: All the CRAB strains consisted of OXA carbapenemase genes, with 98% of the strains co-harbouring blaOXA-23-like and blaOXA-51-like carbapenemase genes. Conversely, blaNDM is the predominant carbapenemase gene in CRKP, followed by blaOXA-48-like carbapenemase genes. ST2 and ST20 are the dominant MLST types in CRAB and CRKP, respectively. In CRAB, multivariate analysis identified age, ethnicity, the presence of a mechanical ventilator, and patients who experienced previous exposure to clindamycin in the last 90 days as associated with an increased risk of in-hospital mortality. In contrast, older age, male, ICU admission, and the presence of an indwelling urinary catheter were significantly associated with an increased risk of mortality for patients with CRKP. Conclusions: Both CRAB and CRKP lead to high rates of mortality. The MLST profile showed that the genomic patterns of CRKP were highly diverse, whereas CRAB strains had low genetic diversity. To tackle these challenging pathogens, robust surveillance and an in-depth understanding of molecular epidemiology and genomics studies are needed to tailor infection control strategies and individualise treatment approaches.
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    The Generality of Psychosocial Safety Climate Theory—A Fundamental Element for Global Worker Well-Being: Evidence From Four Nations
    (John Wiley and Sons Ltd., 2025-08-01) Loh MY; Lee MCC; Dollard M; Gardner D; Kikunaga K; Tondokoro T; Nakata A; Idris MA; Bentley T; Afsharian A; Tappin D; Forsyth D
    Occupational health and safety researchers and policymakers often rely on organisational theories and evidence to provide valuable information for effective policy making and understanding. Yet, most traditional and contemporary organisational theories are developed within a single nation, often in high-income countries. Therefore, cross-national validation is required for generalisable worldwide use. The current study focuses on an antecedent to workplace health and safety, that is, the psychosocial safety climate (PSC), and aims to investigate if PSC is an etic (i.e., universally applicable) or emic (i.e., nationally/context specific) theory. Across nations, we investigate the construct meaning of PSC by testing PSC measurement invariance and the invariance of a nomological network of PSC relationships, (1) PSC to co-worker to work engagement (PSC extended Job-Demands Resources (JD-R) motivational pathway), (2) PSC to co-worker support to psychological distress (PSC extended JD-R health erosion pathway), and (3) the moderation of PSC on the co-worker to outcomes relationship. A total of 5854 employees from four nations (Australia = 1198, New Zealand = 2029, Malaysia = 575, Japan = 2052) participated in the study. Multi-group structural equation modelling suggested that there was measurement invariance in a four-factor PSC model across the four samples. Findings from multigroup analyses support both the PSC extended motivational and health erosion pathways across nations, as well as the moderation effect of PSC in the Australian and Japanese samples. Together, the results largely support the etic nature of PSC construct and theory, with a few national nuances.
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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.
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    Trust in Leader as Antecedent to Trust in Team Members, Team Cooperation, and Team Performance: A Multilevel, Longitudinal, Mediational Perspective
    (SAGE Publications, 2025-09-20) Lee MCC; Mohd Rasdi R
    Trust in leaders plays a central role in shaping how teams function and perform. While prior research has explored leadership styles and outcomes, the mechanism by which trust in leaders influences team dynamics remains underexplored; particularly from a multilevel, longitudinal perspective. The current study investigated the role of trust in team members as a mediator in the relationship between trust in the leader and team cooperation, and team cooperation as a mediator in the relationship between trust in team members and team performance. Drawing on social contagion theory, this study develops and tests a cascading trust model in which trust in the leader fosters trust among team members, enhances team cooperation, and ultimately improves team performance. Data were collected in two waves over three months from 307 employees across 71 teams in Malaysian private-sector organizations. Using multilevel modelling, the results showed that trust in the leader had a positive relationship with trust in team members, team cooperation, and team performance. Trust in team members also mediated the relationship between trust in the leader and team cooperation, while team cooperation mediated the relationship between trust in team members and team performance. This study extends existing trust and leadership literature by uncovering the affective processes through which trust flows within teams and by highlighting the leader’s role in cultivating a high-trust, high-performing team environment, particularly salient in collectivist, relationship-focused contexts. Practical implications for cultivating high-trust, high-performing teams are discussed.