{"id":4248,"date":"2018-10-12T15:23:48","date_gmt":"2018-10-12T07:23:48","guid":{"rendered":"https:\/\/www2.ift.edu.mo\/NewsPortal\/?p=4248"},"modified":"2018-10-12T16:04:40","modified_gmt":"2018-10-12T08:04:40","slug":"win-win-leadership","status":"publish","type":"post","link":"https:\/\/www.utm.edu.mo\/NewsPortal\/win-win-leadership\/","title":{"rendered":"Win-win leadership"},"content":{"rendered":"\u4e2d\u6587\u6458\u8981 \/ Summary in Chinese<\/span>\n

A so-called \u2018people-centred\u2019 style of business leadership can have a trickle-down effect on employees, says an academic study involving a scholar from IFT. This type of leadership \u2013 known as \u2018servant leadership\u2019 among academics studying such matters \u2013 can lead to positive impacts at different levels in relations between employees, and the people with whom they interact, it is argued.<\/p>\n

\u201cOur results demonstrated that servant leadership promotes employees\u2019 discretionary behavior (i.e., performing beyond job description) directed at multiple stakeholders, including leaders, co-workers, and customers,\u201d wrote IFT Assistant Professor Dr. Ali Bavik and research co-authors Ms. Yuen Lam Bavik and Mr. Pok Man Tang. They added that such servant leadership works if employees are allowed to take part in shaping their own roles in the organisation.<\/p>\n

The paper, \u201cServant Leadership, Employee Job Crafting, and Citizenship Behaviours: A Cross-Level Investigation\u201d, was published last year in the Cornell Hospitality Quarterly.<\/p>\n

The study results were based on questionnaires answered by 238 respondents. The sample comprised people working in 5-star hotels in Macao, and included employees and their immediate leaders in a total of 38 teams.<\/p>\n

Dr. Bavik and his fellow researchers added that servant leaders \u201cempower their followers to maximise their capabilities and to develop their potential to the fullest, thus providing the autonomy employees require for job crafting\u201d. In addition, they stated, servant leadership helps its adherents to work with the employees so that the latter can achieve what the authors termed \u2018personal growth\u2019, engage in forward thinking and planning, and find ways to improve job performance. \u201cServant leaders exert efforts in offering their resources and assistance for employees to master new skills and attain work goals,\u201d the authors said.<\/p>\n

In the paper, the researchers argued that servant leadership was \u201cparticularly relevant\u201d for motivating individual employees to play an active role in accessing workplace resources in order to gain greater job satisfaction. \u201cJob crafting serves as a means for employees to physically and cognitively alter the psychological experience of their work,\u201d they noted. \u201cThrough job crafting, employees may achieve a higher level of work engagement, performance, and psychological well-being.\u201d<\/p>\n

Management lessons<\/strong><\/p>\n

Dr. Bavik and his fellow researchers wrote in the paper that the results of their research could be helpful to hospitality executives. \u201cWe suggest that organisations can utilise servant leadership and job crafting training to increase employees\u2019 citizenship behaviours,\u201d they wrote, referring to positive actions by individuals directed at co-workers and customers, among other stakeholders.<\/p>\n

The authors said hotel managers \u201ccould create and\/or improve work content and quality as well as ensure that employees have sufficient resources to craft and enhance their work\u201d. In this way, Dr. Bavik and his fellow researchers noted, \u201cemployees can potentially increase collaboration with their co-workers and customer-oriented behaviours.\u201d<\/p>\n

The team added that managers could even \u201cco-craft\u201d job profiles in partnership with subordinates. \u201cMutual sharing may increase the potential outcomes of job crafting, and to some extent managers may have some control in the crafting process\u201d, they added.<\/p>\n

Job crafting however could under some circumstances lead to negative outcomes, the authors warned. \u201cManagers should consider the nature and\/or standardisation level of work and provide clear guidance about organisational ideology, work framework, and work limitations,\u201d they stated.<\/p>\n

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More info<\/strong><\/p>\n

<\/div>\n
The researchers<\/div>\nDr. Ali Bavik is an Assistant Professor at IFT. He has a Ph.D. from the University of Otago in New Zealand. His research interests include hospitality management, organisational culture, tourist behaviour, hospitality marketing, and leadership and organisational behaviour. Dr. Bavik has published a number of articles in academic journals and conference papers in topics related to tourism and hospitality management. He has presented his research work at major conferences both in Macao and overseas.<\/p>\n

Ms. Yuen Lam Bavik is a doctoral student in the Department of Management and Marketing of the Hong Kong Polytechnic University. Her research interests cover emotions, social support, resources, and leadership. Her works have been published in the Leadership Quarterly, Cornell Hospitality Quarterly, and International Journal of Hospitality Management.<\/p>\n

Mr. Pok Man Tang is a Ph.D. student in the Department of Management and Organization at the National University of Singapore. His research interests include leadership, ethics, emotions, deviance, and humour. His research has been published in internationally renowned journals such as Leadership Quarterly. Prior to his Ph.D. study, he served in managerial and consultancy positions in investment banking, a multi-national retail group, and hybrid organisations.
\n<\/div>\n

The paper<\/div>\nAli Bavik, Yuen Lam Bavik and Pok Man Tang: \u201cServant Leadership, Employee Job Crafting, and Citizenship Behaviors: A Cross-Level Investigation\u201d, Cornell Hospitality Quarterly, Volume 58, Issue 4, pages 364\u2013373, 2017.
\nhttps:\/\/doi.org\/10.1177\/1938965517719282<\/a>
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