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Presidente de la sesión: Prof. Dra. Monica Santana, Universidad Pablo de Olavide
Lugar:Aula 605
Capacidad: 44
Ponencias
LEADING WITH HUMILITY: UNLOCKING PROACTIVE EMPLOYEES IN HOSPITALITY
Carlos Albacete, Elisa Rescalvo, Ana Castillo, Javier Llorens
Universidad de Granada, España
Relator: Rafael Lapiedra Alcamí (Universitat Jaume I)
• Objetive: This study examines the influence of managerial humility on employee proactivity in the hospitality sector, focusing on the alignment between managerial and employee proactivity, shared identification with organizational change, and extra-role service behavior.
• Theoretical framework: The research builds upon Social Identity Theory and Social Cognitive Theory to explain how leadership traits shape employee engagement and discretionary behaviors.
• Methodology: A total of 318 survey responses were collected from hotel employees in Spain. The study employs Partial Least Squares (PLS) estimation to assess both the measurement and structural models.
• Results/implications: Results indicate that managerial humility positively influences the congruence of proactive behavior between managers and employees. Additionally, it indirectly fosters shared identification with change and enhances extra-role behaviors. The findings highlight the critical role of leadership in cultivating a proactive workforce and offer managerial insights for improving service-oriented behaviors in the hospitality industry.
THE INFLUENCE OF SERVANT LEADERSHIP ON EMPLOYEE CREATIVITY: THE MEDIATING ROLE OF EMPLOYEE HUMILITY.
Emilio Domínguez Escrig, Francisco Fermín Mallén Broch, Rafael Lapiedra Alcamí, Juan Darocha Huerta
Universitat Jaume I, España
Relator: Carlos Antonio Albacete Saez (Universidad de Granada)
Objectives: The primary aim of this study is to examine how employee humility mediates the relationship between servant leadership and employee creativity.
Theoretical framework: This research is pioneering in empirically investigating the effects of servant leadership on both employee humility and creativity. The main contribution lies in highlighting the mediating role of employee humility, a behavior often overlooked from the perspective of subordinates and more frequently studied from a leadership approach.
Methodology: Using a sample of 400 employees from 100 different healthcare companies in Spain, the study tested its hypotheses through structural equation modeling.
Results/implications: The findings provide empirical support for the positive impact of servant leadership on fostering employee humility, which in turn enhances creativity. Although the study is limited to the Spanish healthcare sector, its results have significant implications for the literature on servant leadership, employee humility, and creativity. Additionally, it offers new insights for companies seeking to adopt new leadership styles and create other-oriented work environments.
EFFECTS OF DIFFERENT LEADERSHIP STYLES ON WORKERS IN UKRAINIAN NON-PROFIT ORGANISATIONS
Hanna Kaitandzhian, Javier Llorens Montes, Marta Riquelme-Medina, Araceli Rojo Gallego-Burín
• Objectives: This study examines the relationship between leadership styles (transformational, empowering, and servant) of managers in Ukrainian non-profit organisations (NPOs) and employee outcomes in terms of proactive behaviour and commitment to change.
• Theoretical framework: The study is based on leadership theories and their impact on organisational management, considering Ukraine’s cultural and economic context.
• Methodology: A questionnaire administered to 203 paid non-profit workers was used to test the proposed theoretical model through SEM.
• Results/implications: The findings show that empowering leadership is essential to Ukrainian non-profit workers, while servant and transformational leadership are less effective due to the cultural context. The research contributes to a deeper understanding of leadership dynamics in the unique cultural and economic context of Ukraine, which blends Eastern European values with ongoing economic and political transitions, providing valuable insights for NPO managers seeking to foster proactive and committed workforce.
EL EFECTO DEL LIDERAZGO AMBIDIESTRO EN LOS CONFLICTOS: EL ROL MEDIADOR DE LA APERTURA A LA DIVERSIDAD
Relator: Imanol Nuñez Aldaz (Universidad Publica de Navarra)
Este artículo pretende, en primer lugar, estudiar la conexión entre el liderazgo ambidiestro y la gestión de conflictos, el conflicto de tareas y el conflicto de relación. En segundo lugar, analiza el efecto indirecto de la apertura a la diversidad en esta relación. Los datos se recogieron de 239 empleados que trabajan en la administración pública. Los resultados muestran una relación directa entre el liderazgo ambidiestro y el conflicto de tareas, el conflicto de relación y la gestión de conflictos. La apertura a la diversidad también media parcialmente la relación del liderazgo ambidiestro con el conflicto de tarea, el conflicto de relación y la gestión de conflictos. El hallazgo más importante es que los empleados valoran el papel del liderazgo ambidiestro para gestionar el conflicto y reducir los niveles de conflicto de relación y tarea. Además, se evidencia una mediación parcial por la apertura a la diversidad.
