PurposeThis study aimed to apply “multi-criteria decision approach and attitude-change theory” to examine post-COVID-19 impact on entrepreneurial mindset by investigating the link between entrepreneurs social capital and entrepreneurial success. Specifically, this study analyzed entrepreneurs' dispositional factor as an underlying mechanism to bridge trust and entrepreneurial success. Furthermore, it also analyzed entrepreneurs' situational factor as boundary condition.Design/methodology/approachWe applied time-lagged data collection from 505 industrial entrepreneurs. Survey method was used for data collection. A 7-point Likert scale was used for the respondent response. (...) Hayes developed PROCESS models 4 and 7 were used to test the hypothesis.FindingsThe direct impact of trust on three elements of the ecosystem was found significantly positive on both startup behavior and entrepreneurial success. The direct impact of startup behavior on entrepreneurial success is also significantly positive. The impact of startup behavior on indirect mediation between trust and entrepreneurial success is visibly positive. The moderated and moderated mediation impact of entrepreneurial strategy found positively significant at low and medium values. However, this study found an insignificant moderated impact at high values of entrepreneurial strategy between trust on media and startup behavior. Furthermore, this study also found insignificant moderated mediation impact at high values of entrepreneurial strategy by interacting with two elements of ecosystem through startup behavior on entrepreneurial success.Originality/valueThe authors suggested that startup behavior is an underlying mechanism through which industrial entrepreneurs trust achieved desired entrepreneurial success. The authors also suggested that the influencing role of “low level of entrepreneurial strategy” in comparison with “high level entrepreneurial strategy” is more helpful to achieve entrepreneurial success.ImplicationsThis study contributed to the literature on entrepreneurial strategy for its conditional indirect moderated impact on startup behavior and moderated mediation impact on firm entrepreneurial success. It also contributed to owners of the manufacturing industry for their startup behavior as an underlying mechanism through which trust influences entrepreneurial success. (shrink)

Using a sample of 114 leaders (described by 516 team members), we show empirically that the association between leader relational transparency and leader receptiveness to relational transparency of team members is indirect (through leader respect) and conditional on leader humility. When a transparent leader expresses humility, he/she conveys respect to team members and is perceived as more receptive to the relational transparency of employees toward him/her. The indirect association between leader relational transparency and leader receptiveness to the relational transparency of (...) team members is negative, however, when the leader is perceived as non-humble. Our paper contributes to discussion about the limits of relational transparency as an indicator of authentic leadership. We suggest that what is often described as relational transparency is no more than unidirectional transparency—from leaders to followers. We conclude that transparency (and authenticity) in leaders is relational only when it is bidirectional. (shrink)

Emotion management in the workplace is drawing increasing attention from researchers. However, they still know little about how positive leadership affects employees’ emotional labor. Building on social information-processing theory, we examine whether and how a servant leadership style influences employees’ emotional labor. Using a sample of 305 employees in 81 work units of 25 subcorporations at a food company in China, we find that servant leadership relates negatively to surface acting but relates positively to deep acting at work. We also (...) find that the indirect effect of servant leadership on surface/deep acting via affective trust is stronger than the indirect effect via cognitive trust. Our research reveals that servant leadership influences employees’ emotional labor more through affective trust than cognitive trust. We discuss the theoretical and practical implications of our findings. (shrink)

The current study proposes a moderated mediation model to explain the relationship between humble leadership and team innovation. Our hypothesis integrates social information processing theory with the existing literature on humble leadership. As a result, we theorize that when a humble individual leads a team, the team members are more likely to reconsider strategies, review events with self-awareness, share diverse information, and adapt to new ideas, which in turn promotes innovative team activities. Moreover, consistent with the research that emphasizes the (...) inclusion of team culture in exploring leader–innovation relationships, we investigate the moderating role of a team’s expertise diversity in the above positive, indirect relationship. We test our model by using both archival and survey data collected from 135 teams within 18 medium-to-large internet technology firms in China. The findings largely support our theoretical assertions, suggesting that humble leadership has important implications for team processes and innovation. (shrink)

This article analyzes in detail the virtue of practical wisdom as described by Thomas Aquinas, and on this basis it develops a comprehensive framework to enrich Authentic Leadership theory, establishing the virtue of practical wisdom as foundational for the authentic leader’s behavior and character development, and highlighting shortfalls that may stem from vices opposed to it. The goal of the article is twofold: First, it seeks to fill a void on the role of virtues –and in particular practical wisdom– in (...) leadership studies; second, it aims to show how cultivating the virtue of practical wisdom as described by Aquinas promotes the development of exactly those traits that are characteristic of an authentic leader, offering a set of propositions delineating these correlations. (shrink)

Business Ethics: A European Review, EarlyView.

Drawing on social information processing theory, the present study examines how and when leader coaching can be beneficial for team performance. Based on a sample of 58 teams from a sanitary product company in China, we found that peer coaching served as a mediator linking leader coaching and team performance. Moreover, the team individualistic/collectivism value moderated the first-stage relationship that the relationship between leader coaching and peer coaching was more positive when the team individualism value was low, but not significant (...) when the team individualism value was high; while team task interdependence moderated the second-stage relationship that the relationship between peer coaching and team performance was more positive when the team task interdependence was high, but not significant when it was low. The findings enrich our understandings of the effectiveness of leader coaching behavior by uncovering the theoretical mechanism and boundary conditions. The study also provides important implications for coaching practice in organizations. (shrink)

In this paper, we analyze the relationship between the logic of gift and team performance. We explore this connection empirically, using a detailed data set from the National Basketball Association. In particular, we use the NBA Cares Community Assist Award as a way to measure gift-giving to the community. We explore the response of an entire team after one if its members has been recognized for his gift-giving behavior. Using two winners, we show that after a player has received the (...) award there is an increase in the number of assists given by each member of the team, and that there is also an increase in the number of wins. Therefore, our results show that the team’s performance would improve after a player has been recognized because of his gift-giving attitude. This finding to management implies that managers’ incentivization of a sharing and giving philosophy would not only improve their relationship bond but it would also help them increase their performance. (shrink)