CEOs Can Make Work Feel More Meaningful by Encouraging Innovation

15581668796_8177031141_zHow much impact does a CEO’s behavior have on employees’ perceptions of the meaningfulness of their work? A recent article published in Group & Organization Management suggests that CEO behavior, specifically intellectually stimulating behavior, can have a big impact on work meaningfulness, depending upon the organizational context. In “CEO Intellectual Stimulation and Employee Work Meaningfulness: The Moderating Role of Organization Context,” authors Ann Chunyan Peng, Hsing-Er Lin, John Schaubroeck, Edward F. McDonough III, Baomin Hu, and Aiguo Zhang delve into the relationship between CEO behavior and employees’ perceptions of work meaningfulness. The abstract from the paper:

This study examines the influence of CEOs’ intellectually stimulating behavior, namely, encouraging followers to bring up new perspectives and innovative approaches at work, on employees’ perceptions of the meaningfulness of their work. Drawing from a collective sensemaking lens, we predicted that such CEO behavior would have a greater impact on experienced meaningfulness of work in contexts in which inputs to attributing meaning are less certain and clear-cut. Specifically, weGOM_Feb_2016.indd examined the moderating roles of firm performance and industry dynamism. We surveyed the CEOs and employees from 43 firms in innovation-driven industries. Our results show lower firm performance or rapid and unpredictable changes in the industry are associated with a stronger positive relationship between CEO intellectual stimulation and employee work meaningfulness. We discuss the implications of our findings for organizational leadership practices.

You can read “CEO Intellectual Stimulation and Employee Work Meaningfulness: The Moderating Role of Organization Context” from Group & Organizational Management free for the next two weeks by clicking here. Want to know all about the latest research from Group & Organizational ManagementClick here to sign up for e-alerts!

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*Board meeting image credited to Christopher Michel (CC)
This entry was posted in Creativity and Innovation, Employee Satisfaction, Innovation, Leadership and tagged , , , , , , by Cynthia Nalevanko, Editor, SAGE Publishing. Bookmark the permalink.

About Cynthia Nalevanko, Editor, SAGE Publishing

Founded in 1965, SAGE is the world’s leading independent academic and professional publisher. Known for our commitment to quality and innovation, SAGE has helped inform and educate a global community of scholars, practitioners, researchers, and students across a broad range of subject areas. With over 1500 employees globally from principal offices in Los Angeles, London, New Delhi, Singapore, Washington DC, and Melburne, our publishing program includes more than 1000 journals and over 900 books, reference works and databases a year in business, humanities, social sciences, science, technology and medicine. Believing passionately that engaged scholarship lies at the heart of any healthy society and that education is intrinsically valuable, SAGE aims to be the world’s leading independent academic and professional publisher. This means playing a creative role in society by disseminating teaching and research on a global scale, the cornerstones of which are good, long-term relationships, a focus on our markets, and an ability to combine quality and innovation. Leading authors, editors and societies should feel that SAGE is their natural home: we believe in meeting the range of their needs, and in publishing the best of their work. We are a growing company, and our financial success comes from thinking creatively about our markets and actively responding to the needs of our customers.

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