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Published Works
Dr. Yasir M. Kundi
IBA faculty co-authored a paper on paradoxical leadership's role in Pakistan’s hospitality sector
Dr. Yasir M. Kundi, Assistant Professor, Department of Management, School of Business Studies (SBS), co-authored a research paper, titled ‘Linking paradoxical leadership and individual in-role and extra-role performance: a multilevel examination’, published in the Journal of Management Decision (ABS-2*, SCOPUS-Q1).
Abstract
The study highlights the importance of paradoxical leadership, which is an underexplored leadership style in the hospitality literature, and contributes to the literature by examining the multilevel effect of paradoxical leadership on employee performance outcomes. The findings suggest that leaders should recognize the importance of managing conflicting demands and promoting flexibility, adaptability, and creativity in their leadership approach. Second, leaders can promote work engagement by providing employees with opportunities for autonomy, mastery, and relatedness, and by promoting a positive work environment that supports employee well-being. Third, leaders should recognize the role of organizational factors in shaping employee engagement and performance and should take steps to promote a positive work environment at all levels of the organization.
The article can be accessed here.
Published Works
Dr. Yasir M. Kundi
IBA faculty co-authored a paper on environmentally-specific empowering leadership's influence on employees' green creativity
Dr. Yasir M. Kundi, Assistant Professor, Department of Management, School of Business Studies (SBS), co-authored a research paper, titled 'Linking environmentally-specific empowering leadership to hotel employees' green creativity: understanding mechanisms and boundary conditions', published in the Journal of Service Theory and Practice (ABS-2*, ABDC A, SCOPUS-Q1).
Abstract
The authors introduce a new scale designed to measure environmentally-specific empowering leadership (ESEL) and investigate the ways in which ESEL influences employees' green creativity. The study gathered data from 265 employees working in three, four and five-star hotels situated in major cities across Pakistan. The results of the study showed a positive correlation between ESEL and green creativity, with green knowledge sharing behavior being identified as an effective underlying mechanism for the ESEL-green creativity association. Additionally, the findings suggested that the green psychological climate plays a moderating role, with stronger associations being observed when the green psychological climate was more positive. The study's implications offer valuable insights to managers and policymakers regarding the benefits of ESEL for promoting green employee creativity within the hospitality sector. Furthermore, the study highlights the relevance of addressing global challenges in the context of the United Nations (UN) Sustainable Development Goals (SDGs). This study is the first to examine the green adaptation of empowering leadership, its effects, mechanisms, and boundary conditions.
The article can be accessed here.
Published Works
Dr. Yasir M. Kundi
IBA faculty co-authored a paper on how and when discretionary (non-mandatory) HR practices influence employees’ attitudes and behaviors
Dr. Yasir M. Kundi, Assistant Professor, Department of Management, School of Business Studies (SBS), co-authored a research paper titled ‘The impact of discretionary HR practices on knowledge sharing and intention to quit – a three-wave study on the role of career satisfaction, organizational identification, and work engagement’, published in The International Journal of Human Resource Management (ABS 3*, ABDC A).
Abstract
While it is known that high-quality human resource management (HRM) contributes to organizational performance, the process through which individual outcomes are influenced is understudied. Further, not all HRM practices are similarly influential in making impact on performance. We introduce and empirically test a theoretical model that explores the mechanism through which discretionary HRM practices influence employees’ attitudes and behaviors. Employing a three-wave dataset collected from full-time employees (478 employees in Time 1, 266 employees in Time 2, and 235 employees in Time 3), we identify the mediating role of career satisfaction and organizational identification and the moderating role of work engagement as relevant factors in the relationship between perceived discretionary HRM practices and employees’ knowledge sharing behavior and turnover intentions. The analysis, based on Structural Equation Modeling (SEM), has validated the proposed model. The theoretical contribution we offer expands the understanding of role of HRM in shaping work behaviors and outcomes. The study identifies the unique impact of perceived discretionary HR practices on individual and organizational factors, in particular, the important issue of knowledge sharing. The major added value we bring to the literature is about the relevance and impact of discretionary HR practices and the implications it offers to HRM and line managers. Using the findings, organizations can tailor HRM system to fit their position and characteristics and develop ‘best practice’ to fit their needs.
The article can be accessed here.
Published Works
Dr. Yasir M. Kundi
IBA faculty co-authored a paper examining the link between diversity-related HR practices and employees’ performance
Dr. Yasir M. Kundi, Assistant Professor, Department of Management, School of Business Studies (SBS), co-authored a research paper titled ‘A multi-level examination of the link between diversity-related HR practices and employees’ performance: evidence from Italy’, published in the European Journal of Work and Organizational Psychology (ABS 3, ABDC A).
Abstract
Understanding how diversity-focused HR practices influence individual performance is critical to enhancing organizational competitiveness. In the current article, we examine the effects of diversity-focused HR practices on individual performance in terms of social information processing theory and social exchange theory. In particular, we draw upon constructs of diversity-focused HR practices, inclusion climate, employee relational attachment, and individual performance to hypothesize serial mediation mechanisms linking diversity-focused HR practices to individual performance. We collected time-lagged, multi-level, and multi-source data from 475 employees and their immediate supervisors working in the hotel industry of Italy. Our results demonstrated that diversity-focused HR practices were positively related to inclusion climate, which in turn improved relational attachment among employees. Moreover, diversity-focused HR practices were positively related to individual performance via sequential mediation of inclusion climate and relational attachment.
The article can be accessed here.
