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Employees constitute an important source of innovation in organizations. Innovation management strategies often include attempts of stimulating employees' innovative contribution by instilling managerial trust and granting job autonomy. However, the authors suggest and investigate the role of employees' distributed leadership agency (DLA) in hospital employee-driven innovation.

The authors tested the hypotheses using survey data from 1,536 nonmanagerial employees at a hospital in Denmark. In order to deal with a methodological risk of survey designs, the authors assessed and adjusted the results for common method variance (CMV).

The authors validated a DLA measurement instrument and found an indirect relationship between job autonomy and trust in management on the one hand, via DLA, and with idea generation, promotion and implementation on the other hand. In addition, the results showed a small direct relationship between job autonomy and the three innovative behaviors. The results showed that CMV did bias relationships and reliabilities but only little.

The study introduces distributed leadership to the field of innovation management and confirms that this concept is highly relevant for employee innovation. In order to strengthen an organization's innovative potential, leaders may not only need to grant autonomy and instill trust in their employees, but also gain from employee innovation by distributing leadership tasks to employees.

This study is one of the first to introduce distributed leadership to the field of employee innovation management. By identifying distributed leadership as a key variable, the findings add to one’s extant understanding of how employee involvement encourages employee innovation.

The purpose of this paper is to develop and validate an instrument that can measure distributed leadership (DL) as employees’ active participation in DL tasks. The authors designate this as the distributed leadership agency (DLA).

Data were collected throughout all departments and occupational groups at a merged centralized hospital setting in Denmark. A total of 1,774 employees from 24 hospital departments and 16 occupational groups completed our survey. Structural equation model and confirmatory factor analyses were applied to identify appropriate items and a test for measurement invariance, predictive, discriminant and convergent validity, and ANOVAs were applied to analyse group differences in DLA.

The identified unidimensional questionnaire consists of seven items, as it is different from, but associated with, empowering leadership, organizational influence, attitude to participation and trust in management. As theoretically predicted, DLA is positively related to self-efficacy, job satisfaction and innovative behaviour. Chief physicians, permanent employees and employee representatives scored higher on the scale than the rest of their respective counterparts.

The survey offers a method to assess a distribution of leadership agency in hospital organizations. Such assessment may provide a basis for organizational and leadership development.

The present study provides a reliable and valid quantitative instrument that measures how much employees at all hierarchical levels are involved in concrete leadership activities in the hospital context. Taking a normative perspective the authors could show that DL – measured with the DLA-questionnaire – has positive effects on employees’ behaviour.

The purpose of this study is to elucidate the relationship between perceived employee influence and organizational commitment by applying a multidimensional approach that includes influence perceived to stem from the individual and the team, as well as affective and normative commitment.

A total of 526 out of a population of 732 employees (72 percent reply rate) from four Danish companies in different industries and with different types of teams participated in the questionnaire study.

Results of bootstrapping mediation analyses reveal that a relationship between perceived influence of the team and affective commitment is fully mediated by perceived individual influence. Results of multiple regression analyses show a positive relationship between team and individual influence, and that normative commitment moderated the relationship negatively. The results are to suggest that influence of the team may stimulate employees’ individual influence, and in turn their affective commitment, if their normative commitment is not very high.

Generalization of the results to cultures, which are dissimilar to the Danish should be cautiously considered and further studies are needed to elucidate causality between the variables.

The identification of normative commitment as a variable that can potentially hinder that employees experience their teams to enhance their individual freedom elucidates the conditions that may be behind different current findings in the literature. The finding that suggests that employees need to perceive that they benefit from their team's influence in order to feel more affective committed to their organization adds to knowledge about team work's possible effects for employee attitudes.

The purpose of this paper is to investigate the interactions and the usefulness of distinguishing among employees’ affective commitments (ACs) to the job, to the department, and to the organization in relation to the effects of quitting intentions and job performance.

The authors conducted a survey questionnaire in the Danish healthcare system (n=496).

First, the authors demonstrates that AC to the job, to the department, and to the organization is factorially distinct. Second, the authors finds that AC to the department is related to intention to quit the department and the organization, whereas AC to the job and to the organization is not when considered as part of the analysis. The authors test for interactions between AC to the job, to the department, and to the organization in relation to quitting intentions, and find these results to be non-significant. Third, the authors finds that AC to the job is more strongly related to job performance than AC to the department and to the organization. Furthermore, AC to the department and to the organization moderates the relationship between AC to the job and job performance.

The results may suggest that practitioners could profit from considering AC toward the department when preventing employees’ quitting intentions. Further, practitioners could benefit from enhancing AC to different targets, especially to the job, in order to increase employees’ job performance.

This research contributes to an understanding of how ACs to multiple workplace targets are different and how they interact.

In order to contribute to the understanding of affective commitment towards distinct workplace targets, the purpose of this paper is to develop and validate a Multitarget Affective Commitment Scale (MACS) through two data collections. The MACS uses similarly worded items for distinct targets and reflects the most recent theoretical development of affective commitment.

In the first data collection, items from previous commitment scales were tested through the social network service Facebook (n=305). The second data collection was conducted in the healthcare system of Denmark (n=496) using survey questionnaires.

In Study 1, exploratory factor analyses were conducted to reduce the items based on the Facebook data. In Study 2, the authors confirm the findings of Study 1 and further reduce the items based on the healthcare sample. The healthcare sample is also used in Study 3, where the authors validate the MACS by investigating its relationship with predictors, correlates, and outcomes.

The results suggest that the MACS are a reliable and valid measure of affective commitment compatible with the diverse targets to which affective commitment often occurs. Consequently, the MACS is applicable for research investigating multiply affective commitments, thereby advancing the understanding of interactions between affective commitments and diverse targets, among other applications.

Previous studies show that sharing leadership in teams offers potential performance benefits across various contexts. This paper aims to investigate moderators of the effectiveness of shared leadership. In particular, it seeks to explore the moderating effects of team work function – manufacturing versus knowledge team work – and team autonomy.

In order to test the hypotheses, the authors conducted hierarchical regression analyses and ran moderated two‐way regression analyses using a field sample of 552 employees comprising 81 teams in a Danish manufacturing company.

Contrary to expectations, the results demonstrated a non‐significant relationship between shared leadership and team performance. However, as expected, work function significantly moderated this relationship such that shared leadership exhibited a negative relationship with manufacturing team performance and a positive relationship with knowledge team performance. Moreover, team autonomy was positively related to performance, and it significantly moderated the relationship between shared leadership and team performance.

The study provides a potentially useful framework for understanding boundary conditions for the effectiveness of shared leadership. However, since the design of the study is cross‐sectional, direct causation cannot be inferred. Moreover, the study took place within a single organization in a Danish context and, therefore, care must be taken in generalizing the findings without additional evidence from further research.

To the authors' knowledge, the study is the first to obtain evidence which indicates that the success of shared leadership may depend on the team work function and the level of team autonomy.

Drawing upon the job demands-resources (JD-R) model, this research examines the contribution of distributed leadership (DL) to ambidextrous innovation and the mediating roles of employees' eudaimonic well-being (EWB) and hedonic well-being (HWB) in this link. It also investigates the moderating effect of employees' age in the relationship between DL and EWB and HWB.

The author formulated a series of hypotheses that we tested based on a survey of 329 middle managers working in Tunisian ICT firms and through the partial least square-structural equation modelling method.

This research provides empirical evidence of the mediating effects of EWB and HWB between DL and ambidextrous innovation. The multi-group analysis performed shows that employees' age moderates the links between DL and EWB and HWB. These relationships are significant and positive for Generation X and Generation Y and not for Baby-Boomers.

Despite the importance of the DL style, this variable has been studied mainly within educational institutions. This research pioneers the investigation of the mediating effect of HWB and EWB between DL and ambidextrous innovation in the business context. A major implication is that, through a DL style, managers can nurture the well-being of employees of different ages and promote ambidextrous innovation.

The purpose of this paper is to examine the relationship between employees’ perceptions of organizational support for employee health (OSEH) and employees’ turnover intention and job performance, with a focus on the possible mediating roles of affective commitment and wellness program participation in these relationships.

Data were collected from surveys of employees at a public university that provides employees with a variety of wellness program options. Conditional procedural analysis was conducted to test the model.

Results showed that employees’ perceptions of OSEH positively related to both turnover intention and job performance and that affective commitment fully mediated the relationships between OSEH perceptions and both dependent variables.

Cross-sectional data were collected on OSEH, affective commitment, employees’ intent to remain in the organization and job performance. Future studies based on panel data would be helpful to establish the causal relationships in the model.

Our findings show that employees’ perceptions of OSEH are likely to affect behavioral outcomes through affective commitment, suggesting that managers should ensure that employees are aware of organizational support for health promotion. Our findings also suggest that organizations move beyond a focus on design of wellness programs to include an emphasis on the overall OSEH.

This research study is the first empirical examination on the two possible channels through which organizational health support may influence employees’ intent to remain and job performance – participation in wellness programs and affective organizational commitment. The results are of value to researchers, human resource management managers, employees and executives who are seeking to develop practices that promote employee health at the workplace.

The purpose of this paper is to explore the relationship between transformational leadership and voice during the change-planning process. The authors propose a moderated mediation model to investigate the relationship between voice, other change-related variables, and the boundary conditions of transformational leadership.

The authors collected survey data from 124 employees and their leaders in a medical technology company in Norway. The organization was planning a major restructuring of its working procedures. The authors analyzed the data using PROCESS and a fixed effect approach.

The results suggest that transformational leadership has no effect on change-related voice (CRV) by itself. However, there is an indirect effect through affective commitment to change. This effect is conditional on the employees’ level of perceived change impact.

The paper is limited by the cross-sectional design of the study. Other potential limitations are discussed.

The paper is the first to explore the relationship between transformational leadership and CRV, and is thus interesting for practitioners who wish to increase the level of CRV from their employees. Furthermore, researchers interested in organizational change and proactivity constructs such as voice will also find the paper valuable.

The purpose of this paper is to explore managers’ perspectives on and practices of internal crisis communication in multicultural environments.

After a review of relevant literature on crisis, culture and internal communication to define the framework and relevance of this study, results from qualitative interviews with Danish managers are presented.

Interviewees acknowledge the relevance of the cultural backgrounds of employees in relation to internal communication, especially in crisis situations. Cultural aspects affect message framing and employee sensemaking, especially when it comes to employees located in other countries. Line managers and local communicators are key in the adaptation of verbal and non-verbal communicative features. Employees are also seen as active sensegivers and communicators.

Findings show how demographic and globalisation patterns, which are changing domestic and international workplaces, have important implications for internal communication and internal crisis communication. There is therefore a call for further research, especially from the perspective of employees.

Although cultural aspects have been highlighted as a recurrent feature of most crises today, and one of the new research areas to be explored, studies within this area are very few and concern mainly external audiences and practices. The present research study contributes to this overlooked area by offering valuable insights into internal crisis communication in organisations with a multicultural environment.