Browsing by Author "Dr. Hafiz Muhammad Usman"

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Role of Creative Discourse on Organizational Politics & Organizational Learning
(Library Information Services, COMSATS University Islamabad, Lahore Campus, 2019) Ayesha Khalid; FA16-RMS-002; Dr. Hafiz Muhammad Usman; LHR TP 5438
The aim of this study is to explore the role of creative discourse spaces in organizational politics and organizational learning. Literature on politics and organizational learning brings to the fore two imperative roles of politics in organizational learning. On the one hand, the traditional literature on the links between organizational politics and organizational learning portrays politics as destructive effects on organizational learning. On the other hand, a few studies have posited organizational politics as a source of enhancing organizational learning. The literature also suggests that in the presence of spaces for creative discourse in organization, employees involve in organizational politics that enhances organizational learning; while the unavailability of discourse can result in politics that is harmful for organizational learning. However, despite invaluable contributions in the literature and practice, the theoretical underpinning and empirical literature on the role of creative in organizational politics and organizational learning is non-existing. By using qualitative case studies of two companies as a research methodology, this study aims to explore the role of creative discourse spaces in shaping organizational politics which is constructive for organizational learning. The key reason to use this methodology is the lack of theory on the links between creative discourse, organizational politics (both constructive and destructive) and organizational learning. As a contribution in theory, the present study will contribute how spaces for creative discourse can affect organizational politics and learning. The study will suggest that organizational politics should not be considered essentially negative for organizational learning. Instead, the managers need to provide employees with spaces for free and open dialogue and discussion and focus on offering them opportunities for experimentation. This would create politics in the form of tensions and contestations and the exploitation of these contestations in ways that are constructive for organizational learning.
The relationship between Ethical Leadership and Organizational Politics: Constructive and Destructive Politics
(LHR TP 7032, 2019) Shoaib Alam; FA16-RMS-001; Dr. Hafiz Muhammad Usman; LHR TP 5687
The purpose of this study is to explore links between ethical leadership and organizational politics (politics henceforth), both destructive and constructive. Past research has made invaluable contributions by studying and bringing to the fore the effects destructive politics on several employees’ work-related behaviours and outcomes, such as job satisfaction, well-being, job performance, and learning. Likewise, although limited in numbers, previous studies have also theorized and provided empirical evidence of the links between constructive politics on employees and organizations, such as learning, productivity, creativity, and innovation. However, studies on how leadership, specifically ethical leadership can discourage destructive politics and enhance constructive politics by empowering employees and providing them opportunities for participation in decision making are scarce. To address this gap, we draw on social learning theory to propose that ethical leadership discourages destructive politics and encourages constructive politics. By using a single case study of Alpha Petroleum (pseudonym of the case study company to ensure anonymity) as the basis of this research, and collecting data from ten (10) employees, and analysing data using thematic method, we brought to the fore how ethical leadership is linked with organizational politics, both constructive and destructive. In doing so, we provided a framework that links different facets of ethical leadership (e.g., fairness, accountability, and honesty), employee empowerment, and employees’ participation in decision making, and constructive and destructive politics. The framework can serve as a guideline for managers to counter destructive politics and encourage constructive politics. The findings of this study suggest that managers can discourage destructive politics and enhance constructive politics by demonstrating ethical behaviors, empowering employees, and allowing them to participate in decision making.
The relationship between Ethical Leadership and Organizational Politics: Constructive and Destructive Politics
(Library Informtion Services, CUI Lahore, 2019) Shoaib Alam; CIIT/FA16-RMS-001/LHR; Dr. Hafiz Muhammad Usman; LHR TP 5687
The purpose of this study is to explore links between ethical leadership and organizational politics (politics henceforth), both destructive and constructive. Past research has made invaluable contributions by studying and bringing to the fore the effects destructive politics on several employees’ work-related behaviours and outcomes, such as job satisfaction, well-being, job performance, and learning. Likewise, although limited in numbers, previous studies have also theorized and provided empirical evidence of the links between constructive politics on employees and organizations, such as learning, productivity, creativity, and innovation. However, studies on how leadership, specifically ethical leadership can discourage destructive politics and enhance constructive politics by empowering employees and providing them opportunities for participation in decision making are scarce. To address this gap, we draw on social learning theory to propose that ethical leadership discourages destructive politics and encourages constructive politics. By using a single case study of Alpha Petroleum (pseudonym of the case study company to ensure anonymity) as the basis of this research, and collecting data from ten (10) employees, and analysing data using thematic method, we brought to the fore how ethical leadership is linked with organizational politics, both constructive and destructive. In doing so, we provided a framework that links different facets of ethical leadership (e.g., fairness, accountability, and honesty), employee empowerment, and employees’ participation in decision making, and constructive and destructive politics. The framework can serve as a guideline for managers to counter destructive politics and encourage constructive politics. The findings of this study suggest that managers can discourage destructive politics and enhance constructive politics by demonstrating ethical behaviors, empowering employees, and allowing them to participate in decision making.