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Dr. Naveed Faraz
Wuhan University of Technology, China

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Research Keywords & Expertise

0 Co-creation
0 Employee Engagement
0 Empowerment
0 Servant Leadership
0 Green behavior

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Servant Leadership
Empowerment
Co-creation
Green behavior

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Short Biography

Dr. Naveed Ahmad Faraz is presently a Post Doctoral Fellow at the School of Management, Wuhan University of Technology, Wuhan, China. Besides he is serving as Deputy Director (Recruitment and Manpower Planning) in NTDC, Pakistan. He did his PhD in the field of Enterprise Management from WHUT, Wuhan, China.

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Original article
Published: 14 July 2021 in Journal of Nursing Management
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Aims This study examines the role of servant leadership through the mechanism of psychological safety in curbing nurses’ burnout during the COVID-19 pandemic. Background During the COVID-19 pandemic, studies have shown an increased level of stress and burnout among healthcare workers, especially nurses. This study responds to the call for research to explore the mechanisms of servant leadership in predicting nurses’ burnout by employing the perspective of conservation of resources theory. Methods Through a cross-sectional quantitative research design, data were collected in three waves from 443 nurses working in Pakistan's five public sector hospitals. Data were analyzed by employing the partial least squares path modeling (PLS-PM) technique. Results Servant leadership (β = -0.318, 95% CI; 0.225, 0.416) and psychological safety (β = -0.342, CI = 0.143, 0.350) have an inverse relationship with nurses’ burnout and explain 63.1% variance. Conclusions Servant leadership significantly reduces nurses’ burnout, and psychological safety mediates this relationship. Implications for Nursing Management Human resource management policies in healthcare must emphasize training nursing leaders in servant leadership behavior.

ACS Style

Ying Ma; Naveed Ahmad Faraz; Fawad Ahmed; Muhammad Khalid Iqbal; Umair Saeed; Muhammad Farhan Mughal; Ali Raza. Curbing Nurses' Burnout during COVID‐19: the roles of Servant Leadership and Psychological Safety. Journal of Nursing Management 2021, 1 .

AMA Style

Ying Ma, Naveed Ahmad Faraz, Fawad Ahmed, Muhammad Khalid Iqbal, Umair Saeed, Muhammad Farhan Mughal, Ali Raza. Curbing Nurses' Burnout during COVID‐19: the roles of Servant Leadership and Psychological Safety. Journal of Nursing Management. 2021; ():1.

Chicago/Turabian Style

Ying Ma; Naveed Ahmad Faraz; Fawad Ahmed; Muhammad Khalid Iqbal; Umair Saeed; Muhammad Farhan Mughal; Ali Raza. 2021. "Curbing Nurses' Burnout during COVID‐19: the roles of Servant Leadership and Psychological Safety." Journal of Nursing Management , no. : 1.

Earlycite article
Published: 15 June 2021 in International Journal of Manpower
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Purpose This paper draws on the conservation of resources (COR) theory to understand how organizational embeddedness develops through psychological ownership and organizational justice. The purpose of this study is to investigate the effects of three dimensions of organizational justice on organizational embeddedness and psychological ownership and the effect of psychological ownership on organizational embeddedness. The mediating role of psychological ownership between organizational justice and organizational embeddedness was also examined. Design/methodology/approach Data were collected from 300 engineers in Pakistan's power sector using a three-wave quantitative survey. Partial least squares path modeling was used to analyze the data. Findings The results show that distributive and procedural justice results in the development of organizational embeddedness. Simultaneously, psychological ownership mediates the link between all three dimensions of organizational justice and organizational embeddedness. Practical implications By highlighting the importance of organizational justice and psychological ownership, this study offers managers with two distinct strategies for enhancing their employees' organizational embeddedness. Originality/value There is a lack of research investigating the distinct effects of three dimensions of organizational justice on the three dimensions of organizational embeddedness. Further, research to investigate the intervening mechanisms that connect organizational justice and embeddedness is scarce. Finally, the COR theory has been utilized to explain how embeddedness works. However, it had not been utilized previously to understand the process through which embeddedness is accumulated. This study fills these gaps by examining the distinct effects of three dimensions of organizational justice on three dimensions of organizational embeddedness and examining these relationships' mediation through psychological ownership.

ACS Style

Sultan Adal Mehmood; Muhammad Abdur Rahman Malik; Muhammad Saood Akhtar; Naveed Ahmad Faraz; Mumtaz Ali Memon. Organizational justice, psychological ownership and organizational embeddedness: a conservation of resources perspective. International Journal of Manpower 2021, ahead-of-p, 1 .

AMA Style

Sultan Adal Mehmood, Muhammad Abdur Rahman Malik, Muhammad Saood Akhtar, Naveed Ahmad Faraz, Mumtaz Ali Memon. Organizational justice, psychological ownership and organizational embeddedness: a conservation of resources perspective. International Journal of Manpower. 2021; ahead-of-p (ahead-of-p):1.

Chicago/Turabian Style

Sultan Adal Mehmood; Muhammad Abdur Rahman Malik; Muhammad Saood Akhtar; Naveed Ahmad Faraz; Mumtaz Ali Memon. 2021. "Organizational justice, psychological ownership and organizational embeddedness: a conservation of resources perspective." International Journal of Manpower ahead-of-p, no. ahead-of-p: 1.

Research article
Published: 15 February 2021 in Corporate Social Responsibility and Environmental Management
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Employees' pro‐environmental behavior serves as a cornerstone in realizing organizations' sustainability initiatives. Leadership plays a vital role in shaping and nurturing the desired employee behaviors. Building upon social learning and self‐determination theories, we developed and tested a research model that investigated the mediating role of employees' green intrinsic motivation and the moderating influence of their green self‐efficacy on the relationship between green servant leadership and pro‐environmental behavior. Data were collected in two waves from 323 pairs of employee‐manager working in Pakistan's energy sector and analyzed with partial least squares path modeling (PLS‐PM). The findings endorsed that green servant leadership influences pro‐environmental behavior through the mediating mechanism of green intrinsic motivation. Further, green self‐efficacy played an interactive role with green servant leadership in shaping pro‐environmental behavior. This research responds to multiple calls for research and advances the knowledge on servant leadership and pro‐environmental behavior.

ACS Style

Naveed Ahmad Faraz; Fawad Ahmed; Ma Ying; Sultan Adal Mehmood. The interplay of green servant leadership, self‐efficacy, and intrinsic motivation in predicting employees’ pro‐environmental behavior. Corporate Social Responsibility and Environmental Management 2021, 28, 1171 -1184.

AMA Style

Naveed Ahmad Faraz, Fawad Ahmed, Ma Ying, Sultan Adal Mehmood. The interplay of green servant leadership, self‐efficacy, and intrinsic motivation in predicting employees’ pro‐environmental behavior. Corporate Social Responsibility and Environmental Management. 2021; 28 (4):1171-1184.

Chicago/Turabian Style

Naveed Ahmad Faraz; Fawad Ahmed; Ma Ying; Sultan Adal Mehmood. 2021. "The interplay of green servant leadership, self‐efficacy, and intrinsic motivation in predicting employees’ pro‐environmental behavior." Corporate Social Responsibility and Environmental Management 28, no. 4: 1171-1184.

Original research article
Published: 03 December 2020 in Frontiers in Psychology
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Technology permeates all walks of life. It has emerged as a global facilitator to improve learning and training, alleviating the temporal and spatial limitations of traditional learning systems. It is imperative to identify enablers or inhibitors of technology adoption by employees for sustainable change in education management systems. Using the theoretical lens of organizational support theory, this paper studies effect of institutional support on education management information systems (EMIS) use along with two individual traits of self-efficacy and innovative behavior of academic employees in British higher educational institutions. Data for this cross-sectional study were collected through a questionnaire completed by 591 academic employees of 23 universities from 10 cities in the United Kingdom. Partial Least Square structural equation modeling was used to analyze data with smartPLS 3.2.9 software. Results indicate that institutional support promotes self-efficacy and innovative behavior that help develop positive employee perceptions. The model explains a 52.9% variance in intention to use. Post-hoc mediation analysis shows that innovativeness and self-efficacy mediate between institutional support and employee technology adoption behavior. As opposed to student samples in past studies on educational technology, this study adds to the literature by focusing on academic employees.

ACS Style

Fuqiang Zhao; Fawad Ahmed; Muhammad Khalid Iqbal; Muhammad Farhan Mughal; Yuan Jian Qin; Naveed Ahmad Faraz; Victor James Hunt. Shaping Behaviors Through Institutional Support in British Higher Educational Institutions: Focusing on Employees for Sustainable Technological Change. Frontiers in Psychology 2020, 11, 1 .

AMA Style

Fuqiang Zhao, Fawad Ahmed, Muhammad Khalid Iqbal, Muhammad Farhan Mughal, Yuan Jian Qin, Naveed Ahmad Faraz, Victor James Hunt. Shaping Behaviors Through Institutional Support in British Higher Educational Institutions: Focusing on Employees for Sustainable Technological Change. Frontiers in Psychology. 2020; 11 ():1.

Chicago/Turabian Style

Fuqiang Zhao; Fawad Ahmed; Muhammad Khalid Iqbal; Muhammad Farhan Mughal; Yuan Jian Qin; Naveed Ahmad Faraz; Victor James Hunt. 2020. "Shaping Behaviors Through Institutional Support in British Higher Educational Institutions: Focusing on Employees for Sustainable Technological Change." Frontiers in Psychology 11, no. : 1.

Original research
Published: 24 November 2020 in Journal of Advanced Nursing
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Aims Nurses are at the forefront of public health emergencies facing psychological pressures ensuing from the loss of patients and potential risk of infection while treating the infected. This study examines whether inclusive leadership has a causal relationship with psychological distress and to assess the mediation effect of psychological safety on this relationship in the long run. The hypotheses are developed and interpreted with the help of theoretical underpinnings from job demands resources theory and the theory of shattered assumptions. Design Three‐wave longitudinal study. Methods Questionnaire was used to carry out three waves of data collection from 405 nurses employed at five hospitals in Wuhan during the COVID‐19 outbreak between the months of January–April 2020. Partial least square structural equation modelling (PLS‐SEM) was used to analyze data while controlling for age, gender, education, experience, and working hours. Results Results supported the hypothesized relationships where inclusive leadership indicated significant inverse causal relationship with psychological distress and a positive causal relationship with psychological safety. Mediation effect of psychological safety was found significant, while the model explained 73.9% variance in psychological distress. Conclusion Inclusive leadership, through its positive and supportive characteristics, can pave way for such mechanisms that improve the psychological safety of employees in the long run and curbs psychological distress. Impact This is the first longitudinal study to examine the relationship between inclusive leadership and psychological distress in health care and also examines the mediating mechanism of psychology safety. There is scarcity of empirical research on factors that determine and affect behavioural mechanism of healthcare workers during traumatic events and crisis. Clinical leaders and healthcare policy makers must invest in and promote inclusive and supportive environment characterized with open and accessible leaders at workplace to improve psychological safety; it helps reduce levels of psychological distress.

ACS Style

Fawad Ahmed; Fuqiang Zhao; Naveed Ahmad Faraz; Yuan Jian Qin. How inclusive leadership paves way for psychological well‐being of employees during trauma and crisis: A three‐wave longitudinal mediation study. Journal of Advanced Nursing 2020, 77, 819 -831.

AMA Style

Fawad Ahmed, Fuqiang Zhao, Naveed Ahmad Faraz, Yuan Jian Qin. How inclusive leadership paves way for psychological well‐being of employees during trauma and crisis: A three‐wave longitudinal mediation study. Journal of Advanced Nursing. 2020; 77 (2):819-831.

Chicago/Turabian Style

Fawad Ahmed; Fuqiang Zhao; Naveed Ahmad Faraz; Yuan Jian Qin. 2020. "How inclusive leadership paves way for psychological well‐being of employees during trauma and crisis: A three‐wave longitudinal mediation study." Journal of Advanced Nursing 77, no. 2: 819-831.

Original research article
Published: 06 August 2020 in Frontiers in Psychology
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Traumatic events such as a pandemic shatter the assumption of the workplace as a safe place. Nurses face risks of life-threatening infection, which can create psychological distress. Quality of care for infected patients depends on mental well-being of nurses which calls for research on predictors of stress among health care workers. Responding to a call for research on the effects of leadership styles on psychological distress during traumatic events, this paper uses the theoretical lens of social exchange theory and contributes to literature on relationships between inclusive leadership, psychological distress, work engagement, and self-sacrifice. Participants of this cross sectional study included 497 registered nurses from five hospitals in Wuhan. Data were collected with temporal separation through an online questionnaire. Partial least-squares structural equation modeling was used to analyze data. Results show inclusive leadership has a significant negative relationship with psychological distress. Work engagement mediates this relationship, and nurses’ self-sacrificial behavior moderates it. Findings indicate inclusive leadership style serves as a sustainable mechanism to reduce psychological distress during pandemics. It can operationalize the delivery of mental health support in real-time in work settings. Results provide empirical support for social exchange theory through high work engagement to help control psychological distress among nurses.

ACS Style

Fawad Ahmed; Fuqiang Zhao; Naveed Ahmad Faraz. How and When Does Inclusive Leadership Curb Psychological Distress During a Crisis? Evidence From the COVID-19 Outbreak. Frontiers in Psychology 2020, 11, 1898 .

AMA Style

Fawad Ahmed, Fuqiang Zhao, Naveed Ahmad Faraz. How and When Does Inclusive Leadership Curb Psychological Distress During a Crisis? Evidence From the COVID-19 Outbreak. Frontiers in Psychology. 2020; 11 ():1898.

Chicago/Turabian Style

Fawad Ahmed; Fuqiang Zhao; Naveed Ahmad Faraz. 2020. "How and When Does Inclusive Leadership Curb Psychological Distress During a Crisis? Evidence From the COVID-19 Outbreak." Frontiers in Psychology 11, no. : 1898.

Journal article
Published: 30 July 2020 in International Journal of Nursing Studies
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Public health emergencies and epidemics shatter the assumptions of the world as a safe place. Healthcare workers are at the forefront of such pressures resulting from a persistent threat to their safety and well being. It is therefore important to study such mechanisms that can influence and predict the psychological distress of nurses While there is an increasing number of studies on positive outcomes of leadership styles, their influence on curbing unwanted adverse outcomes is scarce. This study aims to observe the influence of an inclusive leadership style on psychological distress while assessing the mediating role of psychological safety. It uses the theoretical lens of job demands-resources theory and the theory of shattered assumptions to develop and test hypotheses. Cross-Sectional Study with Temporal Separation The researchers recruited 451 on-duty registered nurses from 5 hospitals providing patient care during the highly infectious phase of COVID-19 in January 2020 in Wuhan city, the epicentre of the outbreak in China After obtaining permission from hospital administration, data were collected through an online questionnaire survey in three stages with temporal separation to avoid common method bias. Partial least square structural equation modelling was used to analyze data. The study controlled for effects of age, gender, experience, working hours and education. Hypothesized relationships proved significant. Inclusive leadership has an inverse relationship with psychological distress with a strong path-coefficient. Psychological safety mediates the relationship between inclusive leadership and psychological distress while explaining 28.6% variance. Multi-group analysis results indicate no significant differences between respondents based on these control variables Recurring or prolonged experiences of stress and anxiety at the workplace, without a mechanism to counter such effects, can culminate into psychological distress. Inclusive leadership style can serve as such a mechanism to curb psychological distress for healthcare workers by creating a psychologically safe environment.

ACS Style

Fuqiang Zhao; Fawad Ahmed; Naveed Ahmad Faraz. Caring for the caregiver during COVID-19 outbreak: Does inclusive leadership improve psychological safety and curb psychological distress? A cross-sectional study. International Journal of Nursing Studies 2020, 110, 103725 -103725.

AMA Style

Fuqiang Zhao, Fawad Ahmed, Naveed Ahmad Faraz. Caring for the caregiver during COVID-19 outbreak: Does inclusive leadership improve psychological safety and curb psychological distress? A cross-sectional study. International Journal of Nursing Studies. 2020; 110 ():103725-103725.

Chicago/Turabian Style

Fuqiang Zhao; Fawad Ahmed; Naveed Ahmad Faraz. 2020. "Caring for the caregiver during COVID-19 outbreak: Does inclusive leadership improve psychological safety and curb psychological distress? A cross-sectional study." International Journal of Nursing Studies 110, no. : 103725-103725.

Journal article
Published: 23 March 2020 in Sustainability
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Promoting corporate social responsibility (CSR) and co-creation has become a crucial relationship marketing strategy for the banks. This research empirically investigates how banks’ CSR activities generate positive customer responses in the form of co-creation, customer–company identification (CCI), and loyalty. This research sheds light on the influence of CSR on customer behavior by analyzing the underlying psychological processes through the sequential mediation of co-creation and CCI. Working with a sample of 280 banking customers in Pakistan, partial least square based structural equation modeling (PLS-SEM) is employed to test the conceptual model. CSR is a multidimensional formative construct that affects customer loyalty both directly and indirectly. Sequential partial mediations of co-creation and CCI are found between CSR activities and customer loyalty. Lastly, CCI has a direct and significant impact on co-creation and customer loyalty. Banks must include CSR in their long-term marketing plans to improve overall customer behavior because banks’ CSR activities result in customer identification and co-creation. Similarly, banks should welcome the customers’ participation in service design and use their knowledge and skills to improve overall service culture.

ACS Style

Ali Raza; Amer Saeed; Muhammad Khalid Iqbal; Umair Saeed; Imran Sadiq; Naveed Ahmad Faraz. Linking Corporate Social Responsibility to Customer Loyalty through Co-Creation and Customer Company Identification: Exploring Sequential Mediation Mechanism. Sustainability 2020, 12, 2525 .

AMA Style

Ali Raza, Amer Saeed, Muhammad Khalid Iqbal, Umair Saeed, Imran Sadiq, Naveed Ahmad Faraz. Linking Corporate Social Responsibility to Customer Loyalty through Co-Creation and Customer Company Identification: Exploring Sequential Mediation Mechanism. Sustainability. 2020; 12 (6):2525.

Chicago/Turabian Style

Ali Raza; Amer Saeed; Muhammad Khalid Iqbal; Umair Saeed; Imran Sadiq; Naveed Ahmad Faraz. 2020. "Linking Corporate Social Responsibility to Customer Loyalty through Co-Creation and Customer Company Identification: Exploring Sequential Mediation Mechanism." Sustainability 12, no. 6: 2525.

Journal article
Published: 10 March 2020 in International Journal of Environmental Research and Public Health
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Employees’ voluntary green behavior (EVGB) is indispensable in realizing organizations’ environmental sustainability objectives. Leaders can act as catalysts to shape the behavior of their employees. On EVGB, noticeably the missing link is investigating the influence of servant leadership and the mechanism through which it operates. Building upon self-determination and psychological empowerment theories, this research examined the impact of servant leadership on EVGB through the simple and sequential mediation of psychological empowerment and autonomous motivation for the environment (AME). Through systematic sampling, dyadic data were collected from 315 pairs of subordinates and supervisors working in the power sector organizations of Pakistan. Results were obtained by employing the partial least squares structural modeling (PLS-SEM) technique with Smart-PLS 3.2.8 software. Findings revealed that psychological empowerment and AME simply and sequentially mediate the influence of servant leadership on EVGB. Implications for theory and organizational practitioners are offered, accompanied by suggestions for future research.

ACS Style

Ma Ying; Naveed Ahmad Faraz; Fawad Ahmed; Ali Raza. How Does Servant Leadership Foster Employees’ Voluntary Green Behavior? A Sequential Mediation Model. International Journal of Environmental Research and Public Health 2020, 17, 1792 .

AMA Style

Ma Ying, Naveed Ahmad Faraz, Fawad Ahmed, Ali Raza. How Does Servant Leadership Foster Employees’ Voluntary Green Behavior? A Sequential Mediation Model. International Journal of Environmental Research and Public Health. 2020; 17 (5):1792.

Chicago/Turabian Style

Ma Ying; Naveed Ahmad Faraz; Fawad Ahmed; Ali Raza. 2020. "How Does Servant Leadership Foster Employees’ Voluntary Green Behavior? A Sequential Mediation Model." International Journal of Environmental Research and Public Health 17, no. 5: 1792.

Journal article
Published: 01 January 2019 in THE INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION
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Change is the only constant phenomenon in this world, and organizations can bring it through innovation. This innovation ultimately leads to an organization’s competitive edge and sustainability. Every new idea primarily originates in the minds of individuals, and when it’s implemented successfully, it contributes to overall organizational innovation. Nurturing employees’ innovative work behavior (EIWB) is prudent for every organization looking to enhance its innovative outcomes. This research, at first, aimed to examine the influence of servant leadership (SL) at three distinctive levels of employees’ innovative work behavior (EIWB); namely, idea generation, idea promotion, and idea realization. Then, we investigated the influence of SL on overall EIWB. Finally, employees’ Psychological Empowerment (PE) is assessed as a mediator through which SL exerts its influence on EIWB. Servant leadership in conjunction with Social Exchange theories were used to develop the conceptual model of this research. Cross-sectional data were collected from 283 entry-level officers working in different Power Sector Companies of Pakistan. Partial least squares structural equation modeling (PLS-SEM) was employed through Smart-PLS 3.2.8 software to analyze the hypothesized relationships. The findings of this research show that SL positively influences each stage of EIWB as well as EIWB at an integrated level. Employees’ Psychological Empowerment (PE) partially mediates the positive influence of SL on EIWB. This research is one of the pioneers to examine the influence of SL at different levels of EIWB. Further, investigating employees’ PE as mediating between the relationship of SL and EIWB is also a unique contribution of this research. Besides offering the theoretical and managerial implications, detailed discussion on the results is carried out. Lastly, the limitations of this study and potential avenues for future research are highlighted.

ACS Style

Naveed Faraz; Muhammad Farhan Mughal; Fawad Ahmed; Ali Raza; Muhammad Khalid Iqbal. The Impact of Servant Leadership on Employees’ Innovative Work Behaviour-Mediating Role of Psychological Empowerment. THE INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 2019, 5, 10 -21.

AMA Style

Naveed Faraz, Muhammad Farhan Mughal, Fawad Ahmed, Ali Raza, Muhammad Khalid Iqbal. The Impact of Servant Leadership on Employees’ Innovative Work Behaviour-Mediating Role of Psychological Empowerment. THE INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION. 2019; 5 (3):10-21.

Chicago/Turabian Style

Naveed Faraz; Muhammad Farhan Mughal; Fawad Ahmed; Ali Raza; Muhammad Khalid Iqbal. 2019. "The Impact of Servant Leadership on Employees’ Innovative Work Behaviour-Mediating Role of Psychological Empowerment." THE INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 5, no. 3: 10-21.