How leadership for Quality 4.0 affects thriving at work: a multilevel study from the identification perspective
研究了质量4.0领导力对质量专业人员工作繁荣的影响，发现团队认同和个人工作认同在其中起中介作用，为组织提升质量实践中的员工参与提供了指导。
Purpose The advent of digital technologies has ushered in a new era of quality management (QM) known as Quality 4.0 (Q4.0). The successful implementation of Q4.0 requires the involvement of both leaders and employees. Leadership plays a critical role in motivating employees involved in quality practices. However, the mechanisms by which leadership inspires quality professionals to engage in continuous learning and remain vigorous in their roles are not well understood. This study aims to determine the impact of Q4.0 leadership on thriving at work (TAW) among quality professionals and to identify the underlying mechanisms. Design/methodology/approach Utilising the identity theory and social identity theory, a multilevel TAW model was developed. This study surveyed 63 team leaders and 243 subordinates, who are quality professionals working for companies implementing Q4.0. Multilevel structural equation modelling (MSEM) was applied to assess the hypotheses. Findings The study finds that Q4.0 leadership enhances TAW among quality professionals. The linkage between Q4.0 leadership and TAW is mediated by work group identification (WGI) at the group level and job identification (JI) at the individual level. Practical implications Insights from this study will enable organisations to make informed decisions regarding the leadership styles that best support TAW among quality professionals. By understanding the mechanisms linking Q4.0 leadership to TAW, organisations can foster both WGI and JI, ultimately enhancing engagement and performance in quality initiatives. Originality/value This study offers a novel contribution to the QM field by examining the role of Q4.0 leadership in motivating and sustaining the engagement of quality professionals. Exploring the relationships between Q4.0 leadership, WGI, JI and TAW helps to deepen our understanding of how Q4.0 leadership can enhance TAW among quality professionals.