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1 – 10 of over 3000Baek‐Kyoo (Brian) Joo, Hea Jun Yoon and Chang‐Wook Jeung
The purpose of this study is to examine the joint effects of employees’ core self‐evaluations and perceived transformational leadership of their supervisors on employees’…
Abstract
Purpose
The purpose of this study is to examine the joint effects of employees’ core self‐evaluations and perceived transformational leadership of their supervisors on employees’ affective commitment to the organization.
Design/methodology/approach
Subjects were drawn from a Fortune Global 500 company in Korea. Descriptive statistics and hierarchical multiple regression analyses were used to explain the variance in organizational commitment.
Findings
Core self‐evaluations and transformational leadership positively influenced employees’ organizational commitment. In terms of effect size, organizational commitment was more related to transformational leadership than core self‐evaluations. As for transformational leadership, employees exhibited the highest organizational commitment when their leaders articulated the vision, promoted group goals, and provided intellectual stimulation.
Research limitations/implications
The sample of this study is likely restricted to a certain group with similar demographic characteristics (e.g. male junior managers with relatively high education levels). This study, like most organizational commitment studies, relied on self‐reported and cross‐sectional survey method.
Practical implications
Since core self‐evaluations tend to be stable over time, HR professionals need to recruit and select those with higher core self‐evaluations. HR/OD professionals can help managers change their leadership in a transformative fashion (vision articulation, group goal promotion, and intellectual stimulation) by providing relevant training programs and developmental relationships such as coaching and mentoring.
Originality/value
This study took an integrative approach that encompasses personal and contextual factors in a study. It found not only a significant relationship between core self‐evaluations and organizational commitment, but also the interaction effects of core self‐evaluations and one of the dimensions of transformational leadership.
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The purpose of this paper is to investigate the effect of the perceived authentic leadership of supervisors and employees’ core self-evaluations on their organizational…
Abstract
Purpose
The purpose of this paper is to investigate the effect of the perceived authentic leadership of supervisors and employees’ core self-evaluations on their organizational citizenship behavior (OCB) and to examine the role of psychological empowerment as a partial mediator of those relationships.
Design/methodology/approach
A cross-sectional survey was used to obtain individual perceptions from employees working in one of the biggest companies in Korea. Data from 374 samples was analyzed. Construct validity of each measurement model is examined using confirmatory factor analysis and the hypothesized structural model is tested by structural equation modeling.
Findings
The authors found that perceived authentic leadership, core self-evaluation, and employees’ psychological empowerment had significant impact on employees’ OCB, accounting for 58 percent of the variance in OCB. In addition, 54 percent of the variance in psychological empowerment was explained by authentic leadership and core self-evaluations, partially mediating the relationship between authentic leadership and OCB and the relationship between core self-evaluations and OCB.
Originality/value
Positivity is instrumental in driving intrinsic motivation for work and voluntary devotion to colleagues and organizations. This study contributed to the emerging research branch of management and organizational psychology such as positive organization scholarship and positive organizational behavior by exploring the relationship among the relevant constructs. More specifically, the authors found that positive contextual factor (i.e. authentic leadership), positive personality factor (i.e. core self-evaluations), and positive work experience (i.e. psychological empowerment) do have positive influence on employees’ extra-role performance (i.e. OCB).
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Kevan Lamm, Nhu-Ngoc “Tina” P., Don Edgar, Abigail S. Borron and Alexa J. Lamm
Engaging learners is one of the most important responsibilities of an educator. Finding opportunities to connect with individuals in a meaningful way is a powerful tool…
Abstract
Engaging learners is one of the most important responsibilities of an educator. Finding opportunities to connect with individuals in a meaningful way is a powerful tool, particularly for leadership educators. The purpose of the study was to determine whether there were any statistically significant relationships between different demographic groups and core self-evaluations among a sample of adult agricultural leadership development program participants. The results of the study found that gender, educational attainment, and geographic region were not statistically significantly related to core self-evaluations. However, there was a statistically significant difference between groups in both the age and organizational level demographic clusters. A recommendation is for educators to use the findings as a starting point to inform learning interventions and to strive to accommodate the needs of individual learners accordingly.
Ashley O’Donoghue, Edel Conway and Janine Bosak
This chapter investigates the relationship between abusive supervision and employee well-being (i.e., job satisfaction, engagement) and ill-being (i.e., burnout, workaholism) and…
Abstract
Purpose
This chapter investigates the relationship between abusive supervision and employee well-being (i.e., job satisfaction, engagement) and ill-being (i.e., burnout, workaholism) and examines whether follower core self-evaluations (CSE) moderate this relationship.
Methodology/approach
The study uses cross-sectional survey data collected from 111 professional employees across a range of industry sectors.
Findings
Results show that abusive supervision is negatively related to employee well-being (i.e., engagement and job satisfaction) and positively related to employee ill-being, namely burnout. In addition, employees low in CSE are less engaged and less satisfied than employees high in CSE.
Research limitations/implications
The study’s cross-sectional design limits the strength of its conclusions.
Practical implications
This chapter notes the ethical and legal obligations of organizations to provide a safe working environment and identifies the policies and procedures that will signal a commitment to employee well-being.
Originality/value
The study contributes to the leadership and well-being literatures by exploring the influence of abusive leaders on follower well-being and engagement. It also goes beyond merely identifying correlations between leadership style and follower well-being outcomes to investigate how leader and follower attributes can combine to influence these outcomes.
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Anupama Narayan and Debra Steele‐Johnson
The purpose of this article is to understand the role of individual and relational self‐concepts on various team processes and outcomes in a team context.
Abstract
Purpose
The purpose of this article is to understand the role of individual and relational self‐concepts on various team processes and outcomes in a team context.
Design/methodology/approach
Participants (n=470) worked in dyads on a computer‐based truck dispatching task, deciding as a team which task activities to perform and in what order. The authors assessed differential relationships between individual and relational self‐concepts and various team processes (e.g. trust) and outcomes (satisfaction).
Findings
Subjective task complexity was influenced primarily by individual self‐concept, specifically their core self‐evaluations. Trust in others was influenced primarily by individuals' relational self‐concepts, specifically their teamwork predisposition. Intrinsic motivation and satisfaction were influenced by both individual and relational self‐concepts.
Research limitations/implications
Future research should examine these effects in teams larger than dyads, with other types of tasks, over longer time periods, and with non‐college student samples.
Practical implications
Depending on the task type, a practitioner might cue different self‐concepts to increase individuals' focus on team performance, individual performance, or both. For example, if the team task is highly interdependent and reciprocal in nature, then the team can be trained together or provided information to cue relational self‐concept.
Originality/value
This paper focuses on the construct of individual and relational self‐concepts and their effects on individual functioning in a team context. The results support and extend prior research by demonstrating that outcomes in a team context can be identified and examined in relation to individual conceptions of the self, relational conceptions of the self, or by both.
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Howard J. Klein and Erich C. Fein
This chapter proposes the development of a compound personality trait termed “goal propensity”. Motivation is a key determinant of performance in virtually all contexts, and…
Abstract
This chapter proposes the development of a compound personality trait termed “goal propensity”. Motivation is a key determinant of performance in virtually all contexts, and personality has long been viewed as an important influence on motivation. Despite the long history of exploring how personality influences motivation, we do not have a clear understanding of the linkage between individual differences in personality and work motivation or the tools to reliably and accurately predict individual differences in motivation. Advances in our understanding of personality and the convergence of motivation theories around models of self-regulation present the opportunity to achieve that understanding and predictive efficacy. Goal propensity would be a theoretically derived trait that would explain the role of personality in self-regulation models of motivation as well as allow the prediction of tendencies to engage in self-regulation. This chapter provides the rationale for the development of this construct, articulates the nature of the proposed goal propensity construct, and explores the value of such a construct for theory, future research, and human resource practice.
Thomas W. Dougherty, Yu Ha Cheung and Liviu Florea
The purpose of this paper is to integrate scholarship on personality, mentoring, developmental relationships, and social networks in delineating how employees with particular…
Abstract
Purpose
The purpose of this paper is to integrate scholarship on personality, mentoring, developmental relationships, and social networks in delineating how employees with particular personality characteristics are more or less likely to be involved in four types of developmental networks.
Design/methodology/approach
The paper reviews scholarship on personality characteristics and developmental relationships to identify a set of distinct personality characteristics proposed to be related to employees' tendencies to develop four types of developmental networks. These network types are defined based on high or low relationship strength and high or low relationship diversity in employee ties with others. We develop propositions delineating the nature of expected relationships of these personality characteristics with developmental network types.
Findings
The paper identifies five personality characteristics – interdependent/independent self‐construal, core self‐evaluations, openness to experience, conscientiousness, and extroversion/introversions – and explained how each should be related to employees' tendencies to develop the four types of developmental networks. These networks have been described as opportunistic, entrepreneurial, receptive, and traditional developmental networks, based upon the strength and the diversity of network relationships.
Originality/value
The paper suggests that personality variables are potentially valuable for understanding how individuals develop particular types of developmental relationships, an area that deserves more research attention. It is noted that developmental relationships have been shown to be related to both employees' objective career outcomes such as promotions and salary progress, and subjective outcomes such as career and job satisfaction.
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Jeremy R. Brees, David M. Sikora and Gerald R. Ferris
Combining early and untested accountability perspectives with stress research, the authors examined the degree to which employees perceive workplace accountabilities as either…
Abstract
Purpose
Combining early and untested accountability perspectives with stress research, the authors examined the degree to which employees perceive workplace accountabilities as either worthy challenges to be overcome or potential threats to be avoided.
Design/methodology/approach
The authors utilized structural equation modeling to evaluate our hypotheses and tested them across two data samples, using two different sampling techniques collected four years apart.
Findings
Employees' individual differences of attribution style, negative affectivity and core self-evaluations influenced how subjects approached accountability pressures in their workplace, which in turn, was associated with job satisfaction and turnover intentions.
Originality/value
By examining how employees evaluate accountability pressures, this investigation advances existing research by exploring the different ways in which employees perceive workplace accountabilities.
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Hasan Yousef Aljuhmani, Okechukwu Lawrence Emeagwali and Bashar Ababneh
This study aims to investigate the impact of chief executive officers' (CEO’s) core self-evaluation and grandiose narcissism on firm performance. This work combines bright and…
Abstract
Purpose
This study aims to investigate the impact of chief executive officers' (CEO’s) core self-evaluation and grandiose narcissism on firm performance. This work combines bright and dark personality sides to explore how complex CEO's behavioral characteristics affect firms' outcomes. In addition, top management team (TMT) behavioral integration is considered as an organizational setting that acts as a conductive device bridging CEOs behavioral characteristics with firms' performance.
Design/methodology/approach
The data for this study are based on 187 respondents, including CEOs and TMTs, across medium and large firms in Turkey through an online survey using a questionnaire. Structural equation modeling (SEM) was used to analyze the data collected.
Findings
The study finds that only CEO-TMT narcissism and TMT behavioral integration have a positive direct effect on firm financial performance. Contrary to expectations, CEO-TMT core self-evaluation has a negative direct effect on firm performance. Moreover, the results show that environmental dynamism interacts positively and significantly with CEO-TMT narcissism. Thus, the claim that TMT behavioral integration has a mediating effect is not supported in the context of medium and large firms in Turkey.
Originality/value
This study contributes to the upper echelons theory (UET) literature by highlighting the boundary conditions under which narcissistic CEOs can interact with more behaviorally integrated TMT members to exchange information, make joint decisions and collaborate in a relatively dynamic environment, as well as aggregating the bright side and dark side of CEOs personality traits and examining their effects alongside those of TMT behavioral integration on the firm performance. Finally, this study enriches the upper echelons literature by providing evidence from Turkey.
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Pedro Neves and Gökhan Karagonlar
The interest on leader humor styles is recent. By applying a trustworthiness framework, the authors examine (1) how leader humor styles contribute to performance and deviance via…
Abstract
Purpose
The interest on leader humor styles is recent. By applying a trustworthiness framework, the authors examine (1) how leader humor styles contribute to performance and deviance via trust in the supervisor and (2) who benefits/suffers the most from different leader humor styles.
Design/methodology/approach
The authors tested their hypotheses in a sample of 428 employee–supervisor dyads from 19 organizations operating in the services sector.
Findings
Affiliative and self-enhancing leader humor styles are particularly beneficial for employees with low core-self-evaluations, helping them develop trust in the supervisor and consequently improving their performance. An aggressive leader humor style, via decreased trust in the supervisor, reduces performance, regardless of employees' core self-evaluations. Self-enhancing and self-defeating leader humor styles also present significant relationships with organizational deviance.
Research limitations/implications
Limitations include the cross-sectional design and the limited number of mechanisms examined.
Practical implications
Organizations need to train leaders in the use of humor and develop a culture where beneficial humor styles are endorsed, while detrimental humor styles are not tolerated.
Originality/value
These findings contribute to the literatures on trust and humor, by showing that the use of humor is not as trivial as one could initially think, particularly for those with low core self-evaluations, and by expanding our knowledge of the mechanisms by which different leader humor styles may influence performance and deviance.
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