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1 – 10 of over 2000The purpose of this paper is to explore the possible consequences of the intra-individual level-based perceptions of participative, supportive and instrumental leadership styles…
Abstract
Purpose
The purpose of this paper is to explore the possible consequences of the intra-individual level-based perceptions of participative, supportive and instrumental leadership styles and the dissonance factors of leadership styles perceptions on employee engagement using the information-processing and connectionist perspectives of leadership perceptions.
Design/methodology/approach
Hypotheses relating to direct and moderated effects of perceptions of leadership styles on employee engagement were tested using a two-stage intra-individual level study (n=172 in each stage). Hierarchical regression analysis was used to test the hypotheses.
Findings
The findings revealed that perceptions of preferred and experienced supportive leadership styles are individually important predictors of employee engagement. It was also revealed that differentiated leadership styles have stronger (complementary) effect on employee engagement when the perceptions of experienced participative and supportive leadership styles were aligned with perceptions of respective preferred leadership styles. Furthermore, it was also found that the low level compared to the high level of dissonance factor or the difference between preferred and experienced instrumental leadership style acted as a complementer on employee engagement.
Research limitations/implications
This study has made contributions to facilitate scholars to build better information-processing models and implicit theories for differentiated leadership and employee engagement links. Finally, the study provides new information on the consequence of perceptions of leadership style and the dissonance factor of leadership perceptions on followers’ actions such as employee engagement.
Originality/value
This will be the first empirical study examining the relationships between the dissonance factor of leadership perceptions of participative, supportive and instrumental styles and employee engagement.
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Hannah Vivian Osei, Felicity Asiedu-Appiah and Perpetual Akosuah Anyimaduah Amoah
A major paradigm shift focusing on the dark side of leadership has generated lots of concern for organizations as leadership has cascading effects on employees’ behaviour. This…
Abstract
Purpose
A major paradigm shift focusing on the dark side of leadership has generated lots of concern for organizations as leadership has cascading effects on employees’ behaviour. This study aims to understand negative behaviours in the organization as a system of interrelated interaction initiated from the top which trickles down to employees.
Design/methodology/approach
Drawing on the theories of social exchange and norms of reciprocity, social learning and displaced aggression, this study models how and when abusive supervision relates to employees’ task performance. The model is empirically tested and extended to cover mediation and moderation processes. Drawing data from 218 bank supervisors and employees, this study uses the structural equation modelling to analyse a trickle-down model of abusive supervision.
Findings
Results from multi-waved, multi-sourced data indicated a mediating effect on the abusive supervision–performance relationships and provided support for employees’ guilt proneness and emotional dissonance as moderators. Overall, the results provided support for a moderated mediation relationship in the trickle-down model.
Originality/value
This study provides new knowledge into the potential boundary conditions of employees’ guilt proneness and emotional dissonance in affecting the relationship between abusive supervision, counterproductive work behaviour and task performance.
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Muhammad Irfan, Omar Khalid Bhatti and Ali Osman Ozturk
Emergence of COVID-19 has posed a big challenge around the world demanding responsible behavior at all levels for effective mitigation of its adverse effects on humanity. Despite…
Abstract
Purpose
Emergence of COVID-19 has posed a big challenge around the world demanding responsible behavior at all levels for effective mitigation of its adverse effects on humanity. Despite deadly nature of the pandemic, people yet tend to violate the lockdowns, social distancing, and related protective measures. This study presents a critical view and identifies underlying causes of the deviant behavior of masses. It highlights specific areas where responsible leadership can make a difference in fighting the pandemic from organizational perspective.
Design/methodology/approach
Qualitative data collected through in depth interviews from three different countries - Pakistan, Turkey and Malaysia. The data was collected thrice with time lags and integrated view has been presented in this study.
Findings
The study finds that perceptual dissonance, cost of protective behavior, reactive attraction and perceived triviality of protective measures are some of the main causes of deviant behavior.
Research limitations/implications
Although the data have been collected from three countries, yet smaller sample size remains a limitation of the study. Similarly, the longitudinal data was collected once in each wave of COVID-19 and its increased frequency could make findings more reliable.
Practical implications
The findings provide an “analysis template” for responsible leaders to analyze any crisis situation in future. In the light of findings, leaders can locate causes of deviant behavior and the way they can influence behavior of employees in a crisis.
Social implications
The study is highly valuable in analysis of social dimension of COVID-19 crisis at organizational level. It clearly highlights the significance of social and financial support by responsible leaders for influencing the protective intentions of employees in an emergency situation.
Originality/value
The organizational perspective and the responsibilities of leaders for fighting the pandemic has not been adequately explored. This study has investigated the likely causes of deviant behavior of employees in adoption of protective measures. It also highlights the areas where responsible leaders can make a difference in inducing protective behaviors.
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This study seeks to confirm the main factors in the followers' perception of leaders and to explore effects of collectivist values, age and work experience on followers' perception…
Abstract
Purpose
This study seeks to confirm the main factors in the followers' perception of leaders and to explore effects of collectivist values, age and work experience on followers' perception of leaders.
Design/methodology/approach
Confirmatory factor analysis is done for the 32‐item Romance of leadership scale and an exploratory multi‐level research in perceptions of 452 individuals in five cultural groups.
Findings
The study confirms the “influence” and the “interchangeability” of leaders as independent constructs in the followers' perception of leaders. The results indicate: older followers view leadership change more negatively than younger followers; with more work experience followers view the influence of leaders diminishing; differences in perception of followers from collectivist and individualistic cultures were inconclusive.
Research limitations/implications
A large proportion of the sample used in this study were young undergraduates with little work experience and exposure to organisational leadership. A more representative spread of age and work experience in a replication of this study will mean the findings could be generalised.
Practical implications
The research suggests that inexperienced followers attribute more influence to leaders. With greater exposure at work they are likely to see limitations in their leaders' influence. As followers age they see leadership change as more troublesome for organisational performance. This could create cognitive dissonance among followers who see leaders as having diminishing influence but at the same time being increasingly irreplaceable.
Originality/value
This paper contributes to the relatively limited amount of research on followers' perception of leaders. This will assist in understanding the determinants of effective leadership.
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Peter Goff, J. Edward Guthrie, Ellen Goldring and Leonard Bickman
In this study the authors use longitudinal data from a randomized experiment to investigate the impact of a feedback and coaching intervention on principals’ leadership behaviors…
Abstract
Purpose
In this study the authors use longitudinal data from a randomized experiment to investigate the impact of a feedback and coaching intervention on principals’ leadership behaviors. The paper aims to discuss these issues.
Design/methodology/approach
In total, 52 elementary and middle school principals (26 receiving teacher feedback, 26 receiving feedback and coaching) were randomized into a year-long feedback and coaching study. Measures of leadership actions were collected from principals and teachers during the fall, winter, and spring. The authors use instrumental variables approach to examine the impact of treatment.
Findings
Behavioral change may take longer than is presented in this study, which implies that these findings represent a lower-bound. As an intervention leadership coaching is costly and this research does not explore alternatives to help principals make feedback data actionable.
Practical implications
It is unlikely that providing school leaders with feedback alone will induce behavioral change. Other systems and supports – such as leadership coaching – are needed to help principals make sense of feedback data and translate data into actionable behaviors.
Originality/value
Few leadership studies use exogenous variation in treatment conditions to examine leadership outcomes. This study builds upon our causal knowledge of leadership behaviors and presents a viable intervention to improve school leadership.
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The study was conducted in the headquarters of a mining company inPerth, Western Australia. The findings suggest that the dissonancefactor (perceived leadership style received…
Abstract
The study was conducted in the headquarters of a mining company in Perth, Western Australia. The findings suggest that the dissonance factor (perceived leadership style received versus preferred style) was higher for women than for men. Women, in fact, desired a more democratic style of leadership than men while the perceived styles were very similar for both genders. The dissonance factor was related to job satisfaction but it appears that the dissonance factor is a better measure of longterm commitment to the organisation while job satisfaction appears to measure a shorter‐term employee satisfaction. The results of the study suggest that high levels of commitment and job satisfaction are independent of the style of leadership received. This challenges the advice given by organisational behaviourists over the last few years that a democratic style was necessary to improve job satisfaction, reduce absenteeism and labour turnover and increase productivity.
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Nasib Dar, Saima Ahmad, Kamal Badar and Yasir Mansoor Kundi
This paper aims to probe the prevailing belief that engaging in innovative work behavior (IWB) will invariably lead to favorable outcomes. To do so, the paper integrates…
Abstract
Purpose
This paper aims to probe the prevailing belief that engaging in innovative work behavior (IWB) will invariably lead to favorable outcomes. To do so, the paper integrates followership theory and cognitive dissonance theory to investigate the connection between employees’ IWB and despotic leadership, and the mediating role of interpersonal conflict with the supervisor in this connection. Moreover, the moderating impact of the supervisor’s dispositional resistance to change trait on the direct and indirect relationship between IWB and despotic leadership is explored.
Design/methodology/approach
The data were collected through a multi-wave survey of 350 employees and 81 supervisors working in 81 public schools.
Findings
The findings show that IWB has a positive and significant relationship with despotic leadership, and this relationship is mediated by interpersonal conflict with the supervisor.
Originality/value
To the best of the authors’ knowledge, this is the first study that examines the link between IWB and despotic leadership via interpersonal/dyadic conflict and explores the moderating effect of leadership dispositional resistance to change trait in this indirect relationship.
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Dagnachew L. Senbeto and Alice H.Y. Hon
This study aims to examine the impact of technological turbulence on employee resilience based on cognitive dissonance theory and through a process of consonance and dissonance…
Abstract
Purpose
This study aims to examine the impact of technological turbulence on employee resilience based on cognitive dissonance theory and through a process of consonance and dissonance. First, the study investigates employee openness to represent cognitive consonance and then resistance to change to represent cognitive dissonance processes. Such processes mediate the relationship between technological turbulence and employee resilience. Second, this study proposes that the above associations will be moderated by crisis leadership efficacy.
Design/methodology/approach
The study uses multi-source data from service employees and their immediate superiors in hospitality, including a two-phase data collection process. Moreover, the study conducts a two-step structural equation modeling.
Findings
This study finds that employee openness and resistance to change mediate the association between technological turbulence and employee resilience. Furthermore, results reveal that crisis leadership efficacy strengthens the relationships (direct and indirect, through openness and resistance to change) between technological turbulence and employee resilience. The study discusses the implications for theory and practice for tourism scholars and practitioners.
Research limitations/implications
This study provides empirical evidence showing the importance of employee resilience and the underlying mechanisms in responding to technological turbulence in the hospitality industry.
Originality/value
Resilience research in the hospitality and service context is timely and necessary to cope up with the changing market and turbulences. This study extends the extant literature that mainly examined the crisis and dynamic conditions. The study contributes to crisis management, marketing and leadership literature concerning technological turbulence and employee resilience in the hospitality context.
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