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1 – 10 of over 37000Liqun Wen, Mingjian Zhou and Qiang Lu
This study aims to explore the domain of leader’s creativity and suggests that leader’s creativity can be present as both worker-role creativity and manager-role creativity. Then…
Abstract
Purpose
This study aims to explore the domain of leader’s creativity and suggests that leader’s creativity can be present as both worker-role creativity and manager-role creativity. Then, the study examines the influence of leader’s worker-role creativity and manager-role creativity on employees’ creativity and team creativity. As a contextual factor, the identification with leader is taken as a moderator at both the individual and team levels.
Design/methodology/approach
With data that was collected from 229 employees and 32 team leaders in entrepreneurial and R&D teams of China, hierarchical regression is conducted to test the hypotheses at individual and team levels separately.
Findings
The results show that leader identification plays a different role in moderating the effects of worker-role creativity and manager-role creativity on employees’ and team creativity. For the relationships between worker-role creativity and employees’ and team creativity, they are positive when leader identification is high and negative when it is low. For the relationships between manager-role creativity and team creativity, it is stronger when leader identification is higher rather than lower.
Research limitations/implications
This study answers the call for studying the roles of creative role models and provides new evidence of the leader as a role model. The exploration of the domain of leader’s creativity and the different effects on creative outcome brings an interesting perspective on creativity and leadership research.
Originality/value
The present study draws on the advance to develop the content of leader’s creativity. Then, the moderating role of identification with leader between leader’s creativity and employees’ creativity and team creativity is comprehensively examined.
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Abstract
Purpose
Drawing upon the social identity approach, this research examines whether and how leader–subordinate congruence at high levels of proactive personality facilitates subordinate creativity.
Design/methodology/approach
Two different data sets (Study 1: N = 205; Study 2: N = 222) were collected from leader–subordinate dyads in China to provide stronger empirical evidence regarding our hypotheses. Polynomial regression and response surface analyses were used to test our predictions.
Findings
Subordinate creativity in the scenario in which the leader and subordinate shared a highly proactive personality (i.e. high–high congruence) was higher than that in the incongruence or low–low congruence scenario. The subordinate's identification with the leader mediated the above relationships such that the indirect relationship between leader–subordinate proactive personality and subordinate creativity via identification with the leader was maximized in the high–high congruence scenario.
Practical implications
The findings suggest that organizations should consider selecting both highly proactive leaders and highly proactive subordinates to facilitate the subordinates' identification and subsequent creativity.
Originality/value
This research highlights the crucial role of leader–subordinate congruence in strong proactive personality for the promotion of creativity and reveals that identification with the leader accounts for the above relationship.
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Weilin Su, Bei Lyu, Hui Chen and Yanzi Zhang
With the rapid development of the service industry, service innovation has gradually become a hot topic in business today. How to further improve employees' service innovative…
Abstract
Purpose
With the rapid development of the service industry, service innovation has gradually become a hot topic in business today. How to further improve employees' service innovative behaviors has become critical to organizations' survival and success. Servant leadership, as a leadership style characterized by serving others, is closely related to employees' service innovative behaviors. Therefore, the purpose of this study is to develop a theoretical framework to examine the influence of servant leadership on employees' service innovative behavior, the mediating role of intrinsic motivation and the moderating role of identification with the leader.
Design/methodology/approach
To test the theoretical model, a multi-time survey method was used to collect data from 381employees from a large high-tech company in Mainland China.
Findings
The results confirm that servant leadership can promote employees' service innovative behavior and intrinsic motivation. Meanwhile, employees' intrinsic motivation partly mediates the influence of servant leadership on their service innovative behavior. Moreover, this mediating relationship is conditional on the moderating role of individual identification with the leader in the path from servant leadership to individual intrinsic motivation.
Research limitations/implications
The key limitation of this study lies in the representativeness of sample data, which is the convenience of non-probability sampling and self-reported data only from a large high-tech company in China.
Practical implications
This study not only further verified a promotion factor of individual service innovative behavior from the perspective of leader influence, but also enriched the understanding of the positive influence of servant leadership on employees.
Originality/value
This study is the first to examine the relationships among servant leadership, employees' intrinsic motivation, identification with the leader and service innovative behavior. The results may help to open the “black box” of the relationship between servant leadership and employees' service innovative behavior by introducing their intrinsic motivation. The conclusions also indicate employees' identification with the leader is an important boundary condition among their relationships. Particularly, it not only moderates the relationship between servant leadership and intrinsic motivation, but also moderates the mediating role of intrinsic motivation.
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Di Cai, Haiyue Wang, Li Yao, Mingyu Li and Chenghao Men
Customer service is crucial for organizations' survival and competitiveness in the hospitality industry. The purpose of this study is to examine how and when servant leadership…
Abstract
Purpose
Customer service is crucial for organizations' survival and competitiveness in the hospitality industry. The purpose of this study is to examine how and when servant leadership affects extra-role customer service.
Design/methodology/approach
The hypotheses were tested with a sample of 302 employees from a passenger transport company in China.
Findings
Results demonstrate that servant leadership was positively related to extra-role customer service and that this relation was mediated by relational identification. In addition, the mediating effect of relational identification in the relation between servant leadership and extra-role customer service was contingent on prosocial motivation.
Originality/value
The study is the first to explore the relation between servant leadership and extra-role customer service from the perspective of relational identification and the moderating role of prosocial motivation.
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The purpose of the current research is (1) to test affective mechanisms by which a leader's work engagement predicts team performance via a follower's work engagement in a…
Abstract
Purpose
The purpose of the current research is (1) to test affective mechanisms by which a leader's work engagement predicts team performance via a follower's work engagement in a trickle-down fashion and (2) to examine the moderating role of relational identification with the leader on the trickle-down effect.
Design/methodology/approach
Multisource and three-wave data was collected from 404 followers working in 76 teams from a construction company in South Korea. By aggregating all study variables, a 2-2-2 level approach by using the PROCESS macro with bootstrapping (10,000 samples) in SPSS was used to test the proposed model.
Findings
The current research uses a team-level analysis to examine (1) the effect of a leader's work engagement on team performance via a follower's work engagement and (2) moderating role of relational identification via the lens of the affective processing theory (APT) and the conservation of resource (COR) theory.
Originality/value
Based the lens of APT and COR theory, the current research found that the contagious effect of a leader's work engagement on followers is conditional. Specifically a leader's work engagement has a positive effect on followers' work engagement only when followers have a high sense of relational identification with their leader. However, a leader's work engagement has an adverse effect on followers when followers have a low sense of relational identification.
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Yanhong Chen, Baowei Liu, Li Zhang and Shanshan Qian
The purpose of this paper is to investigate the effect of humble leadership on employee proactive behavior. The authors propose that such effect is mediated by psychological…
Abstract
Purpose
The purpose of this paper is to investigate the effect of humble leadership on employee proactive behavior. The authors propose that such effect is mediated by psychological empowerment, and identification with leader moderates the intervening role of psychological empowerment in the humble leadership-employee proactive behavior relationship.
Design/methodology/approach
Data were collected from 286 subordinate-supervisor dyads from 4 industries in Northern China. Hierarchical linear modeling analyses were applied to test the research model.
Findings
Humble leadership has a significantly positive effect on employee proactive behavior, and this effect is mediated by psychological empowerment. Furthermore, the identification with leader moderates the mediated relationships between humble leadership and employee proactive behavior via psychological empowerment.
Research limitations/implications
One limitation is that the data were collected cross-sectionally. Further research could conduct longitudinal research to retest the hypotheses. The present research has a number of implications. First, the authors extend humble leadership research. Second, the authors also contribute to humble leadership literature by addressing the lack of attention paid to the explanatory mechanism linking humble leader behavior to follower outcomes. Third, the authors provide a new insight into the boundary condition of humble leadership.
Practical implications
Managers should demonstrate more humble behaviors in their leading process to influence employees’ psychological empowerment and proactive behavior. In addition, managers should provide employees with sincere care in relation to work and life issues to produce employees’ identification with leader.
Social implications
Humility is a modifiable trait that individuals can increase dramatically by practice. Humble behavior is more accessible and easier to cultivate, contrary to the stable trait of humility. Besides, our results confirmed the individuals with the virtue of humility are most likely to succeed. Thus, humble behaviors should be highly advocated and encouraged in our society.
Originality/value
This research extends humble leadership research by constructing and verifying the theoretical model of humble leader behavior and employee proactive behavior and by demonstrating the value of humble leader behavior in a non-Western context, and identifies the different roles of psychological empowerment and identification with leader on employee proactive behavior.
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Gul Afshan, Carolina Serrano-Archimi and Zubair Akram
The paper examines the effect of relative leader-member exchange (LMX) on follower's in-role performance, citizenship behaviour and cynicism via relational identification…
Abstract
Purpose
The paper examines the effect of relative leader-member exchange (LMX) on follower's in-role performance, citizenship behaviour and cynicism via relational identification. Moreover, LMXSC (LMXSC) moderates the direct and mediating relationship.
Design/methodology/approach
Based on multi-level (individual and group level) model, dyadic data were collected from 298 employees working under 47 group managers in the banking sector in Pakistan.
Findings
The multi-level moderated mediation model tested in Mplus and HLM software showed the full support for direct, mediating and moderating hypothesized relationships; however, the moderated mediation hypothesis was partially supported. It reveals that relative LMX standing of followers predicted in-role performance, organizational citizenship behaviour at an individual level (OCB-individual) and cynicism. Relational identification with the leader mediated the relationship. Moreover, at high LMXSC, the relationship between relative LMX and relational identification and consequently the outcomes were stronger.
Originality/value
LMX has widely been studied at dyadic level, despite the suggested high and low LMX quality relationships that exist in a workgroup. This study not only investigates the role of relative LMX on employee performance through relational identification but also reports that subjective evaluation of LMXSC plays a major role in promoting employee performance.
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Tae Won Moon, Won-Moo Hur and Yong Jun Choi
Previous research has focused mainly on the antecedents and consequences of service employees’ emotional labor during the enactment of service roles, with little attention having…
Abstract
Purpose
Previous research has focused mainly on the antecedents and consequences of service employees’ emotional labor during the enactment of service roles, with little attention having been paid to how perceptions of leaders’ emotional labor are related to followers’ job outcomes. The purpose of this paper is to propose a model in which followers’ perceptions of the uses of emotional labor by leaders toward customers influence followers’ job performance in their service encounters.
Design/methodology/approach
Working with a sample of 268 medical service employees in South Korea, structural equation modeling was employed to test the research hypotheses.
Findings
The results indicate that perceptions of leaders’ deep acting toward customers are positively related to followers’ perceptions of authentic leadership. Second, followers’ perceptions of authentic leadership are positively associated with their identification with and trust in their leaders. Finally, followers’ identification with and trust in their leaders is positively related to their job performance.
Research limitations/implications
The research shows that leaders’ use of deep acting toward customers has a positive effect on followers’ job outcomes. Thus, service firms should consider training programs, mindfulness and policy changes regarding display rules at the organizational level so that service employees are encouraged to use deep acting with customers by empathizing with the customers’ needs, while regulating their inner feelings.
Originality/value
The current study broadens the conceptual work and empirical studies in the emotional labor literature related to the service sector by presenting a fundamental mechanism for the effect of perceptions of leaders’ use of emotional labor toward customers on service employees’ job performance. This study is the first to provide an empirical test of how leaders’ emotional labor is related to followers’ job performance.
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Aldijana Bunjak, Matej Černe and Sut I Wong
The purpose of this paper is to examine the (in)congruence of leaders’ and followers’ cognitive characteristics (i.e. pessimism), followers’ identification with a leader and job…
Abstract
Purpose
The purpose of this paper is to examine the (in)congruence of leaders’ and followers’ cognitive characteristics (i.e. pessimism), followers’ identification with a leader and job satisfaction.
Design/methodology/approach
Data from 291 working professionals are analyzed, following a series of hierarchical linear modeling and mediated polynomial regression analyses.
Findings
Polynomial regression analysis results indicate that alignment (congruence) between leaders’ pessimism and followers’ pessimism, when both are at high levels, is related to low levels of job satisfaction. Further, leader–follower congruence at lower levels of pessimism leads to high levels of job satisfaction through the mediator of followers’ perceived identification with a leader.
Originality/value
By identifying (in)congruence of leader–follower pessimism as a key antecedent, and taking an explanatory mechanism of identification with a leader into account, the authors contribute to disentangling the conceptual paths that underlie the mode by which implicit leadership theory might explain instances of individual job satisfaction.
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Atiya Yasmeen, Muhammad Mumtaz Khan and Syed Saad Ahmed
The study aims to investigate the mediating roles of leadership identification and organizational identification linking abusive supervision to employees' turnover intention.
Abstract
Purpose
The study aims to investigate the mediating roles of leadership identification and organizational identification linking abusive supervision to employees' turnover intention.
Design/methodology/approach
Using a self-administer survey design, data were collected from 229 nursing workforce employed in hospitals located in Karachi.
Findings
The research findings show that abusive supervision has a considerably positive influence on turnover intention. The findings also show that abusive supervision negatively affects nurses' leadership identification and organizational identification. Leadership identification and organizational identification were found to be negatively related to nurses' turnover intention. Finally, leadership identification and organizational identification were found to parallelly mediate the relationship between abusive supervision and turnover intention.
Originality/value
This study helped uncover the previously unknown parallel mediating mechanism of organizational identification and leadership identification. Additionally, abusive supervision was found to negatively affect employees' leadership identification.
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