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Article
Publication date: 6 March 2017

Liqun 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…

1894

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.

Details

Nankai Business Review International, vol. 8 no. 1
Type: Research Article
ISSN: 2040-8749

Keywords

Open Access
Article
Publication date: 1 June 2020

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…

10818

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.

Details

Baltic Journal of Management, vol. 15 no. 4
Type: Research Article
ISSN: 1746-5265

Keywords

Article
Publication date: 31 May 2022

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…

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.

Details

Leadership & Organization Development Journal, vol. 43 no. 5
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 23 October 2020

Jian Peng, Xiao Chen, Qi Nie and Zhen Wang

Drawing upon the social identity approach, this research examines whether and how leader–subordinate congruence at high levels of proactive personality facilitates…

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.

Details

Journal of Managerial Psychology, vol. 35 no. 7/8
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 19 April 2018

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…

1660

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.

Details

Leadership & Organization Development Journal, vol. 39 no. 3
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 18 December 2018

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…

1351

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.

Article
Publication date: 9 May 2019

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

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.

Details

Leadership & Organization Development Journal, vol. 40 no. 3
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 19 January 2022

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.

Details

Leadership & Organization Development Journal, vol. 43 no. 2
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 7 August 2017

Markus C. Hasel and Steven L. Grover

The purpose of this paper is to examine the interplay between different streams of trust and leadership and their impact on motivation and performance. The model answers…

4014

Abstract

Purpose

The purpose of this paper is to examine the interplay between different streams of trust and leadership and their impact on motivation and performance. The model answers recent calls for a better understanding of underlying mechanisms in these interactions.

Design/methodology/approach

The authors drew from contemporary leadership and trust theories to develop ten propositions teasing out how specific person- and role-oriented leadership behaviors interact with calculus-, identification-, knowledge-based trust, motivation, and performance.

Findings

The model accentuates the complexity of the interactions between trust, leadership, and follower outcomes. It guides future empirical research to unravel these intricate relations and accentuates their complexity.

Research limitations/implications

The ten propositions act as guidelines in mastering the complex art of leadership by understanding how behaviors affect followers. An important limitation originates in the detailed analysis of leadership and trust. Focusing on specific leadership behaviors and trust types leaves further scope for future research into additional behaviors and cofounding variables to arrive at a more holistic picture of the underlying mechanisms that make or break an effective leader.

Originality/value

Contemporary theories on leadership and trust frequently view the different streams as overall constructs in lieu of multi-faceted phenomena. The model is a first of its kind in that it fuses contemporary leadership and trust theory to develop a set of propositions based on specific interactions between leadership behaviors and different forms of trust.

Details

Leadership & Organization Development Journal, vol. 38 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 5 August 2022

Patrick Terrence Coyle and Roseanne Foti

The authors examine mutually exclusive sub-groups of congruent expectations for leader and follower roles relate to sub-groups of self-other endorsement, and how these…

Abstract

Purpose

The authors examine mutually exclusive sub-groups of congruent expectations for leader and follower roles relate to sub-groups of self-other endorsement, and how these patterns predict relationship quality.

Design/methodology/approach

The authors examine patterns of congruent implicit theories relate to patterns of self-other endorsement, at the dyadic level, using latent class analysis in 193 working-adult dyads. The authors then examine how these patterns predict leader and follower assessments of relationship quality using general linear models (GLM).

Findings

The authors supported 4 classes of dyads with specific patterns of congruent (or incongruent) ILT's and IFT's: Role congruent, exchange congruent, committed leader congruent, and role incongruent dyads. Class membership predicted leader-assessed leader-member exchange (LMX) and perceived support. The authors then supported 3 classes of self-other endorsement: dyads with mutual endorsement, leader identity endorsement, and no endorsement. Class membership predicted follower-assessed LMX, perceived support, and perceived contribution from leaders. Class membership corresponded meaningfully.

Originality/value

The authors empirically examine the extent to which relationship behavior can be understood: (1) by similar implicit theories, or (2) through identification with a leader or follower role. Moreover, the authors uncover unique combinations of congruence, and address a key challenge posed by traditional variable-oriented strategies typically used in LMX research.

Details

Leadership & Organization Development Journal, vol. 43 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

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