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1 – 10 of over 14000Chen Zhao, Yonghong Liu and Zhonghua Gao
The purpose of this paper is to reveal the identification-based mechanisms through which servant leadership affects desired outcomes (organizational citizenship behavior (OCB…
Abstract
Purpose
The purpose of this paper is to reveal the identification-based mechanisms through which servant leadership affects desired outcomes (organizational citizenship behavior (OCB) toward coworkers and turnover intention) in the service industry in China.
Design/methodology/approach
The data of 293 pairs of valid subordinate-supervisor dyads were collected from the hospitality industry in China with a time lag of 30 days to reduce common method bias. Hypotheses were tested by a bootstrapping method and rival model comparisons.
Findings
The authors demonstrate that both the subordinate’s identification with the supervisor and identification with the organization play crucial roles in translating servant leadership’s effects to subordinate’s coworker-oriented OCBs and turnover intention. However, the occurrence of the two identifications seems to be not parallel but in sequence (i.e. pointing from identification with the supervisor to identification with the organization). In addition, results show that servant leadership’s ability to reduce subordinate’s fear of being close to the immediate supervisor is an equally significant route through which subordinate’s identification with the organization can be established.
Originality/value
The research has extended the literature and provided a nuanced explanation of the identification processes underlying servant leadership. The differentiation between relational identification with supervisor and collective identification with organization has shed light on a socialization mechanism through which subordinates come to demonstrate other-oriented service behavior and choose not to leave the organization. Additionally, the way that servant leadership helps eliminate subordinate’s fear in a supervisory relationship has proved to be in-negligible in enhancing organizational identification.
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Panagiotis Gkorezis, Eugenia Petridou and Katerina Lioliou
Substantial research has examined the pivotal role of supervisor positive humor in generating employee outcomes. To date, though, little is known about the relationship between…
Abstract
Purpose
Substantial research has examined the pivotal role of supervisor positive humor in generating employee outcomes. To date, though, little is known about the relationship between supervisor humor and newcomers’ adjustment. The purpose of this paper is to contribute to this gap by examining the effect of supervisor positive humor on newcomers’ adjustment. In doing so, the authors highlighted relational identification with the supervisor as a mediating mechanism that explains the aforementioned association.
Design/methodology/approach
Data were drawn from 117 newcomers. In order to collect the data the authors used the snowball method. Also, hierarchical regression analysis was conducted.
Findings
The results demonstrated that supervisor positive humor affects employees’ relational identification with the supervisor which, in turn, positively relates to newcomers’ adjustment.
Research limitations/implications
Data were collected using a cross-sectional design and, therefore, the authors cannot directly assess causality. Moreover, the authors used self-report measures which may strengthen the causal relationships.
Originality/value
To the best of the knowledge, this is the first study that illustrates the role of supervisor humor in enhancing both newcomers’ relational identification and adjustment.
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Jie Li, Qiaozhuan Liang, Zhenzhen Zhang and Xiao Wang
The purpose of this paper is to find how leader humility affects employees’ constructive voice behavior toward supervisor (speaking up) and coworkers (speaking out) from an…
Abstract
Purpose
The purpose of this paper is to find how leader humility affects employees’ constructive voice behavior toward supervisor (speaking up) and coworkers (speaking out) from an identification-based perspective, and seeks to verify the effectiveness of leader humility in the Chinese context.
Design/methodology/approach
Data were collected from 325 employees in four Chinese companies with two phases. In the first phase, the participants were asked to report the leader humility, their identification of their relations with the supervisor, and their identification with their organization. In the second phase, they were asked to report their voice behaviors toward their supervisors and coworkers.
Findings
The results indicate that leader humility strongly predicts both employees’ voice behaviors of speaking up and speaking out. Results further suggest that relational identification with the supervisor explains why leader humility promotes employees speaking up, while organizational identification explains why leader humility promotes employees speaking up and speaking out.
Practical implications
Managers with humility can successfully shape employees’ relational and organizational identifications, which in turn encourage their voice behaviors toward supervisors and coworkers. Hence, behaving humbly in working places could be an effective way for managers to promote organizational cohesion and creativity.
Originality/value
Although leader humility attracts much attention in both academia and practice, researchers have been primarily focusing on conceptual development and measurement issues, and empirical studies are rare. This is the first research connecting leader humility and employee proactive behaviors. Moreover, it takes an in-depth analysis of the constructive voice behaviors by differentiating them based on their targets.
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Panagiotis Gkorezis, Victoria Bellou and Nikolaos Skemperis
Nonverbal communication comprises a core element of the interactions between leader and follower. Nevertheless, there is limited empirical attention regarding the impact of…
Abstract
Purpose
Nonverbal communication comprises a core element of the interactions between leader and follower. Nevertheless, there is limited empirical attention regarding the impact of nonverbal cues on followers’ attitudinal outcomes. The purpose of this paper is to contribute to this gap by linking a salient form of nonverbal communication, kinesics, to an under-researched leader-follower relationship outcome, that is relational identification (RI) with the supervisor. In doing so, the authors also highlight the mediating role of leader-member exchange (LMX) in the aforementioned relationship.
Design/methodology/approach
The authors conducted two studies in different countries. Moreover, the authors examined the hypotheses using hierarchical regression and bootstrap analysis.
Findings
As hypothesized, the present results showed that kinesics have both a direct and an indirect effect, through LMX, on RI with the supervisor.
Originality/value
To the best of authors’ knowledge this is the first study that links a form of nonverbal communication to both LMX and RI.
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Tsang-Lang Liang, Hsueh-Feng Chang, Ming-Hsiang Ko and Chih-Wei Lin
This study aims to explore the relationship between transformational leadership and employee voice behavior and the role of relational identification and work engagement as…
Abstract
Purpose
This study aims to explore the relationship between transformational leadership and employee voice behavior and the role of relational identification and work engagement as mediators in the same.
Design/methodology/approach
This study uses structural equation modeling to analyze the data from a questionnaire survey of 251 Taiwanese hospitality industry employees.
Findings
The findings demonstrate that transformational leadership has significant relationships with relational identification, work engagement and employee voice behavior and that relational identification and work engagement sequentially mediate between transformational leadership and employee voice behavior.
Practical implications
The results of this study provide insights into the intervening mechanisms linking leaders’ behavior with employees’ voices, while also highlighting the potential importance of relational identification in organizations, especially concerning the enhancement of employees’ work engagement and voice.
Originality/value
The findings reveal the mechanisms by which supervisors’ transformational leadership encourages employees to voice their suggestions, providing empirical evidence of the sequential mediation of relational identification and work engagement. The results help clarify the psychological process by which leaders influence their followers.
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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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Yan Liu, Bryan Fuller, Kim Hester, Rebecca J. Bennett and Marcia Simmering Dickerson
The purpose of this paper is to examine how authentic leadership influences employees’ workplace behavior through three intermediate mechanisms.
Abstract
Purpose
The purpose of this paper is to examine how authentic leadership influences employees’ workplace behavior through three intermediate mechanisms.
Design/methodology/approach
The cross-sectional surveys were conducted at a large health organization with over 500 employees. Multi-source data were drawn from 124 employees and 16 supervisors.
Findings
This study provides empirical evidence that authentic leadership is positively related to subordinates’ proactive behavior and negatively related to subordinates’ workplace deviance behavior through mediation effects of three psychological factors, including supervisor identification, psychological safety, and job engagement.
Research limitations/implications
Due to the selected survey approach, the data are correlational. The small sample size of the study may reduce the ability to find statistically significant results. The current study would have benefited from organizational data on individual performance and proactive behavior, such as archival annual performance appraisals.
Practical implications
To practitioners, this study provides evidence that authentic leadership is sufficient in creating a positive work climate within which the employees feel safe to contribute their effort on their jobs. Based on the current findings, the practitioners can be more confident to hire or to promote authentic persons to be leaders in the organization.
Originality/value
This study is among those few empirical studies which help to validate the authentic leadership theory and provide a clear understanding of the mechanisms by which authentic leadership influences outcomes.
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Ipek Kalemci Tüzün, Fatih Çetin and H. Nejat Basim
The purpose of this paper is to increase understanding of the link between various identification foci and performance, and to test whether one’s psychological capital (PsyCap…
Abstract
Purpose
The purpose of this paper is to increase understanding of the link between various identification foci and performance, and to test whether one’s psychological capital (PsyCap) can explain the influence of collective or relational identification on job performance.
Design/methodology/approach
The study sample comprised 235 academicians working in a foundation university from Turkey. The questionnaires were practiced in two different time intervals with using an identifier coding system for avoiding common method bias issues. The authors used structural equation modeling with using AMOS v23.0.
Findings
The results showed that PsyCap has positive effects on the job performance and work group identification flourishes employees PsyCap level; there is no evidence of any mediating effect of PsyCap on the relationships between various organizational identification foci and job performance.
Originality/value
This study extends previous research by providing evidence of that rather than the other identification target (organization, work unit, and career) identification with supervisor influenced on job performance.
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This study aims to explore and classify the fragmentary findings of previous studies and improve understanding of the overall roles of supervisors in newcomer organizational…
Abstract
Purpose
This study aims to explore and classify the fragmentary findings of previous studies and improve understanding of the overall roles of supervisors in newcomer organizational socialization (NOS) and their relationships to NOS outcomes.
Design/methodology/approach
The study chiefly involves undertaking a literature review, with an emphasis on the perspective of human resource development (HRD). A structured literature review was conducted to identify and select articles through the Web of Science database.
Findings
Five important roles of supervisors during NOS – supporting training transfer, providing information, clarifying newcomers’ roles, facilitating sensemaking and providing feedback – were revealed from an examination of extant work. These roles markedly influence five different components of newcomers’ adjustment: task mastery, role clarification, organizational knowledge, social identification and social integration.
Research limitations/implications
Although the concept of NOS used in this paper did not include all meanings of organizational socialization, the findings proposed key areas that require further study to enhance the understanding of supervisors’ roles for NOS.
Practical implications
The literature review suggests key efforts that supervisors should pursue to enhance the efficacy of newcomers’ adjustment. HRD professionals can use this information to design supervisor training programs aimed at enhancing supervisors’ knowledge and skills for successful NOS.
Originality/value
Studies have reported that supervisors markedly impact NOS and ultimately a newcomer’s success or failure. Relatively little work, however, has investigated how supervisors’ roles in the NOS process can enhance newcomers’ successful NOS outcomes.
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Achilleas Boukis, Spiros Gounaris and Ian Lings
This study aims to explore how the adoption of internal market orientation (IMO) can enhance front-line employee brand enactment within an interpersonal service setting. Insights…
Abstract
Purpose
This study aims to explore how the adoption of internal market orientation (IMO) can enhance front-line employee brand enactment within an interpersonal service setting. Insights from equity theory and the person – environment paradigm are drawn upon to develop a theoretical model describing the impact of IMO on employee – organization fit, employee – supervisor fit and employee – job fit and the consequences of IMO on employee brand knowledge and brand identification. Second, the role of various types of fit and brand knowledge/identification for front-line employee brand enactment is confirmed.
Design/methodology/approach
This study draws from service employees in a high-contact customer setting.
Findings
Results uncover two mechanisms for successful internal branding: increasing employee fit with the service environment and enhancing employee brand knowledge.
Practical implications
The study contributes to practice in that the findings outline a realistic understanding of how managerial actions facilitate employees’ alignment with the firm’s brand promise within the realm of the broader organizational context in which service delivery takes place.
Originality/value
The present study contributes in the extant literature as it enables a more holistic view of the drivers of brand-congruent behaviors among front-line employees. Moreover, it has a significant contribution for future researchers as it lays the ground to further examine how employees’ perceptions of internal marketing strategies shape their fit levels with different aspects of their working environment which also affect the internal branding efforts of service organizations.
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