Search results

1 – 6 of 6
To view the access options for this content please click here
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…

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

To view the access options for this content please click here
Article
Publication date: 1 February 2021

Jiuming Chen, Haiying Kang, Ying Wang and Mingjian Zhou

Drawing on self-determination theory (SDT), this study aims to understand the adverse effects of customer mistreatment on employee performance and well-being by thwarting…

Abstract

Purpose

Drawing on self-determination theory (SDT), this study aims to understand the adverse effects of customer mistreatment on employee performance and well-being by thwarting the satisfaction of employees' basic psychological needs. It also examines how these negative effects may be mitigated by empowerment human resource management (HRM) practices.

Design/methodology/approach

Two studies were conducted using survey data collected in China. In Study 1, cross-sectional data from 321 telemarketing employees were analyzed to examine how customer mistreatment reduces the satisfaction of employees' basic psychological needs, harming job performance and job satisfaction. In Study 2, multiwave, multisource data were collected from 149 property agents and their supervisors to replicate the findings of Study 1 and further test empowerment HRM as a moderator of the relationship between customer mistreatment and satisfaction of needs.

Findings

The results from both studies show that customer mistreatment leads to low job performance and job satisfaction via reduced satisfaction of employees' needs for autonomy and competence but not relatedness. Moreover, the negative effect on the satisfaction of employees' needs for autonomy and competence was buffered when organizations had high empowerment HRM practices in place.

Originality/value

This study provides new insights on customer mistreatment by understanding its effects from a motivational perspective, which has not been considered in prior research. It also explores how HRM practices can help satisfy employee needs in adverse work environments induced by customer mistreatment.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

Keywords

To view the access options for this content please click here
Article
Publication date: 27 May 2014

Mingjian Zhou and Shuisheng Shi

The purpose of this paper is to extend our understanding of the role of leaders in team relationship conflict. Leader-member exchange (LMX) differentiation was…

Abstract

Purpose

The purpose of this paper is to extend our understanding of the role of leaders in team relationship conflict. Leader-member exchange (LMX) differentiation was hypothesized to be positively related to team relationship conflict. Additionally, ethical leadership was hypothesized to moderate relations between LMX differentiation and team relationship conflict.

Design/methodology/approach

Hypotheses were examined in a sample of 79 working teams. Data were collected via a questionnaire containing measures of LMX, team relationship conflict and ethical leadership.

Findings

Hypotheses were supported by the data. LMX differentiation was positively related to team relationship conflict, and ethical leadership weakened the relationship between LMX differentiation and team relationship conflict.

Originality/value

This is the first theoretical analysis and empirical study of relationships between LMX differentiation and team relationship conflict. Theoretically, by using LMX theory to account for team-level outcomes, this study extended power of LMX theory. Practically, these results suggest that leaders may be responsible for team relationship conflict.

Details

Nankai Business Review International, vol. 5 no. 2
Type: Research Article
ISSN: 2040-8749

Keywords

To view the access options for this content please click here
Article
Publication date: 8 June 2012

Ning Hongyu, Zhou Mingjian, Lu Qiang and Wen Liqun

Authority leadership (AL) is one of the most distinctive dimensions of paternalistic leadership (PL), and it is recognized that PL is the most common leader behavior in…

Abstract

Purpose

Authority leadership (AL) is one of the most distinctive dimensions of paternalistic leadership (PL), and it is recognized that PL is the most common leader behavior in the Chinese organizational context. Although considerable state‐of‐the‐art research work regarding the concept and dimensions of AL has been done, extensive empirical studies based on using the data from both individual and team levels to examine the effectiveness from the values viewpoint, e.g. Collectivism, attract little attention. The purpose of this paper is to investigate the relationship between AL and organizational citizenship behavior (OCB). To address this issue, the role of collectivism to analyze the relationship between AL and OCB, at both individual and team levels in the Chinese organizational context, is explored.

Design/methodology/approach

This paper focuses on analyzing the role of collectivism in the relationship between AL and OCB. To this end, the authors draw on a sample set of 320 supervisor‐subordinate dyads from 32 branches of a beauty chain shop in the cities of Shenzhen and Zhuhai, China. After sending out questionnaires to 32 supervisors and 320 beauticians, 31 supervisors and 245 beauticians provided effective feedback. With the help of SPSS 17.0 statistical software, the data from the sample set are analyzed rather than self‐reported. Furthermore, the authors study the relationship between AL and OCB, the mediating effect, and the moderating role of collectivism, respectively.

Findings

The findings of this paper can be described from two levels. At the individual level, AL positively influences employee's OCB through the mediating effect of collectivism; and collectivism is capable of moderating the main effect. At the team level: AL positively influences Team OCB (TOCB) through the mediating effect of Team Collectivism (TC); and TC also moderates the main effect.

Research limitations/implications

Due to space limitations, the authors only consider the effect of collectivism; other dimensions of values which may have similar effect to the mechanism of the relationship between AL and OCB are not taken into account.

Originality/value

The paper shows that both AL and collectivism enhance OCB, and collectivism is the moderator of the relationship between AL and OCB. Since the moderating effect mechanism is different between individual and team levels, there should be more focus on AL and values. It is expected that the obtained results are significant in both theory and practice for the Chinese leadership research and application. Moreover, the paper presents some comments on the implication of this work and future research issues.

Content available
Article
Publication date: 8 June 2012

Yenming Zhang

Abstract

Details

Chinese Management Studies, vol. 6 no. 2
Type: Research Article
ISSN: 1750-614X

To view the access options for this content please click here
Article
Publication date: 3 August 2015

Xueli Wang, Lin Ma and Yanli Wang

The purpose of this paper is to discuss the influence of different aspects of top management team (TMT) functional background on short-term performance, long-term…

Abstract

Purpose

The purpose of this paper is to discuss the influence of different aspects of top management team (TMT) functional background on short-term performance, long-term performance, innovation performance and oversea performance separately. This research aims to verify whether the social categorization theory and information and decision-making theory are applicable in listed companies of China’s information technology (IT) industry so as to provide key theoretical references for TMT enhancement ad corporate performance improvement.

Design/methodology/approach

This paper takes A-share listed companies in Shanghai Stock Exchange and Shenzhen Stock Exchange as its study subjects, and it chooses the data from 2004 to 2010 in all of the 105 companies in IT industry in terms of the classification of Wind Database. The stepwise multiple regressions were run utilizing the regression program in Statistical Product and Service Solutions (SPSS).

Findings

The research results show that the social categorization theory can better explain TMT’s influence on corporate performance. TMT functional heterogeneity does not contribute to improving corporate performance and shows significant negative influence on short-term performance and innovation performance in particular. Among the three basic functional backgrounds, TMTs dominated by “throughput” backgrounds show significant positive influence on short-term performance, long-term performance, innovation performance and overseas performance, and the influence turns out to be the largest among these three backgrounds. In terms of the three special professional experiences, top executives with overseas backgrounds have significant positive influence on all of short-term, long-term, innovation and overseas performances. Externally hired executives, however, would impede corporate innovation development, while those with government background would increase corporate overseas performance.

Originality/value

This paper analyzes the relationship between TMT functional background and corporate performance in a comprehensive way for the first time and then takes the lead in considering the dynamics and complexity of corporate performance as well as discussing the influence of TMT functional background on four corporate performances. This study not only supports the effect that the social categorization theory has on TMTs but also offers some inspirations on the development of China’s IT companies.

Details

Nankai Business Review International, vol. 6 no. 3
Type: Research Article
ISSN: 2040-8749

Keywords

1 – 6 of 6