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1 – 10 of over 59000Mohammed Aboramadan, Mehmet Ali Turkmenoglu, Khalid Abed Dahleez and Berat Cicek
Building on leader-member exchange and social cognitive theories, this paper aims to propose a model of the influence of narcissistic leadership on hotel employees’ behavioral…
Abstract
Purpose
Building on leader-member exchange and social cognitive theories, this paper aims to propose a model of the influence of narcissistic leadership on hotel employees’ behavioral cynicism through the mediating roles of employee silence and negative work-related gossiping on this relationship.
Design/methodology/approach
The model was examined using covariance-based structural equation modeling using data collected from 468 employees working in several different departments in Italian hotels.
Findings
The findings illustrate that narcissistic leadership positively affects behavioral cynicism. Furthermore, employee silence and negative work-related gossiping are shown to have a significant mediating effect on this relationship.
Practical implications
The study may be of use for hotel managers as it demonstrates how narcissism can be very damaging to their organizations and employees.
Originality/value
To date, this study is the first to examine negative work-related gossiping and employee silence as mediator variables in the relationship between narcissistic leadership and behavioral cynicism in the hotel industry. Further, this research makes a significant contribution to the hospitality literature as the topic of narcissistic leadership has not, to date, been adequately investigated in the sector.
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Yan-Hong Yao, Ying-Ying Fan, Yong-Xing Guo and Yuan Li
This paper aims to explore the influences of leadership and work stress on employee behavior, and the moderating effects of transactional and transformational leadership on the…
Abstract
Purpose
This paper aims to explore the influences of leadership and work stress on employee behavior, and the moderating effects of transactional and transformational leadership on the relationship between work stress and employee negative behavior.
Design/methodology/approach
Using convenience sampling method, the authors investigated employees from 20 firms in different places and industries, and 347 valid questionnaires were collected. SPSS18.0 statistical analysis software was used for reliability and validity analysis, descriptive statistics, correlation analysis and hierarchical regression analysis to test the hypothesis.
Findings
The empirical results show that there is a positive correlation between work stress and employee negative behavior. Transformational leadership has negative impacts on work stress and employee negative behavior, whereas transactional leadership has positive influences. Moreover, transactional leadership strengthens the influence of work stress on employee negative behavior, whereas transformational leadership has no moderating effect.
Practical implications
First, enterprises should take employees’ stress tolerance into account in selection and recruitment, and enhance stress management. Second, by demonstrating inspirational vision and personal charisma, open leadership style, rather than short-term transactional behavior, will motivate subordinates more effectively. Finally, distribution system should be improved to achieve principle and procedural justice.
Originality/value
The paper extends the research on employee behavior by investigating the impacts of leadership and work stress. According to Chinese social, economic and cultural characteristics, this research examines the influence of contemporary Chinese mindset and pluralistic values on employee behavior. Open leadership is proposed as a new leadership style, which contributes to improving leadership behavior and preventing negative behavior in workplace.
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Yajun Zhang, Peiran Gao, Junwei Zhang and Lu Lu
User resistance to change has been identified as a significant cause of information system (IS) implementation failure. Previous studies have proposed antecedents of user…
Abstract
Purpose
User resistance to change has been identified as a significant cause of information system (IS) implementation failure. Previous studies have proposed antecedents of user resistance to change. However, whether project leadership (e.g. authoritarian leadership) can lead to user resistance to change remains unclear. By drawing on project leadership, affective event theory and contingency theory of leadership, the authors address this void by empirically examining whether authoritarian leadership can lead to user resistance to change through the mediation of negative emotion and whether the magnitude of this mediation depends on the power distance level.
Design/methodology/approach
This study examines the authors’ research model that integrates authoritarian leadership, negative emotion, power distance and user resistance to change using data from a matched-pair survey of 278 users and their supervisors involved in IS project implementation in China.
Findings
Negative emotion plays a mediating role in the relationship of authoritarian leadership and user resistance to change. In addition, power distance moderates the relationship between authoritarian leadership and negative emotion and the indirect effect of authoritarian leadership on user resistance to change in IS project implementation through negative emotion.
Originality/value
The authors’ research provides a comprehensive understanding of the antecedents of user resistance to change in IS project implementation and ultimately contributes to the IS project implementation literature and practice.
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The purpose of this study is to sort out the potential dark sides of shared leadership so as to promote a more comprehensive and balanced views of the impact of shared leadership…
Abstract
Purpose
The purpose of this study is to sort out the potential dark sides of shared leadership so as to promote a more comprehensive and balanced views of the impact of shared leadership and provide directions for future research.
Design/methodology/approach
Through extensive database and manual searches, 766 literature records were obtained. After three rounds of literature screening, 17 studies were retained. On this basis, the 17 studies were coded and analyzed.
Findings
From the perspectives of individual motivation, hierarchical functionalism and leadership role configuration, the existing studies have explored the negative impacts of shared leadership on team members, formal team leaders and the overall work teams. Specifically, for team members, shared leadership may cause negative consequences like power struggle, role stress and knowledge hiding. For formal team leaders, shared leadership may cause negative consequences like psychological territorial loss, leadership motivation declines and the dualistic paradox of self and group. For the overall work teams, shared leadership may cause negative consequences like team performance inhibition, low decision-making efficiency, team responsibility dispersion and team creativity decline. Meanwhile, contextual factors play a key role in determining the effects of shared leadership.
Originality/value
Through a systematic review of the negative impact of shared leadership, this study responds to the research calls for exploring the dark sides of shared leadership, provides the academic community with a more comprehensive and balanced view of the impact of shared leadership and identifies several directions for future research.
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Riguang Gao and Bo Liu
This study aims to reveal the potential dark side of servant leadership by exploring its differential impact on followers with varying degrees of Machiavellianism and to uncover…
Abstract
Purpose
This study aims to reveal the potential dark side of servant leadership by exploring its differential impact on followers with varying degrees of Machiavellianism and to uncover the role of leader negative feedback as an intervention mechanism in attenuating this negative impact.
Design/methodology/approach
A three-wave survey with one-month intervals was conducted with 344 participants from different industries.
Findings
The results suggest that servant leadership triggered psychological entitlement among followers with high Machiavellianism, leading to organizational and interpersonal deviance, but only when negative feedback from the leader was weak.
Practical implications
When leaders implement servant leadership, they should beware of breeding psychological entitlement among highly Machiavellian followers, as this can activate their deviant behavior, and should make full use of negative feedback as an intervention mechanism.
Originality/value
This study is one of the first to use the self-evaluation perspective to examine the negative impact of servant leadership on follower behavior via attitude and to explore boundary conditions to overcome this effect.
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Shamas‐ur‐Rehman Toor and Stephen Ogunlana
A large portion of the extant literature on leadership focuses only on the positive traits of leaders. However, the so‐called “dark side of leadership”, or negative personal…
Abstract
Purpose
A large portion of the extant literature on leadership focuses only on the positive traits of leaders. However, the so‐called “dark side of leadership”, or negative personal traits of leaders, has received relatively less attention. Also, in practice, leadership is mostly evaluated in terms of the positive traits and strengths of leaders, even though certain organizational factors and followers' characteristics significantly contribute to the effectiveness or ineffectiveness of leaders. This paper aims to examine the negative personal attributes and organizational factors – termed “organizational neutralizers” – that impede the leadership effectiveness of project managers on construction projects.
Design/methodology/approach
To achieve the research objectives, questionnaire surveys and interviews are conducted on a large construction project in Thailand. In total, 78 questionnaires and 35 interviews are conducted with project managers, deputy project managers, and other senior managers working for various stakeholders involved in the construction of the Second Bangkok International Airport (SBIA).
Findings
Findings reveal that wrongful use of power, poor communication, and low experience are the leading negative personal factors which make project leaders appear incompetent and ineffective in the workplace. Also, organizational factors that hinder the leadership performance of project managers include: lack of resources, lack of planning and control, lack of synergy between performance and goals, and lack of higher management support.
Practical implications
Practical implications are discussed for the selection and development of project managers and project staff, personnel performance management, and improvements in organizational culture, strategy, and approach towards project management.
Original/value
The research findings presented here show that certain negative attributes of leaders and organizational factors can impede leadership effectiveness and performance. A number of possible directions are proposed in which future research can be directed to explore what hinders project managers from performing their leadership roles more effectively in construction projects.
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Jan Schilling and Birgit Schyns
Research has overwhelmingly focused on the positive side of leadership in the past. However, research into negative aspects of leadership is picking up pace. This chapter will…
Abstract
Research has overwhelmingly focused on the positive side of leadership in the past. However, research into negative aspects of leadership is picking up pace. This chapter will provide an overview of two prominent aspects of negative leadership, namely, abusive supervision and laissez-faire leadership. Research has shown that both types of leadership have significant negative consequences both for organisations as a whole as well as individual followers. Examples include lower job satisfaction, stress, as well as lowered performances and a higher likelihood of counter-productive work behaviour. Both abusive supervision and laissez-faire researchers acknowledge that these leadership styles take effect through the perception of followers. That is, they consider that the same behaviour can be interpreted differently by different followers and will, hence, lead to different follower-related outcomes. Abusive supervision and laissez-faire are, however, very different in terms of the actual leader behaviours described. While abusive supervision is a style that is actively destructive, laissez-faire is destructive via lack of support for followers' goal achievement. We end the chapter with an outlook for future research, notably an attempt to systematise future research into destructive leadership with respect to the different forms it can take.
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Annilee M. Game, Michael A. West and Geoff Thomas
To explore the roles of perceived leader caregiving, and followers’ leader-specific attachment orientations, in followers’ experiences of negative interactions and emotions.
Abstract
Purpose
To explore the roles of perceived leader caregiving, and followers’ leader-specific attachment orientations, in followers’ experiences of negative interactions and emotions.
Methodology/approach
In a qualitative field study, individuals identified as secure and insecure (avoidant or anxious) on a pre-measure of leader-specific attachment, were interviewed regarding perceptions of leader caregiving and experiences of negative affective events in their current leadership dyad.
Findings
Followers perceived and interpreted negative interpersonal events and emotions in ways that reflected underlying attachment concerns, and embedded perceptions, of leader caregiving quality.
Research limitations/implications
The study was small-scale but provides rich relational information on which future researchers can build to further explore the development and impact of leader-follower attachment dynamics.
Practical implications
Attachment-focused leadership development training may be useful in enhancing leader-follower relationship quality.
Originality/value
This study is the first to demonstrate qualitatively the associations between followers’ leader-specific attachment orientations, their perceptions of leader caregiving, and their experiences of negative affective events in the leader-follower dyad.
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Lars Glasø, Anders Skogstad, Guy Notelaers and Ståle Einarsen
The purpose of this paper is to examine the extent to which emotional experiences mediate the relationships between employees’ perception of considerate and/or tyrannical…
Abstract
Purpose
The purpose of this paper is to examine the extent to which emotional experiences mediate the relationships between employees’ perception of considerate and/or tyrannical leadership behaviors and their work engagement and intention to leave the organization. The notion of symmetric and asymmetric relationships between specific kinds of leadership behavior, emotional reactions, and followers’ attitudinal outcomes is also examined.
Design/methodology/approach
Employing a survey design, the variables were assessed in a cross-sectional sample of 312 employees.
Findings
The study confirmed the notion of symmetric relationships between specific kinds of leadership behavior, emotional reactions, and followers’ attitudinal outcomes. Contrary to the general notion that “bad is stronger than good,” the results indicated that positive emotions were equal or stronger mediators than the negative ones regarding the two outcomes measured in the present study.
Originality/value
The paper is, to the authors’ knowledge, the first paper which examines simultaneously how constructive and destructive leadership styles, and positive and negative affects, are related to employee attitudes outcomes, and evokes a discussion when bad is stronger than good or vice versa regarding leadership outcomes.
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Arooba Chaudhary and Talat Islam
Healthcare workers are considered to be the most vulnerable to face mental health. Therefore, this paper aims to examine how negative leadership (despotic leadership) affects…
Abstract
Purpose
Healthcare workers are considered to be the most vulnerable to face mental health. Therefore, this paper aims to examine how negative leadership (despotic leadership) affects employees' psychological distress. Specifically, the authors investigated bullying behavior as mediating mechanism and hostile attribution bias as boundary condition that trigger psychological distress.
Design/methodology/approach
The authors collected data from 252 nurses and their immediate supervisors (as a coping strategy for common method bias) through “Google Forms” from various public and private hospitals.
Findings
The authors applied structural equation modeling and noted that despotic leadership positively affects employees' psychological distress through bullying behavior. In addition, hostile attribution bias is identified as an important factor in amplifying the effect of bullying behavior on psychological distress.
Research limitations/implications
The authors collected data from high-power distance culture where negative leadership is more prevalent as compared to low-power distance culture. Their findings suggest management to discourage self-centered leaders (despotic) and employees with negative personality traits (hostile attribution bias) as these affect their mental health.
Originality/value
Drawing upon conservation of resources theory, this study is the first of its kind that has investigated how and when despotic leadership affects employees' psychological distress. In addition, the authors also highlighted the importance of negative personality traits (hostile attribution bias) that can amplify the association between bullying behavior and psychological distress.
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