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Article
Publication date: 12 October 2021

Jiang Xu, Jih-Yu Mao and Ye Zhang

Although leader humility is generally considered a positive leadership behavior, this study aims to examine when the positive influences of leader humility are likely weakened.

Abstract

Purpose

Although leader humility is generally considered a positive leadership behavior, this study aims to examine when the positive influences of leader humility are likely weakened.

Design/methodology/approach

Data were collected from a two-wave survey. Ordinary least squares regression analyses were conducted to test the hypotheses.

Findings

Although leader humility is positively related to perceived leader support, this relationship is weakened when the environment is uncertain, resulting in comparatively lower follower performance.

Practical implications

Leaders should be aware that environmental constraints may weaken the desired outcomes of humility and therefore adapt leadership to situational needs.

Originality/value

Contrasting to predominant research on leader humility, this study examines a critical boundary condition by which its positive influences are compromised. In light of the disruption caused by the ongoing COVID-19, this study suggests that what usually are considered positive characteristics of leader humility are likely perceived as little leader support when the environment is uncertain. Findings of this study echo contingency leadership theories, which suggest that effective leadership should be context-dependent.

Details

Leadership & Organization Development Journal, vol. 43 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 2 September 2014

Annette Towler, Aaron Watson and Eric A. Surface

In this study of 815 military personnel, the purpose of this paper is to examine how perceived leader behaviors are related to trainee perceptions of leader training priorities…

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Abstract

Purpose

In this study of 815 military personnel, the purpose of this paper is to examine how perceived leader behaviors are related to trainee perceptions of leader training priorities and to trainee priority for training, and whether trainee motivation to transfer of training moderated the relationship between trainee perceptions and trainee priority for training.

Design/methodology/approach

Participants who were experienced job incumbents responded to a survey related to foreign language usage, training, and policy.

Findings

When leaders showed support for training through their actions, trainees were more likely to perceive their leaders as placing a higher priority on training. Leader behaviors predicted trainee priority to train, because trainees believed their leaders set a higher priority for training. The leader behaviors that were important for trainees’ priority to train were discretionary behaviors, not those leader behaviors mandated by the organization. Trainee perceptions of leader priority were more positively predictive of trainees’ priority to train for trainees with less motivation to transfer of training.

Originality/value

Supervisor support is an important predictor of training outcomes. The authors expand this literature by focussing on the signals that leaders send to their subordinates regarding training priority. Leaders who exhibited discretionary behaviors in support of training appeared to create an environment in which trainees placed greater importance on training. Organizations need to be aware that mandating training activities might not be as important as encouraging leaders to place value on discretionary activities.

Details

Journal of Managerial Psychology, vol. 29 no. 7
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 4 September 2020

Jinyun Duan, Zhaojun Guo and Chad Brinsfield

This study draws on uncertainty management theory to advance our understanding of the relationship between leader integrity and employee voice.

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Abstract

Purpose

This study draws on uncertainty management theory to advance our understanding of the relationship between leader integrity and employee voice.

Design/methodology/approach

The authors collected data in China by surveying 274 supervisor-subordinate dyads at two different points in time. In addition to the direct relationship between leader integrity and employee voice, they also examined the moderating effect of leader consultation and the mediating effect of perceived risk of voice.

Findings

The authors found that leader integrity had a positive effect on employee voice, and perceived risk of voice mediated this relationship. They also found that leader consultation moderated the relationship between leader integrity and employee voice, as well as moderating the mediating role of perceived risk of voice.

Originality/value

Although prior research has examined the relationship between leadership and voice, it has not clearly explicated the effects of leader integrity on voice. In addition, the findings of this study regarding the moderating role of leader consultation, and the mediating role of perceived risk of voice, offer novel insights regarding the nature of the relationship between leader integrity and employee voice.

Details

Leadership & Organization Development Journal, vol. 41 no. 8
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 24 November 2023

Eva Maria Bracht, Alina S. Hernandez Bark, Zhuolin She, Rolf Van Dick and Nina Mareen Junker

The aim of this paper is gaining a deeper understanding of potential negative effects of (smart)phone use at work. The authors do so by exploring mediating mechanisms and boundary…

Abstract

Purpose

The aim of this paper is gaining a deeper understanding of potential negative effects of (smart)phone use at work. The authors do so by exploring mediating mechanisms and boundary conditions between leader phubbing, leaders snubbing their followers by glancing at their phones during an interaction; and follower (1) work engagement and (2) performance.

Design/methodology/approach

The authors conducted a survey-based time-lagged, multi-source and team-based study of leaders (N = 93) and their followers (N = 454).

Findings

Results of this paper showed that leader phubbing negatively relates to follower (1) work engagement and (2) performance through less perceived leader support. Contradictory to the hypothesis, the relationship between leader phubbing and perceived leader support was negative for male leaders only.

Originality/value

The authors contribute to existing research by (1) adding perceived support as an important mediator between leader phubbing and work engagement/performance, (2) exploring the effects of leader gender and (3) adding information on the cultural robustness of the leader phubbing phenomenon by testing it outside the Western work context.

Details

Leadership & Organization Development Journal, vol. 45 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 5 September 2016

Panagiotis Gkorezis and Victoria Bellou

Recent years have seen an increasing interest in leader’s use of humor among organizational scholars. In this regard, leader positive humor has been shown to be related to leader

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Abstract

Purpose

Recent years have seen an increasing interest in leader’s use of humor among organizational scholars. In this regard, leader positive humor has been shown to be related to leader effectiveness. However, to date there is limited theoretical and empirical attention regarding the relationship between self-deprecating humor in particular and leadership effectiveness. As such, the purpose of this paper is to examine the impact of leader’s self-deprecating humor on follower’s perceptions of leader effectiveness. In doing so, the authors also encompassed trust in leader as a mediator.

Design/methodology/approach

Data were collected from three different samples. The authors examined the hypotheses using hierarchical regression, bootstrapping analysis and Sobel test.

Findings

Results produced consistent evidence that the use of self-deprecating humor by the leader positively affects his/her perceived effectiveness and that this relationship is partially mediated by trust in leader.

Research limitations/implications

A main limitation of the present research relates to its cross-sectional design that cannot infer causality. In addition, data were gathered from a single source. As such, this may raise the possibility of common method bias.

Originality/value

The present paper contributes to the limited theoretical and empirical organizational research regarding the role of leader self-deprecating humor. More specifically, this is the first study, to the best of authors’ knowledge that links this type of humor to his/her effectiveness.

Details

Leadership & Organization Development Journal, vol. 37 no. 7
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 24 October 2023

Jianpeng Fan, Yukun Fan, Jie He and Huichuan Dai

Enterprise innovation depends on the innovative behaviour of employees. The relationship between leaders and employees has a significant impact on employees' attitudes and…

Abstract

Purpose

Enterprise innovation depends on the innovative behaviour of employees. The relationship between leaders and employees has a significant impact on employees' attitudes and behaviours. Therefore, it is of great practical significance to explore how a good leader–member relationship (LMR) motivates employees' innovative behaviour.

Design/methodology/approach

Based on 316 questionnaires completed by the members of 53 organisations, SPSS 25.0, Mplus 8.0 and HLM 6.08 were used to analyse the internal mechanisms of LMRs and employees' innovative behaviour.

Findings

The study identified the following findings: first, LMR was positively correlated with employees' innovative behaviour; second, perceived supervisor support and followership behaviour played mediating roles between leader–member relationship and employees' innovative behaviour and third, organisational political climate was negatively correlated with employees' innovative behaviour and played a moderating role in the relationship between LMR and employees' innovative behaviour.

Originality/value

The results of this study have clarified the transmission mechanism between LMRs and employees' innovative behaviour while providing useful references for improving the effectiveness of human resource management in organisations.

Details

Leadership & Organization Development Journal, vol. 44 no. 8
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 20 March 2023

Madison K. Doyle and Sean Patrick Roche

Using an online survey design and a primary data collection of police officers working in a large city in the southern United States, the current study finds evidence that…

Abstract

Purpose

Using an online survey design and a primary data collection of police officers working in a large city in the southern United States, the current study finds evidence that officers perceptions of police legitimacy can be divided into two types: self-identification and perceived external legitimacy. The study investigates the role of perceived organizational support, leader–member exchange and demographic factors in predicting perceptions of self-identification and perceived external legitimacy.

Design/methodology/approach

The police legitimacy literature has focused primarily on the public's perceptions of the legitimacy of police. There is limited understanding of the components of officers' attitudes towards police legitimacy, or the predictors of those components.

Findings

Results of the Ordinary Least Squares regression models indicate perceived organizational support mediates the relationship between leader–member exchange and self-identification and perceived external legitimacy. Exploratory mediation analyses indicate perceived organizational support mediates both of those relationships.

Originality/value

The results provide further evidence that the two types of self-perceived legitimacy are analytically distinct. They differ from previous work in that demographic and organizational variables predict each type similarly, and that one predictor (POS) mediates the influence of another (LMX). The results have implications for future police self-legitimacy research.

Details

Policing: An International Journal, vol. 46 no. 2
Type: Research Article
ISSN: 1363-951X

Keywords

Article
Publication date: 1 August 2018

Daeho Kim, Chul Woo Moon and Jiseon Shin

The purpose of this paper is to examine the effects of empowering leadership at the team level on employees’ subjective well-being (SWB) and work performance through perceived

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Abstract

Purpose

The purpose of this paper is to examine the effects of empowering leadership at the team level on employees’ subjective well-being (SWB) and work performance through perceived social support. Based on social exchange theory (Blau, 1964), the study identifies the mediating effects of perceived social support in the relationship between empowering leadership and both employees’ well-being and work performance.

Design/methodology/approach

The study utilized a survey of 1,225 employees working for an organization in South Korea and archival data of the organization. It employed hierarchical linear modeling analyses and the CWC(M) procedure for the tests of multilevel mediation.

Findings

It was observed that perceived organizational support (POS) and co-worker support (PCS) mediated the relationship between empowering leadership and SWB, but not the relationship between empowering leadership and performance. There was a significant direct effect of empowering leadership on both POS and PCS, which subsequently led to improved work performance.

Originality/value

Taking a multilevel approach to leadership and relying on both self-reported and organizational archival data, this study contributes to the literature on leadership and well-being by examining the relationships between empowering leadership toward a team and team members’ well-being and performance, and by revealing the crucial mechanisms that underlie them. The study helps to elucidate the impact of empowering leadership on employee SWB, which has largely been neglected in prior management research.

Details

Leadership & Organization Development Journal, vol. 39 no. 7
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 23 May 2022

Lütfi Sürücü, Ahmet Maslakçi and Harun Sesen

This article aims to examine the relationship between transformational leadership and job performance on the basis of social exchange theory and perceived organizational support

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Abstract

Purpose

This article aims to examine the relationship between transformational leadership and job performance on the basis of social exchange theory and perceived organizational support theory. The article also attempts to examine the mediating role of self-efficacy and the moderated mediation role of leader support in this relationship.

Design/methodology/approach

In this article, a self-report survey was collected from 524 employees and Process Macro to SPSS-23 was used to test the hypotheses.

Findings

The article found that transformational leadership has a positive effect on job performance and that self-efficacy plays a mediating role in this relationship. The article also determined that leader support has a moderated mediation role on the effect of transformational leadership on job performance through self-efficacy.

Originality/value

The research findings broaden the existing literature on transformational leadership and job performance by proposing an alternative model of how and under what conditions transformational leadership can affect job performance, and enrich the understanding of the conditions in which transformational leadership affects job performance. Although previous research provides a theoretical framework that connects the variables included in the research, there is no study in the literature that empirically confirms the proposed model. Thus, the authors' research is a pioneering attempt to test that relationship.

Details

Baltic Journal of Management, vol. 17 no. 4
Type: Research Article
ISSN: 1746-5265

Keywords

Content available
Book part
Publication date: 4 October 2022

John E. Baur

Constructive deviance has received increasing attention across the last 20 years. However, because the distinction between constructive and traditional forms of deviance (i.e.

Abstract

Constructive deviance has received increasing attention across the last 20 years. However, because the distinction between constructive and traditional forms of deviance (i.e., destructive) is based on the intent behind the behaviors, it can be difficult to determine which acts are constructive. As an umbrella construct consisting of several forms of deviant acts (e.g., whistle-blowing, employee voice, necessary evils), research into constructive deviance has largely remained focused on the individual behaviors to date. While advancements have been made, this focus has limited the consideration of an overarching understanding of constructive deviance in the workplace. Further, constructs like constructive deviance that straddle the bounds between beneficial and detrimental necessitate the exploration into their antecedents as determined by the employees (i.e., apples), their environments (e.g., barrels), or some combination of the two. The author seeks to advance the research in constructive deviance by proposing a testable model. In which, the author develops an interactionist perspective of the antecedents to reposition constructive deviance as the acts of good employees in restrictive or negative environments. In doing so, the author considers how various aspects of individuals, their organizational environments, and the influence of their leaders interact. The author then develops a multi-stakeholder approach to the outcomes of constructive deviance to consider how the various parties (i.e., organization, coworkers, customers) are expected to respond and how these responses impact the more distal outcomes as well as the likelihood of engaging in future constructive deviance.

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