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1 – 10 of over 2000
Article
Publication date: 13 April 2022

Tao Guo, Nan Yao and Lei Zhang

The purpose of this study is to explore the influence of self-serving leadership on employees’ organizational deviance and its internal mechanism.

Abstract

Purpose

The purpose of this study is to explore the influence of self-serving leadership on employees’ organizational deviance and its internal mechanism.

Design/methodology/approach

Through the data collected from 300 supervisor–employee dyads of five large enterprises in China, this research uses multilevel structural equation model to test the proposal hypotheses.

Findings

Results show that there is a positive relationship between self-serving leadership and employees’ organizational deviance, and ego depletion plays a mediating role between them. Moreover, this research also found that the relationship between self-serving leadership and ego depletion and the indirect effect of self-serving leadership on employees’ organizational deviance through ego depletion are negatively moderated by power distance orientation.

Originality/value

This study found a new antecedent variable of employees’ organizational deviance-self-serving leadership, and based on the ego depletion theory, deeply reveals the internal mechanism of self-serving leadership influencing employees’ organizational deviance, which has some enlightening significance for relevant theoretical research and management practice. In addition, this study also has unique advantages in data collection and analysis methods.

Details

Chinese Management Studies, vol. 17 no. 2
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 30 September 2014

Stijn Decoster, Jeroen Stouten and Thomas M. Tripp

Even though leaders often are seen as responsible guides, they sometimes behave in a self-serving way, for example, by spending the company's budget on their own, frivolous needs…

Abstract

Purpose

Even though leaders often are seen as responsible guides, they sometimes behave in a self-serving way, for example, by spending the company's budget on their own, frivolous needs. In this study, the authors explore an aspect of such behavior: the authors examine how an organizational budget policy makes such spending more legitimate in the eyes of followers. Specifically, the authors examine when followers will react to a leader's self-serving behavior as a function of: the role of organizational budget policies, and whether followers are directly affected by the leader's behavior. The authors test two particular budget policies, i.e. carry-forward vs non-carry-forward (a.k.a., “use-it-or-lose-it” budget policies), which differ on whether a department/team's allocations not spent by the end of the fiscal year flow back to the central administration. The paper aims to discuss these issues.

Design/methodology/approach

Study 1 is a multi-source field study that should enhance the external validity of the results. Study 1 was analyzed with regression analyses and bootstrapping techniques. To be able to draw causal inferences, the authors also conducted an experimental study (Study 2).

Findings

Followers react more negatively – by showing increased turnover intentions and decreased commitment and cooperation – to a leader's self-serving behavior in a carry-forward policy than in a use-it-or-lose-it budget policy. Thus, organizational policies, such as the budget policy, affect how followers react to self-serving leaders.

Originality/value

The authors focus on self-serving leader behavior. The authors show that followers’ reactions to self-serving leaders are not necessarily negative and are influenced by the specific organizational context in which the self-serving behavior occurs. More specifically, the authors add to the literature by introducing budget policies as influencing followers’ reactions to leaders’ behavior.

Details

American Journal of Business, vol. 29 no. 3/4
Type: Research Article
ISSN: 1935-5181

Keywords

Article
Publication date: 19 December 2022

Qi Nie, Xiao Chen and Guangyu Yu

Drawing upon the self-protection theory, the purpose of this study is to examine whether and how workplace loneliness leads to workplace territoriality.

Abstract

Purpose

Drawing upon the self-protection theory, the purpose of this study is to examine whether and how workplace loneliness leads to workplace territoriality.

Design/methodology/approach

Three-wave data from 243 employee–colleague dyads in China were collected to provide stronger empirical evidence supporting the hypotheses presented in this study. Path analysis and the bootstrapping method were used to test the predictions of this study.

Findings

The results of this study showed that employees’ workplace loneliness was positively related to their territorial behavior; employees' self-serving cognitions mediated the relationship between workplace loneliness and territorial behavior; and self-sacrificial leadership negatively moderated the relationship between workplace loneliness and self-serving cognitions and the indirect relationship between employee workplace loneliness and territorial behavior through self-serving cognitions.

Practical implications

The findings of this study suggest that organizations should pay attention to employees’ self-serving cognitions and cultivate self-sacrificial leadership to manage the territorial behavior derived from workplace loneliness.

Originality/value

This study highlights the positive effects of workplace loneliness on self-serving cognitions and subsequent workplace territoriality and shows that self-sacrificial leadership plays a buffering role in this process.

Details

International Journal of Conflict Management, vol. 34 no. 2
Type: Research Article
ISSN: 1044-4068

Keywords

Book part
Publication date: 8 July 2021

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.

Book part
Publication date: 8 July 2021

Serdar Karabati

A growing body of research with contributions from different parts of the world documents accounts and analyses of negative behaviors by persons in leadership positions…

Abstract

A growing body of research with contributions from different parts of the world documents accounts and analyses of negative behaviors by persons in leadership positions. Researchers today are acknowledging and paying increasing attention to the consequences of leadership that is characterized as being destructive. The chapter outlines organizational outcomes of destructive leadership and aims to emphasize the person–situation interaction in explaining these organizational phenomena. Both the direct outcomes that result from poor decision-making and the indirect effects that emerge as a consequence of the destructive leader's negative impact on the followers are discussed.

Article
Publication date: 16 November 2015

Brian Leavy

This interview covers research published in three major books by Bill George. The first was in response to a massive governance crisis as high-flyers like Enron, WorldCom and Tyco…

1800

Abstract

Purpose

This interview covers research published in three major books by Bill George. The first was in response to a massive governance crisis as high-flyers like Enron, WorldCom and Tyco crashed. George’s first book, offered an alternative to self-serving leadership, was “Authentic Leadership” in 2003. Having been a highly successful CEO, he watched with grave concern as the stock market and media mistakenly venerated CEOs like Bob Nardelli at Home Depot and Hewlett-Packard’s Carly Fiorina for their charisma, style and image rather than their character and substance.

Design/methodology/approach

In 2005-2006 he created a research team at Harvard Business School to determine how to develop authentic leaders. This project still stands as the largest, in-depth research of leaders ever undertaken. The result was his second book, True North, published in 2007.

Findings

A third book, Discover Your True North, the result of a second Harvard study displays the dramatic changes for the better in leadership in the past decade.

Practical implications

The best of today’s corporate leaders are less hierarchical and bureaucratic than their predecessors. They focus primarily on gaining alignment around their organization’s mission and values, and empowering their employees to step up and lead rather than merely following rules and processes. They operate less in their self-interest, and more in service to others and pursuit of greater societal good on a global scale. The new leaders are authentic and open, rather than focused on leadership style and charisma.

Originality/value

Bill George’s research has defined an effective alternative to self-serving leadership, one that can be a model for 21st Century leaders facing the demands of a rapid change, continuous innovation global marketplace. Authentic leaders make good strategists.

Details

Strategy & Leadership, vol. 43 no. 6
Type: Research Article
ISSN: 1087-8572

Keywords

Article
Publication date: 26 April 2022

Muhammad Ashraf Fauzi

The purpose of this paper is to systematically review knowledge hiding (KH) behaviors in the team context. KH behavior is regarded as unethical and antisocial behavior…

Abstract

Purpose

The purpose of this paper is to systematically review knowledge hiding (KH) behaviors in the team context. KH behavior is regarded as unethical and antisocial behavior, detrimental to team development and performance. The nature of its existence should not be allowed in team activities.

Design/methodology/approach

Applying a systematic literature review, this study investigated 39 related quantitative studies on KH behavior of employees in team and group contexts. This study discusses the fundamental concept of KH, analyzes current research findings, identifies relevant gaps in the team and group context and sheds light on future direction.

Findings

Findings observed that the KH phenomena had gained the interest of scholars since the year 2010. Five main research streams identified in this systematic review are role of leadership, team creativity and innovation, underlying theory, multilevel modeling and KH scale.

Research limitations/implications

The value of this paper is subjected to the specific notion of KH in team background where knowledge sharing should have been promoted instead of KH. This systematic review serves as insight and recognition on the importance of mitigating KH in team. Existing current literature, future research work and trends of KH in the organization may benefit from this new and anticipated behavior within the knowledge management field.

Originality/value

To the best of the authors’ knowledge, this review is the first to review KH behavior in the team context.

Details

Team Performance Management: An International Journal, vol. 28 no. 5/6
Type: Research Article
ISSN: 1352-7592

Keywords

Article
Publication date: 18 April 2016

Panagiotis Gkorezis and Victoria Bellou

The detrimental effect of workplace ostracism on core employee and organizational outcomes has received increasing attention. However, very little is known about its impact on…

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Abstract

Purpose

The detrimental effect of workplace ostracism on core employee and organizational outcomes has received increasing attention. However, very little is known about its impact on group-related outcomes. Given that workplace relationships play a salient role in enhancing employee willingness to share information and knowledge, the purpose of this paper is to examine the link between workplace ostracism and information exchange. In doing so, the authors also highlight the mediating role of a novel construct, namely, self-serving behavior.

Design/methodology/approach

To test the hypotheses, the authors conducted two studies using both a scenario paradigm (54 students) and a field study (172 working adults).

Findings

Results indicated that self-serving behavior fully mediates the effect of workplace ostracism on employee information exchange.

Research limitations/implications

Both studies have limitations that need to be considered. The scenario paradigm lacks realism whereas the cross-sectional nature of the survey cannot infer causality. As regards the latter, data were collected using a single source and thus common method variance may exist.

Originality/value

The present study provides novel insights into the outcomes of workplace ostracism and the underlying mechanisms that account for its negative effect. Moreover, it adds to limited current knowledge on self-serving behavior.

Details

Management Decision, vol. 54 no. 3
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 1 December 2006

Paul Harvey, Mark J. Martinko and Scott C. Douglas

The purpose of this article is to develop a conceptual model predicting the influence of biased causal explanations for subordinate behaviors and outcomes on a leader's…

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Abstract

Purpose

The purpose of this article is to develop a conceptual model predicting the influence of biased causal explanations for subordinate behaviors and outcomes on a leader's functionality and the quality of leader‐member relationships.

Design/methodology/approach

Attribution theory is used to analyze the effect of leader perceptions and emotions on the functionality of leader‐member relationships. It is predicted that the negative emotions and expectancies stemming from biased leader attributions will promote dysfunctional leader behaviors. These dysfunctional behaviors, in turn, are believed to reduce the quality of leader‐member relationships.

Research limitations/implications

Although much of the proposed model is based on empirical evidence, it is acknowledged that some key relationships have not been tested directly in past research. It is suggested that future research can seek to validate these aspects of the model. It is also suggested that future research explore the role of subordinate, as well as leader, attributions in dysfunctional relationships.

Practical implications

Several implications of the model for promoting functional leadership in organizations are described. The importance of leaders being aware of their attributional biases is indicated and information provided on how to assess one's attribution style. Also discussed are implications for reducing situational ambiguity and increasing causal feedback in the workplace.

Originality/value

This paper builds on past attribution theory research to address a shortage of research on the cognitive, interpersonal aspects of functional and dysfunctional leadership.

Details

Journal of Managerial Psychology, vol. 21 no. 8
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 1 March 1999

Mark J. Martinko and Scott C. Douglas

The high failure rate for expatriate leaders is well documented. One major cause of these failures has been identified as the incongruencies in the perceptions of expatriate…

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Abstract

The high failure rate for expatriate leaders is well documented. One major cause of these failures has been identified as the incongruencies in the perceptions of expatriate leaders and the host members that they manage. This article describes theory and research which suggests that a potential explanation for at least some of these perceptual incongruencies is that they are a result of culturally‐based attributional biases interacting with self‐serving and actor‐observer attributional biases. Although not all of the interactions of these biases result in incongruent perceptions, some interactions appear to be particularly prone to result in incongruent perceptions such as when leaders from highly individualistic and low context cultures interact with members from highly collectivistic and high context cultures. Suggestions for research and interventions designed to reduce incongruent attributions between leaders and members are discussed.

Details

The International Journal of Organizational Analysis, vol. 7 no. 3
Type: Research Article
ISSN: 1055-3185

1 – 10 of over 2000