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Book part
Publication date: 23 July 2020

Shahriar M. Saadullah, Charles D. Bailey and Emad Awadallah

Purpose – Past literature suggests that the performance and turnover of the subordinate are affected by the support, abuse, and feedback provided by the supervisor. In this study…

Abstract

Purpose – Past literature suggests that the performance and turnover of the subordinate are affected by the support, abuse, and feedback provided by the supervisor. In this study, we posit that support, abuse, and feedback in an accounting firm, are in turn, affected by the supervisor's personality, as defined by the Big Five personality factors.

Methodology/approach – We conducted a web-based study with 115 accountants from a top 100 US accounting firm. The accountants completed questionnaires related to the personality of their supervisors along with questionnaires related to the support, abuse, and feedback they received from their supervisors. We analyzed the data using factor analysis and multiple regression.

Findings – We hypothesize that Openness and Agreeableness increase support; Neuroticism increases abuse, but less so if the supervisor is an Extravert; and Extraversion and Conscientiousness increase feedback. Among the hypothesized relationships, all are supported except the relationship between Openness and support. Additional findings are that Extraversion and Conscientiousness increase support; Agreeableness and Conscientiousness decrease abuse; and Agreeableness increases feedback.

Research implications – Our study contributes to the literature by demonstrating the relationship between the personality traits of supervisors and their behavior toward subordinates in an accounting setting. The results of our study can be used in identifying the supervisors who have the right personality for the position, which will likely improve the work environment and reduce turnover.

Details

Advances in Accounting Behavioral Research
Type: Book
ISBN: 978-1-83867-402-1

Keywords

Article
Publication date: 29 August 2017

Simon C.H. Chan

The purpose of this paper is to examine the mediating role of perceived supervisory support (PSS) and the moderating role of psychological empowerment between benevolent…

1759

Abstract

Purpose

The purpose of this paper is to examine the mediating role of perceived supervisory support (PSS) and the moderating role of psychological empowerment between benevolent leadership and subordinates’ objective performance (from appraisal report evaluated by immediate supervisors after a year) over time.

Design/methodology/approach

A sample of 312 employees in a manufacturing plant in the People’s Republic of China was collected. Descriptive statistics and linear regression analyses were used to analyze the data.

Findings

The results indicated that PSS mediated the relationship between benevolent leadership and subordinates’ objective performance. This positive relationship of benevolent leadership and subordinates’ performance was stronger when supervisors exhibited higher levels of psychological empowerment.

Research limitations/implications

The main limitation of this study is that the sample was collected from the administrative staff of a manufacturing plant in China. The results may not be generalized in different contexts and professions, given the contextually and culturally specific setting.

Practical implications

Benevolent leadership appears to be effective in driving the work performance of subordinates.

Originality/value

The relationships among benevolent leadership, PSS, and work performance of subordinates have shown significant explanation.

Details

Leadership & Organization Development Journal, vol. 38 no. 7
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 7 April 2015

Dirk van Dierendonck and Sabrine Driehuizen

The purpose of this paper is to focus on the role of the followers’ competence, will to achieve, and self-determination on a leader’s intention to support a followers’ sense of…

1083

Abstract

Purpose

The purpose of this paper is to focus on the role of the followers’ competence, will to achieve, and self-determination on a leader’s intention to support a followers’ sense of self-worth.

Design/methodology/approach

Using an experimental scenario study design with a sample of 316 managers, a mediated three-way moderation model was investigated that tested the extent to which a new subordinate’s competence, self-determination, and will to achieve would influence the manager’s positive expectations of them and their willingness to support this subordinate’s sense of self-worth.

Findings

The results showed that a subordinate’s competence plays a key role and that a subordinate’s will to achieve and self-determination played an additional role that was mediated by positive expectations of the leader.

Practical implications

The key findings emphasize that leaders can benefit from understanding how dyadic relationships form and are influenced by the earliest phases of the development of such relationships.

Originality/value

By taking the perspective of the leader, the paper provides empirical evidence of key determinants of the leader-follower relationship.

Details

Leadership & Organization Development Journal, vol. 36 no. 2
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 9 April 2020

Stefanie Faupel

The purpose of this paper is to determine whether managers who are not in top management perceive change-related voice from their work group as support and whether this perception…

Abstract

Purpose

The purpose of this paper is to determine whether managers who are not in top management perceive change-related voice from their work group as support and whether this perception is an explaining mechanism that can predict the managers' behavioral support for change. Such voice can be a valuable asset for managers during change.

Design/methodology/approach

Lower and middle managers' perceptions of subordinates' support is investigated as mediator in the relationship between group change-related voice and managers' behavioral support for change. Seventy managers who were experiencing organizational change completed a survey at two points in time. Data were analyzed using regression analyses and the bootstrapping approach.

Findings

Managers perceive promotive but not prohibitive group change-related voice as support. Perceived subordinate support serves as explaining mechanism in the relationship between promotive group change-related voice and managers' championing behavior.

Practical implications

The study's results have practical implications, as insights are gained into how managers react to upward communication from the work group and how such communication influences managers' reaction to change. These insights can be used to facilitate effective participation during change, as it creates sensitivity to managers as recipients of change.

Originality/value

Research on how managers react to change-related ideas and concerns is scarce. The study extends current research on organizational change by investigating the impact of subordinates' communications on managers' reaction to change. Research on voice is enriched by focusing on the voice-receiving process.

Details

Journal of Managerial Psychology, vol. 35 no. 5
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 16 February 2010

Bi‐Fen Hsu, Wan‐Yu Chen, Mei‐Ling Wang and Yen‐Yu Lin

Previous studies of manufacturing management have ignored a critical theme: the relationship between supervisory support and work‐family conflict. This paper aims to explore the…

1951

Abstract

Purpose

Previous studies of manufacturing management have ignored a critical theme: the relationship between supervisory support and work‐family conflict. This paper aims to explore the link between interpersonal relationships, guanxi, leader‐member exchange (LMX) theory, emotional intelligence (EI), supervisory support, and work‐family conflict.

Design/methodology/approach

The unit of analysis of this research is the dyad; the paper gathered 244 valid questionnaires from workers in traditional industries in Taiwan and China. Multiple regression analyses were used to analyze the data and to test the hypotheses.

Findings

The paper finds that supervisory support for work‐family conflict has faded in traditional industries. And, it finds that leaders with a higher level of LMX and expressive ties to their subordinates tend to offer a higher level of supervisory support, but that leaders with higher level of instrumental ties to their subordinates tend to offer lower levels of support. Finally, the survey results also show that a leader's level of EI is not related to supervisory support.

Originality/value

The research combines Western concepts of relationships with the Eastern concept of guanxi with the goal of clarifying the transfer of management concepts and exploring the explanatory power of guanxi in Chinese society. Although the empirical results of this study do not totally agree with expectations, they treat the benefits of supervisors' EI for organizations from a new point of view.

Details

Journal of Technology Management in China, vol. 5 no. 1
Type: Research Article
ISSN: 1746-8779

Keywords

Article
Publication date: 11 April 2016

Wenhao Luo, Lynda Jiwen Song, Diether R Gebert, Kai Zhang and Yunxia Feng

The purpose of this paper is to explore the structure of leader communication style in the context of organizational change. In doing so, the authors intend to shed more light on…

13015

Abstract

Purpose

The purpose of this paper is to explore the structure of leader communication style in the context of organizational change. In doing so, the authors intend to shed more light on how leaders can effectively communicate change projects to their subordinates, which is viewed as the key to implementing change initiatives.

Design/methodology/approach

This paper builds an integrated conceptual model for understanding leader’s communication style and subordinates’ commitment to change. By analyzing subordinates’ different fears of change, the paper further proposes a multidimensional structure of leader communication style in the context of change. The authors then develop a scale to measure these different dimensions and test the relationship between the proposed communication style and subordinates’ affective commitment to change.

Findings

Leader communication style in the context of change is found to be composed of five dimensions: hope orientation, reality orientation, subordinate orientation, support orientation, and enforcement orientation. A cross-level field study of 31 teams and 194 members shows that hope orientation, subordinate orientation, and support orientation are positively associated with subordinates’ affective commitment to change.

Originality/value

This paper identifies a new structure of leader communication style that will lead to a richer understanding of how leaders communicate to their subordinates in the context of change. It also contributes to the leadership literature by implying effective ways of communicating change projects.

Details

Journal of Organizational Change Management, vol. 29 no. 2
Type: Research Article
ISSN: 0953-4814

Keywords

Book part
Publication date: 19 May 2009

Francis J. Yammarino and Fred Dansereau

Following from the cutting-edge work of Stephen Wolfram in A New Kind of Science (2002), in this chapter we propose “a new kind of OB” (organizational behavior) based on the…

Abstract

Following from the cutting-edge work of Stephen Wolfram in A New Kind of Science (2002), in this chapter we propose “a new kind of OB” (organizational behavior) based on the varient approach to theory building and testing. In particular, we offer four simple, yet comprehensive theories to account for individual behavior, interpersonal relationships, group dynamics, and collectivized processes in organizations. In each case, two constructs, their association, and the levels of analysis of their operation are proposed. While the four theories proposed here are simple notions, they can explain a variety of complex phenomena and behavior in organizations.

Details

Multi-Level Issues in Organizational Behavior and Leadership
Type: Book
ISBN: 978-1-84855-503-7

Article
Publication date: 27 May 2021

Daiheng Li, Yihua Zhang, Mingyu Zhang, Wen Wu, Wenbing Wu and Pan Liu

The purpose of this paper is to fill important gaps by using the attachment theory and examining the effects of supervisors’ early family environment on their behaviors toward…

Abstract

Purpose

The purpose of this paper is to fill important gaps by using the attachment theory and examining the effects of supervisors’ early family environment on their behaviors toward subordinates and subordinates’ responses.

Design/methodology/approach

The authors used samples of 334 supervisor–subordinate pairs from a manufacturing company.

Findings

The study finds that supervisors’ harmonious family environment has a positive influence on subordinates’ responses (job satisfaction, work-to-family enrichment and task performance) through the effect of supervisors’ positive working model and caregiving behavior. On the contrast, supervisors’ conflicting family environment has a negative influence on subordinates’ responses through the effect of supervisors’ negative working model and aggressive behavior.

Originality/value

Existing studies mainly explore the influence of organizational environment on supervisors’ treatment of their subordinates. However, few have examined the relationship between supervisors’ early family environment and their treatment of their subordinates.

Details

Chinese Management Studies, vol. 15 no. 3
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 21 February 2018

Alper Ertürk, Herman Van den Broeck and Jasmijn Verbrigghe

Given the importance of the extent to which supervisors and their subordinates agree in their assessment of supervisors’ leadership, the purpose of this paper is to investigate…

1113

Abstract

Purpose

Given the importance of the extent to which supervisors and their subordinates agree in their assessment of supervisors’ leadership, the purpose of this paper is to investigate the possible relationship between self-other agreement on supervisors’ transformational leadership and subordinates’ perceptions of supervisors’ in-role and extra-role performance, through the mediating role of leader-member exchange.

Design/methodology/approach

Self-other agreement was conceptualized as the degree of congruence between supervisors’ self-assessment and subordinates’ assessment of supervisors’ transformational leadership. Data were collected from 36 supervisors and 189 of their subordinates. Cross-level polynomial regressions and surface response analysis were used to analyze the hypothesized relationships.

Findings

Statistical analyses revealed that self-other agreement on idealized influence and individual support are positively associated with subordinates’ perception of leader-member exchange, and in turn leader member fully mediates the relationship between self-other agreement and subordinates’ perceptions regarding their supervisors’ performance. Results from polynomial analyses indicate that subordinates’ ratings of leader-member exchange would be highest for underestimator, second for in-agreement/good supervisors, third for in-agreement/poor and lowest for overestimator supervisors both for the idealized influence and individual support.

Originality/value

This is one of the pioneer studies investigating the potential relationship between self-other agreement on supervisors’ transformational leadership and the subordinates’ perceptions on their supervisors’ performance through social exchange. Since researchers have paid scant attention to intervening mechanisms, this study aims to extend previous research in the literature by investigating those associations through the mediating effect of leader-member exchange.

Details

Leadership & Organization Development Journal, vol. 39 no. 2
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 13 November 2023

Sharjeel Saleem, Louise Tourigny, Yasir Mansoor Kundi, Muhammad Mustafa Raziq and Aqsa Gohar

This study aims at analyzing the detrimental cross-level serial effects of leaders' Machiavellianism and abusive supervision on subordinates' burnout and task performance. The…

Abstract

Purpose

This study aims at analyzing the detrimental cross-level serial effects of leaders' Machiavellianism and abusive supervision on subordinates' burnout and task performance. The general aggression model and conservation of resources theory guide our research model.

Design/methodology/approach

The authors developed a multilevel design and used multisource data. The authors collected data from 50 bank branches located in Pakistan. A total of 50 branch supervisors participated, which yielded 200 supervisor-subordinate dyads. Machiavellianism was self-assessed by the supervisors who further rated the specific task performance of each of their respective subordinates. Burnout and abusive supervision ratings were provided by the subordinates. Abusive supervision scores were aggregated at the group level.

Findings

Machiavellianism has an indirect negative effect on individual-level task performance through the serial cross-level mediating effects of abusive supervision at the group level and attendant individual-level burnout.

Practical implications

Findings provide practical implications for the management of task performance and human resources.

Originality/value

This study offers a comprehensive cross-level model to analyze the effect of Machiavellianism on group-level and individual-level outcomes known to affect the effectiveness of leaders.

Details

Journal of Organizational Effectiveness: People and Performance, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2051-6614

Keywords

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