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1 – 10 of 325Zhiyong Han, Qun Wang and Xiang Yan
The purpose of this paper is to investigate the mediating effect of felt obligation for constructive change on the relationship between responsible leadership and organizational…
Abstract
Purpose
The purpose of this paper is to investigate the mediating effect of felt obligation for constructive change on the relationship between responsible leadership and organizational citizenship behavior for the environment (OCBE) in a China corporate environment, and this paper also analyze the moderated mediating effect of supervisor-subordinate guanxi on indirect relationship between responsible leadership and OCBE via felt obligation for constructive change.
Design/methodology/approach
This paper used 380 employee samples to analyze the relationship between responsible leadership and OCBE. Hierarchical regression analyses and structural equation modeling was adopted to analyze the data.
Findings
The authors found that the felt obligation for constructive change plays a fully mediating role between responsible leadership and OCBE. The authors also found a positive interaction between responsible leadership and supervisor-subordinate guanxi on felt obligation for constructive change, and then the indirect effect of responsible leadership on OCBE via felt obligation for constructive change was stronger when employees perceived a high-level supervisor-subordinate guanxi.
Research limitations/implications
When responsible leadership stimulates employees to generate a high sense of constructive change, employees are more likely to engage in OCBE. This study provides evidence for cognitive evaluation theory. This study further demonstrated the importance of establishing high-quality supervisor-subordinate guanxi for responsible leaders and subordinates in China.
Practical implications
In the management practice of the organization, the role of responsible leadership should be strengthened in terms of leadership development and, employee training and promotion, and high-quality supervisor-subordinate guanxi help to promote the effectiveness of responsible leadership.
Originality/value
This paper discusses how and when responsible leadership influences OCBE in a China corporate environment.
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Han Ren and Charles Weizheng Chen
This paper aims to explore why some Chinese subordinates will engage in building guanxi with their supervisor while others will not. The authors conceptualize subordinates’…
Abstract
Purpose
This paper aims to explore why some Chinese subordinates will engage in building guanxi with their supervisor while others will not. The authors conceptualize subordinates’ initiative behaviors which aim at building up or improving guanxi with their supervisors through social interactions as supervisor–subordinate guanxi (SSG)-building behaviors. Guided by the theory of planned behavior (TPB), this study examines how three psychological antecedents (guanxi orientation as attitude, individual perception of group-level guanxi practice as subjective norm and person–supervisor [P-S] fit perception as perceived control) independently and interactively predict subordinates’ SSG-building behaviors.
Design/methodology/approach
The authors used a sample of 162 supervisor–subordinate dyads from four enterprises located in Southwest China.
Findings
Results indicated that P-S fit perception is most strongly related to subordinates’ SSG-building behaviors, followed by guanxi orientation and individual perception of group-level guanxi practice perception. Guanxi orientation is also found to strengthen the positive effect of P-S fit perception on subordinates’ SSG-building behaviors.
Originality/value
The authors’ findings shed light on the psychological mechanisms of Chinese subordinates’ behaviors to build up or improve guanxi with their supervisors, and advance the current understanding of SSG development from a planned behavioral perspective.
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Jun Xie, Caodie Peng, Lin Wang and Xiaoping Chu
The purpose of this paper is to examine the effect of supervisor-subordinate guanxi (SSG) on managers’ feedback-seeking behavior in the context of Chinese organizations…
Abstract
Purpose
The purpose of this paper is to examine the effect of supervisor-subordinate guanxi (SSG) on managers’ feedback-seeking behavior in the context of Chinese organizations, especially the mediating role of psychological expectations and the moderating role of political skill.
Design/methodology/approach
The study sample comprised matched surveys from 252 supervisor-subordinate dyad in the People’s Republic of China. The subordinate managers completed measures of SSG, performance enhancement expectations, impression management expectations and political skill. The supervisors were asked to rate managers’ feedback-seeking behavior.
Findings
Result show that SSG was positively related to managers’ feedback-seeking behavior. Performance enhancement expectations and impression management expectations partially mediated supervisor-subordinate guanxi’s influence on managers’ feedback-seeking behavior. Political skill positively moderated the relationships between SSG and managers’ feedback-seeking behavior in such a way that the relationships were stronger for managers higher in political skill than lower.
Research limitations/implications
The paper not only helps for deeper understanding of managers’ feedback-seeking behavior but also provides a new perspective for exploring effective governance of Chinese local managers.
Originality/value
This study provides preliminary evidence of the mediation effect of psychological expectations and the moderating effect of political skill in the relationship between SSG and managers’ feedback-seeking behavior. Additionally, the findings highlight the necessity of study on managers’ feedback-seeking behavior in the context of China to help advance the theoretical understanding of the mechanisms that underlie the effect of SSG on managers’ feedback-seeking behavior.
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This study aims to examine the impact of ethical leadership on the extra-role behavior toward individuals of employees in the public sector. In addition, the study examines the…
Abstract
Purpose
This study aims to examine the impact of ethical leadership on the extra-role behavior toward individuals of employees in the public sector. In addition, the study examines the mediating roles of supervisor-subordinate guanxi and public service motivation.
Design/methodology/approach
Research data were collected from 222 public servants in local government, Vietnam. Study using partial least square SEM (PLS-SEM) method performed by SmartPLS 3.2.9.
Findings
Ethical leadership has a direct impact on OCBI. In turn, supervisor-subordinate guanxi holds mediating role in linking the relationship between ethical leadership and OCBI. Public service motivation mediates nexuses between ethical leadership, supervisor-subordinate guanxi and OCBI.
Research limitations/implications
To encourage public servants to engage in interpersonal citizenship behaviors, leaders must focus on fostering an ethical climate in the workplace by acting as an ethical model and encouraging ethical standards in daily work.
Originality/value
The study provides new insights on the mediating role of public service motivation, guanxi from the perspective of the leader's ethical aspect.
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The purpose of this paper is to illuminate the mechanism which can explain and predict subordinates’ deferential behaviour in China.
Abstract
Purpose
The purpose of this paper is to illuminate the mechanism which can explain and predict subordinates’ deferential behaviour in China.
Design/methodology/approach
Data were collected using mail surveys. The study used two sources of data (supervisor and subordinate) obtained via two separate sets of surveys. In total, 600 questionnaires were distributed to subordinate–supervisor dyads employed in a variety of organizations, and 441 dyad-level questionnaires were collected.
Findings
The paper revealed that supervisors’ political mentoring (PM) moderated the strength of the mediated relationships between a supervisor’s trust in the subordinate and the subordinate’s deference to supervisor via supervisor–subordinate guanxi. Furthermore, the direct interaction effect of a supervisor’s trust and PM influenced the subordinate’s deference to supervisor only when the level of PM was low.
Originality/value
This study clarifies the mechanism by which supervisor’s specific behaviours affect subordinate’s deference to supervisor, and explores how supervisor–subordinate dyad creates a reciprocal relationship. The research indicates the unique effect of supervisor’s PM in Chinese organizations, and reinforces the importance of considering supervisor’s trust in the subordinate.
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The aim of the present study was to examine the association of subordinate-oriented strengths-based leadership (SSBL) with subordinates’ job performance (task performance and…
Abstract
Purpose
The aim of the present study was to examine the association of subordinate-oriented strengths-based leadership (SSBL) with subordinates’ job performance (task performance and innovative behavior) as well as the meditating role of supervisor–subordinate guanxi (SSG) in these relationships.
Design/methodology/approach
Self-report data on SSBL, SSG, task performance and innovative behavior were gathered from 642 Chinese employees working in various Chinese enterprises. Structural equation modeling was used to analyze the data.
Findings
The results indicated that SSBL is positively related to subordinates’ job performance (task performance and innovative behavior). Furthermore, SSG partially mediated the relationship of SSBL with task performance and with innovative behavior.
Originality/value
This study is the first to empirically examine the relationship of SSBL with job performance. In addition, this study adds to the knowledge on the SSBL–job performance linkage by investigating the mediational effect of SSG on the relationship.
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Zhenting Xu, Xianmiao Li and Xiuming Sun
This study aims to explore the enabling and suppressing effects of leader affiliative and aggressive humor on employee knowledge sharing form the lens of emotional contagion…
Abstract
Purpose
This study aims to explore the enabling and suppressing effects of leader affiliative and aggressive humor on employee knowledge sharing form the lens of emotional contagion process, which provides theoretical reference for the applications of different leader humor style, thereby enhancing employee knowledge sharing.
Design/methodology/approach
This study collected three waves of data and surveyed 379 employees in China. Regression analysis, bootstrapping and latent moderation structural equation were adopted to test the hypotheses.
Findings
Leader affiliative humor has a positive impact on employee knowledge sharing, whereas leader aggressive humor has a negative impact on employee knowledge sharing. Positive emotion plays a mediating role between leader affiliative humor and employee knowledge sharing, and negative emotion plays a mediating role between leader aggressive humor and employee knowledge sharing. Moreover, supervisor–subordinate Guanxi moderates the relationship between leader affiliative humor and positive emotion, and between leader aggressive humor and negative emotion, respectively.
Originality/value
This study not only adds to the knowledge sharing literature calling for the exploration of antecedents and mechanism of employee knowledge sharing, but also contributes to our comprehensive understanding of the suppressing and enabling effects of leader humor style on employee knowledge sharing. Besides, this study also unpacks the dual-path mechanism and boundary condition between leader humor style and employee knowledge sharing and augments the theoretical explanations of emotional contagion theory between leader humor style and employee knowledge sharing.
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This study aims to examine distinct influences of two dimension job stress on job satisfaction and the moderating effects of guanxi-oriented attitude on the relationship between…
Abstract
Purpose
This study aims to examine distinct influences of two dimension job stress on job satisfaction and the moderating effects of guanxi-oriented attitude on the relationship between job stress and job satisfaction under cognitive appraisal theory and transactional theory.
Design/methodology/approach
In this study, surveys are conducted among state-owned younger bank employees. The author uses the scale of job challenge stress and hindrance stress developed among Chinese younger bank employees to measure the two dimension job stress. After demonstrating guanxi-relative concepts, the moderating effects of guanxi-oriented attitude are examined in this study.
Findings
The results demonstrate that guanxi-oriented attitude does not significantly moderate the influence of challenge stress on job satisfaction, while it significantly moderates the noxious influence of hindrance stress on job satisfaction. Theoretical contributions are also discussed.
Originality/value
First, this study suggests specific procedures to conduct hierarchical regression analysis and confirms the effects by parameters. It also proposes and summarizes specific procedures on how to calculate regression equations and draw regression lines to check the interaction received from the hierarchical regression analysis visually. Second, based on cognitive appraisal theory, guanxi-oriented attitude, a Chinese indigenous cognitive concept, was verified in this study. According to the importance of guanxi in Chinese society, the paper shows that employees who value guanxi more will buffer the noxious effects of job stress. Trainings and counseling should be designed to regulate the normal guanxi-oriented-related cognition.
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Xiaoling Song, Wen Wu, Shengyue Hao, Xiaohua Lu, Yihua Zhang and Yuhuan Liu
Drawing on engagement theory, this study aims to examine how leader–member relationships, including on-work relationship (leader–member exchange [LMX]) and off-work relationship…
Abstract
Purpose
Drawing on engagement theory, this study aims to examine how leader–member relationships, including on-work relationship (leader–member exchange [LMX]) and off-work relationship (leader–member guanxi [LMG]), influence employees’ promotive and prohibitive voice. Furthermore, the study uses procedural justice as the moderator to distinguish the effects of LMG and LMX on employees’ psychological states and voice through a mediated moderation model.
Design/methodology/approach
The authors use a sample from a private and local company in Southern China to test their theoretical model.
Findings
The study finds that both LMG and LMX have positive effects on employees’ voice behavior through employees’ psychological states (psychological meaningfulness and psychological safety).
Research limitations/implications
In a Chinese context, leaders have a more direct and powerful influence on employees than their counterparts in the Western society. Thus, the findings of LMX and LMG may not be generalizable to a Western context. A possible extension is to examine and compare the effects of social context (e.g., off-work leader–member relationship) on voice between the East and the West.
Practical implications
One important implication is that off-work relationship should be used by managers to encourage employee voice.
Originality/value
This study enriches the antecedents of voice with a new dimension of leader–member relationship, namely, LMG.
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Shih Yung Chou, Wenkai Yang and Bo Han
The purpose of this paper is to develop a theoretical model describing psychological states and behavioral outcomes experienced and exhibited by older generation interpersonal…
Abstract
Purpose
The purpose of this paper is to develop a theoretical model describing psychological states and behavioral outcomes experienced and exhibited by older generation interpersonal helping behavior (IHB) recipients in Chinese organizations.
Design/methodology/approach
The paper draws upon relevant literature and develops a theoretical model.
Findings
The analysis suggests that the extent of IHB that older generation Chinese employees receive from younger generation employees will lead to loss of mianzi, which will then result in reduced perceived generational guanxi, increased intended social isolation, and reduced intention to share task-related knowledge with the younger generation employees. The paper also proposes that perceived generational guanxi and intended social isolation will mediate the relationship between loss of mianzi and intention to share task-related knowledge with younger generation employees.
Practical implications
Because mianzi is an important cultural feature in Chinese societies, this paper provides four implications. First, younger generation employees could preserve and/or enhance older generation employees’ mianzi using less powerful messages. Second, younger generation employees should initiate task behaviors involving seeking opinions and expertise from older generation employees before exhibiting IHB. Third, mangers could reduce the negative impact of generational differences by establishing generational mentoring relationships between younger and older generation employees. Finally, younger generation employees could preserve and/or enhance older generation employees’ mianzi by playing the role of an informal subordinate rather than a problem solver when exhibiting IHB.
Originality/value
This paper is the first study exploring consequences of IHB from the perceptive of older generation IHB recipients in the Chinese context.
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