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1 – 10 of 470You-De Dai, Yu-Hsiang Hou, Kuan-Yang Chen and Wen-Long Zhuang
Drawing on organizational support theory, this study aims to propose and test a moderated path analysis to explore the interactive effect of perceived supervisor support and…
Abstract
Purpose
Drawing on organizational support theory, this study aims to propose and test a moderated path analysis to explore the interactive effect of perceived supervisor support and supervisors’ organizational embodiment on organizational citizenship behavior, as well as the mediating effect of perceived organizational support.
Design/methodology/approach
Hypotheses are tested using two-phase survey data collected from 398 dyads of employees and their immediate supervisors from 26 (three-to-five star) hotels in Taiwan.
Findings
The hierarchical linear modeling results suggest that perceived organizational support mediates the relationship between perceived supervisor support and organizational citizenship behavior. These findings indicate that supervisors’ organizational embodiment positively moderates the relationship between perceived supervisor support and perceived organizational support, which, in turn, mediates the interaction between perceived supervisor support and supervisors’ organizational embodiment on organizational citizenship behavior.
Research limitations/implications
This is the first study to examine the moderating role of supervisors’ organizational embodiment in hospitality domain. In high or low supervisors’ organizational embodiment context, hotels are supposed to assign representative managers that could strengthen the efficiency of perceived supervisor support. Finally, employees will perceive organizational support and then lead to employee organizational citizenship behavior.
Originality/value
Previous research indicates that perceived organizational support positively impacts various employee outcomes. However, the antecedents and psychological mechanisms of perceived organizational support are still not well understood. This research intends to fill these gaps in the literature.
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Noémie Brison, Tiphaine Huyghebaert-Zouaghi and Gaëtane Caesens
This research aims to investigate the mediating role of organizational dehumanization in the relationships between supervisor/coworker ostracism and employee outcomes (i.e.…
Abstract
Purpose
This research aims to investigate the mediating role of organizational dehumanization in the relationships between supervisor/coworker ostracism and employee outcomes (i.e., increased physical strains, decreased work engagement, increased turnover intentions). Moreover, this research explores the moderating role of supervisor’s organizational embodiment and coworkers’ organizational embodiment in these indirect relationships.
Design/methodology/approach
A cross-sectional study (N = 625) surveying employees from various organizations while using online questionnaires was conducted.
Findings
Results highlighted that, when considered together, both supervisor ostracism and coworker ostracism are positively related to organizational dehumanization, which, in turn, detrimentally influences employees’ well-being (increased physical strains), attitudes (decreased work engagement) and behaviors (increased turnover intentions). Results further indicated that the indirect effects of supervisor ostracism on outcomes via organizational dehumanization were stronger when the supervisor was perceived as highly representative of the organization. However, the interactive effect between coworker ostracism and coworkers’ organizational embodiment on organizational dehumanization was not significant.
Originality/value
This research adds to theory by highlighting how and when supervisor and coworker ostracism relate to undesirable consequences for both employees and organizations. On top of simultaneously considering two sources of workplace ostracism (supervisor/coworkers), this research adds to extant literature by examining one underlying mechanism (i.e., organizational dehumanization) explaining their deleterious influence on outcomes. It further examines the circumstances (i.e., high organizational embodiment) in which victims of supervisor/coworker ostracism particularly rely on this experience to form organizational dehumanization perceptions.
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Florence Stinglhamber, Géraldine Marique, Gaëtane Caesens, Dorothée Hanin and Fabrice De Zanet
The purpose of this paper is to examine why and when followers of transformational leaders exhibit increased affective organizational commitment. Particularly, the authors…
Abstract
Purpose
The purpose of this paper is to examine why and when followers of transformational leaders exhibit increased affective organizational commitment. Particularly, the authors examined the role played by perceived organizational support (POS) and supervisor’s organizational embodiment (SOE), i.e. a perception concerning the extent to which employees identify their supervisor with the organization, in this relationship.
Design/methodology/approach
In total, 287 employees of a water producer organization responded to a questionnaire.
Findings
The results show that, when employees strongly identify their supervisor with the organization, transformational leadership is positively related to POS, with positive consequences in terms of emotional attachment to this organization. In contrast, when the supervisor is not identified to the organization, his/her transformational leadership does not extend to POS and, finally, to affective organizational commitment.
Practical implications
The findings suggest that a high transformational leadership and a high SOE together engender the highest POS and affective commitment. Organizations should thus provide their managers with training programs and feedbacks over their performance as leaders to promote transformational leadership. Furthermore, to foster perceptions of SOE, organizations might implement socialization tactics aiming to strengthen managers’ organizational identification or person-organization fit, and give managers more power and influence in their day-to-day work to increase employees’ attributions of informal organizational status to managers.
Originality/value
By showing that POS and SOE are important mechanisms in the transformational leadership-affective commitment relationship, this research explains why and when transformational leadership of supervisors has spillover effect on organization-directed attitudes.
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Priyanko Guchait, Taylor Peyton, Juan M. Madera, Huy Gip and Arturo Molina-Collado
This study aims to examine the scientific publications related to leadership research in hospitality from 2000 to 2021 by conducting a systematic review (qualitative) and to…
Abstract
Purpose
This study aims to examine the scientific publications related to leadership research in hospitality from 2000 to 2021 by conducting a systematic review (qualitative) and to discuss implications for future research.
Design/methodology/approach
For the qualitative approach, the authors conduct an in-depth critique of major leadership theories using 167 articles indexed in the Web of Science Core Collection.
Findings
The findings show that transformational leadership, leader–member exchange and servant leadership are the most prominent leadership topics studied from 2000 to 2021, followed by abusive supervision, empowering leadership, ethical leadership and authentic leadership. A framework is presented highlighting the mediators, moderators, outcomes, sample and research designs used in each of these lines of leadership research. Moreover, 16 areas for further research are identified and discussed.
Practical implications
This review uncovers scholars’ general lack of regard for how the study of leadership might benefit from examining hospitality as a special and challenging context for leadership and business performance.
Originality/value
This study reviews and critically analyzes leadership research in hospitality using qualitative methods. Therefore, the authors believe this review is of great value to academics and practitioners because it synthesizes and analyzes the field and identifies important research opportunities.
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Yitong Yu, Shi Xu, Gang Li and Haiyan Kong
This paper aims to provide researchers and practitioners with an understanding of abusive supervision in the context of hospitality. It seeks to conduct a comprehensive review of…
Abstract
Purpose
This paper aims to provide researchers and practitioners with an understanding of abusive supervision in the context of hospitality. It seeks to conduct a comprehensive review of the area and offer recommendations for future research by exploring the antecedents, consequences, mechanisms and designs of research on abusive supervision.
Design/methodology/approach
Content analysis was conducted to review and analyze studies on abusive supervision in the context of hospitality. Previous studies were searched in the EBSCO, Scopus, Web of Science and Google Scholar electronic databases.
Findings
In total, 36 referred articles related to abusive supervision in hospitality were reviewed across four key areas, namely, antecedents, consequences, mechanisms and research design. After reviewing the research on abusive supervision in the context of hospitality, this paper offers future research directions with respect to research focus and research design.
Research limitations/implications
This paper only included English articles from peer-reviewed journals on abusive supervision. The number of reviewed articles was relatively small. This limitation may have arisen because abusive supervision is a new research field and is still a sensitive topic.
Practical implications
The results of this study may encourage managers to minimize or even halt abusive supervision. From an organizational perspective, formal policies may be developed to regularize supervisors’ behavior. In turn, employees could use this paper to learn further about abusive behavior and how to handle it effectively.
Social implications
The review highlighted the negative consequences of abusive supervision. Managers should urgently realize the seriousness of abusive supervision and develop effective policies to minimize its negative effect.
Originality/value
This paper contributes to the emerging literature on abusive supervision in the context of hospitality by identifying key research trends and framing the outlines of empirical studies. It identifies research gaps, and as the first review of abusive supervision in hospitality, it may encourage researchers to explore the topic on the basis of the characteristics of the sector and offer suggestions for future research.
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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.
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Xinxin Lu and Jian-Min (James) Sun
The purpose of this paper is to validate, distinguish, and integrate the multiple mechanisms linking leader-member exchange (LMX) to employee work effort. Taking a multi-foci…
Abstract
Purpose
The purpose of this paper is to validate, distinguish, and integrate the multiple mechanisms linking leader-member exchange (LMX) to employee work effort. Taking a multi-foci perspective, the authors propose that organization-based self-esteem (OBSE), supervisory support, and organizational identification each explain unique variance in the LMX-work effort relationship.
Design/methodology/approach
The data were collected using a two-wave survey among 184 employees from a wide variety of professions, industries, and organizations. Multiple mediation tests and path analysis were conducted to examine the hypotheses.
Findings
The results suggested that when entered simultaneously, OBSE, supervisory support, and organizational identification each explained unique variance in the relationship between LMX at Time 1 and work effort at Time 2.
Research limitations/implications
The research shows that leaders stimulate employee work effort via multiple foci. The mediating mechanisms of these foci are distinct and unique. It implies that researchers need to take the multiple foci of leadership into account when studying LMX.
Originality/value
Previous studies generally treat LMX as a dyadic construct; the study is among the first to reveal the multiple foci in LMX. By simultaneously examining mechanisms of the individual-, dyad-, and collective-foci, the research substantiates the unique effect of the three mechanisms, and integrates theories in LMX research. Moreover, the research in the Chinese context further validates the effectiveness of LMX in non-western culture, and provides contextual implications.
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Zhiyong Yang, Fernando Jaramillo, Yonghong Liu, Weiling Ye and Rong Huang
The purpose of this paper is twofold: first, to examine a customer orientation mechanism through which abusive supervision influences retail salespeople’s job performance; and…
Abstract
Purpose
The purpose of this paper is twofold: first, to examine a customer orientation mechanism through which abusive supervision influences retail salespeople’s job performance; and second, to investigate how abusive supervision’s effects may be moderated by the same leader’s use of contingent punishment and contingent reward.
Design/methodology/approach
Two studies provide consistent findings. Study 1 used the field survey data from 129 salespeople in 42 retail stores. The proposed moderated mediation model was estimated using the random coefficient modeling technique. Findings were replicated in Study 2, in which data were collected from a sample of 679 US retail salespeople recruited through M-Turk.
Findings
Results from both studies show that abusive supervision reduces salespeople’s job performance through lowering their customer orientation. Furthermore, the use of contingent punishment from the same supervisor buffers abusive supervision’s detrimental effect, whereas the use of contingent reward augments it.
Research limitations/implications
The issues the authors address in this research have significant implications for the literature of abusive supervision and retail selling. First, the authors contribute to the abusive supervision literature by pointing it out that the negative effect of abusive supervision can spill over to organizations’ external stakeholders, namely, customers. Previous research on abusive supervision has mainly focused on how abused subordinates exhibit hostile acts directed against the supervisor, coworkers and the organization (Tepper et al., 2017), with little attention paid to abusive supervision’s impact on organizations’ external stakeholders such as customers. This research fills the void by placing impaired customer-orientation as a critical consequence of abusive supervision. Second, this research tests a contingent self-regulation impairment model of abusive supervision and advances our understanding about how the same supervisor’s functional leadership behaviors (contingent reward/punishment) may set contingencies for the effect of abusive supervision on employee outcomes. This investigation clears the doubts about whether the use of functional leadership behaviors along with abusive supervision buffers or aggravates the detrimental effect of the latter. Finally, this study’s findings shed new insights to marketing practitioners, especially in understanding how salespeople may vent their stress on the customers when being abused by their supervisors. Without this in mind, supervisors may not be aware of the consequences of their abusive behavior and may even develop an illusion that such a practice worked. This research shows that abusive supervision can lower employees’ customer orientation, which will hurt the company in the long run.
Practical implications
The findings intend to provide important guidelines for companies to develop effective workshops and training programs to combat the detrimental effects of abusive supervision in the retailing industry. For example, the findings shed new insights in understanding how employees may vent their stress on the customers when being abused by their supervisors. Without this in mind, supervisors may not be aware of the consequences of their abusive behavior and may even develop an illusion that such a practice worked. Another important managerial implication of this research is that the use of contingent reward after mistreating subordinates can backfire. Supervisor abuses, followed by a contingent reward, send an inconsistent signal to the employee that creates confusion and strain. Inconsistent actions from the supervisor also produce ethical tensions that reduce customer-oriented behaviors and a company’s ability to serve the customer (Friend et al., 2020). These training programs are important methods to combat the detrimental effects of abusive supervision in the workforce.
Originality/value
This research draws on the contingent self-regulation impairment model as an overarching framework to unpack the relationship between abusive supervision and salespeople’s job performance. Integrating three research streams (i.e. abusive supervision, leadership reinforcement and retail selling), this study proposes customer orientation as a novel mechanism and sheds light on how abusive supervision interplays with contingent punishment/reward to impact salespeople’s outcomes.
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Samuel Aryee, Tae-Yeol Kim, Qin Zhou and Seongmin Ryu
This paper aims to examine how team-level empowering leadership related to service performance through thriving at work and how shared organizational social exchange and customer…
Abstract
Purpose
This paper aims to examine how team-level empowering leadership related to service performance through thriving at work and how shared organizational social exchange and customer orientation moderated the latter relationships.
Design/methodology/approach
The authors collected the data from 283 flight attendants and their supervisors working at a major Korean airline. Multi-level analyses were used to test the effect of empowering leadership on employee outcomes.
Findings
Both team-level empowering leadership and customer orientation were significantly and indirectly associated with service performance via thriving at work. Additionally, customer orientation significantly moderated the relationship between team-level empowering leadership and thriving at work such that the relationship was stronger when customer orientation was low rather than high. In addition, shared organizational social exchange augmented the influence of team-level empowering leadership on service performance but not on thriving at work.
Practical implications
The findings suggest that team-level empowering leadership is more effective in enhancing thriving at work of employees when their customer orientation is low rather than high. In addition, a shared high-quality organizational social exchange augments the effect of empowering leadership on employees’ service performance.
Originality/value
This paper provides initial evidence of the interaction of team-level empowering leadership and individual¬-level customer orientation on thriving at work and service performance. Additionally, it documents the differential augmenting effect of shared organizational social exchange on the relationship between empowering leadership and these outcomes. Collectively, the findings explain why and when team-level empowering leadership relates to service performance.
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Kristyn A. Scott and David Zweig
Adopting a social exchange framework, this article examines the relationship between organizational cynicism and leader–member exchange (LMX) using two different methodologies.
Abstract
Purpose
Adopting a social exchange framework, this article examines the relationship between organizational cynicism and leader–member exchange (LMX) using two different methodologies.
Design/methodology/approach
Study 1 utilizes a longitudinal panel design (N = 291) to examine the reciprocal relationships between organizational cynicism and LMX over time. Study 2 (N = 348) positions loyalty as a possible mechanism through which organizational cynicism might impair LMX.
Findings
Study 1 provides evidence for the existence of some reciprocity in the relationships between organizational cynicism and LMX; however, organizational cynicism appears to be a stronger predictor of LMX than the obverse. The results of Study 2 suggest that cynical employees are less loyal to their supervisors, and this cynicism can interfere with the reciprocity process inherent in the creation and maintenance of high-quality social exchanges at work.
Originality/value
This is the first study to examine the relations between organizational cynicism and LMX in a longitudinal design. Additionally, the inclusion of loyalty and demonstration that organizational cynicism impacts loyalty to supervisors negatively represents a novel direction in organizational cynicism research.
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