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1 – 10 of over 2000
Open Access
Article
Publication date: 3 November 2022

Kaicheng Gai and Yongsheng Zhou

As an essential part of mainstream Western development economics, the trickle-down theory originates from the behavioral choices and iterations of thought on conflicts of interest…

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Abstract

Purpose

As an essential part of mainstream Western development economics, the trickle-down theory originates from the behavioral choices and iterations of thought on conflicts of interest in the evolution of remuneration structure in Western countries. The fundamental flaw of the logic of this theory is that it conceals the inherent implication of social systems and the essential characteristics of social structures.

Design/methodology/approach

This paper examines the relationships among economic growth, income distribution and poverty from the perspective of social relations of production – the nature of production relations determines the nature of distribution relations and further determines the essence of trickle-down development, and ownership is the core mechanism for realizing the trickle-down effect.

Findings

The stagnation or smoothness of the trickle-down effect in different economies is essentially subject to the logic of “development for whom”, which is determined by ownership relationship.

Originality/value

To be more specific, “development for capitalists” and “development for the people” indicate two distinctly different economic growth paths. The former starts with private ownership and follows a bottom-up negative trickle-down path that inevitably leads to polarization, while the latter starts with public ownership and follows a top-down positive trickle-down path that will lead to common prosperity in the end.

Details

China Political Economy, vol. 5 no. 1
Type: Research Article
ISSN: 2516-1652

Keywords

Book part
Publication date: 7 June 2019

Preethi Misha and Marius van Dijke

To date, the vast majority of existing research on unethical leadership has focused on top leaders’ actions and behaviors as the primary catalyst for the permeation of unethical…

Abstract

To date, the vast majority of existing research on unethical leadership has focused on top leaders’ actions and behaviors as the primary catalyst for the permeation of unethical behaviors in organizations. In this chapter, we shift the focus to middle and junior managers and argue that they too have an active role in contributing to the permeation of top-level unethical leadership. More specifically, we adopt a meaning-making lens to investigate how junior and middle-level managers perceive and interpret top-level unethical leadership and how such meaning-making affects their (un)ethical legitimacy. Understanding the role played by lower-level managers becomes vitally important to develop a more holistic picture of the permeation of unethical leadership. Findings from 30 in-depth interviews with top, middle, and junior managers reveal variables such as survival, group membership, and strain as buttressing meaning-making by lower-level managers. Findings also revealed two contrasting aspects, that is, “interactions” within organizational members as well as “silence” by top-level managers playing into individuals’ information processing and attribution capacities during ethical dilemmas. Real cases experienced by participants pertaining to the flow of unethical leadership illustrate how the central bearings play out in managerial practice.

Article
Publication date: 21 March 2023

Chung-Jen Wang

On the basis of the hierarchical organizational structure, this study investigated how empowering leadership influences hotel employees' proactive work behavior through multiple…

Abstract

Purpose

On the basis of the hierarchical organizational structure, this study investigated how empowering leadership influences hotel employees' proactive work behavior through multiple cross-level mediation processes. This study also investigated whether psychological empowerment, positive psychological capital, job characteristics and job embeddedness can activate the linkage of the aforementioned trickle-down effects.

Design/methodology/approach

This study draws data from 826 international tourist hotel employees at different times with hierarchical linear modeling (HLM) analyses.

Findings

Multiple cross-level mediation analyses indicate that (1) psychological empowerment mediates the cross-level influences of empowering leadership on job characteristics and positive psychological capital; (2) positive psychological capital mediates the cross-level influences of empowering leadership on job embeddedness and proactive work behavior; and (3) job embeddedness mediates the cross-level influences of psychological empowerment and job characteristics on proactive work behavior.

Practical implications

In the post-pandemic era, the valuable trickle-down effects of empowering leadership could spill over into employees' positive beliefs of psychological empowerment, which ultimately benefit working responsibility and organizational operations.

Originality/value

The results support and suggest that maximizing the benefits of empowering leadership could eventually foster proactivity and performance in the workplace under hospitality and tourism settings.

Details

Journal of Hospitality and Tourism Insights, vol. 7 no. 1
Type: Research Article
ISSN: 2514-9792

Keywords

Article
Publication date: 5 March 2018

Sungwan Hong, Soo Hyun Oh and Seung-Gyu Sim

Unlike the common belief in the so-called “trickle-down effect,” trade-induced output growth in a small open economy does not necessarily improve the domestic welfare of the…

Abstract

Purpose

Unlike the common belief in the so-called “trickle-down effect,” trade-induced output growth in a small open economy does not necessarily improve the domestic welfare of the economy. The purpose of this paper is to analyze the conditions under which the trickle-down effect does not work properly such that the connection between trade-induced output growth and welfare improvement is broken.

Design/methodology/approach

This paper introduces an inter-sectoral migration barrier in the general equilibrium model and conducts various simulation experiments under reasonable parameter values.

Findings

This paper demonstrates that subsidizing export industries may raise the total value-added of an economy but deteriorate aggregate welfare. This worsens especially when the supply of non-tradable domestic goods is inelastic, and the demand for them is more substitutable by tradable goods.

Practical implications

To reinforce the trickle-down effect, it is necessary to facilitate efficient labor reallocation and to induce capitalization in the non-tradable sector.

Originality/value

That output growth and welfare improvement do not always move in the same direction requires a reappraisal of the former common belief on the trickle-down effect which emphasizes output growth as an indicator of welfare improvement.

Details

Journal of Korea Trade, vol. 22 no. 1
Type: Research Article
ISSN: 1229-828X

Keywords

Article
Publication date: 20 March 2020

Gukdo Byun, Soojin Lee, Steven J. Karau and Ye Dai

By taking a social learning perspective, this study examines the trickle-down effect of empowering leadership across hierarchical levels in an organization. Specifically, this…

1531

Abstract

Purpose

By taking a social learning perspective, this study examines the trickle-down effect of empowering leadership across hierarchical levels in an organization. Specifically, this study aims to demonstrate that the empowering leadership of higher-level leaders promotes the task performance of employees through the mediation of the empowering leadership of lower-level leaders. It also seeks to confirm the role of performance pressure as a boundary condition in social learning process.

Design/methodology/approach

Under a moderated mediation framework, this study tests our hypotheses through a hierarchical regression analysis. The data used in the analysis is from the survey responses of 209 subordinate-supervisor dyads.

Findings

This study finds that the empowering leadership of higher-level leaders promotes the empowering leadership of lower-level leaders, which indirectly improves the task performance of employees. It also finds that performance pressure perceived by lower-level leaders moderates the relationship between the empowering leadership of higher- and lower-level leaders, thus moderating the proposed indirect effect.

Research limitations/implications

This study complements the findings of previous studies by identifying the trickle-down effect of empowering leadership across different hierarchical levels in an organization and by highlighting its boundary condition. In addition, this study provides evidence for the presence of trickle-down effect of leadership in an Eastern culture.

Practical implications

This study suggests the necessity of leadership education and training programs within organizations by revealing the importance of social learning process for promoting empowering leadership. In addition, it also suggests that performance pressure in an organization not only dampens empowering leadership but also has a negative effect on the task performance of employees.

Originality/value

This study demonstrates the influence mechanism of empowering leadership through a systematic verification of its trickle-down effect, which has been lacking in previous studies. It also highlights the moderating role of performance pressure, as a contextual factor, in the social learning and influence process of empowering leadership.

Details

Leadership & Organization Development Journal, vol. 41 no. 3
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 4 November 2014

Ying Chen, Ray Friedman and Tony Simons

Voluntary employee turnover can be a challenge for all industries but high employee turnover has been a special concern in the hospitality industry, which is the context of this…

2307

Abstract

Purpose

Voluntary employee turnover can be a challenge for all industries but high employee turnover has been a special concern in the hospitality industry, which is the context of this paper. The purpose of this paper is to incorporate a “trickle-down” perspective into the conventional research on turnover intention and satisfaction with supervision. The authors assess whether mid-level managers’ satisfaction with senior managers’ supervision is related positively to line employees’ satisfaction with mid-level managers’ supervision and, in turn, line employees’ turnover intentions. Further, the authors examine whether the strength of this “trickle-down” effect is affected by the middle managers’ gender.

Design/methodology/approach

The authors tested our theoretical argument using a sample of 1,527 full-time employees in 267 different departments at 94 hotels in the USA and Canada. Hierarchical linear modeling was employed to analyze the data.

Findings

The authors found a trickle-down effect of satisfaction with supervision, as predicted, and the effect was stronger for female than male middle managers. These findings open new avenues for addressing turnover issues for organizations and managers.

Originality/value

This study extends the line of research on leadership and turnover in three ways. First, it shows how senior managers, who have no direct contact with line employees, can affect turnover intentions of line employees. Second, this research helps the authors know where to target efforts at intervention; by connecting middle managers’ satisfaction with supervision with employees’ turnover intentions, the authors know to target interventions to reduce turnover not just at line employees and supervisors but also at senior-level managers as well. Third, this study sheds light on the ongoing debate over “female advantage” in leadership (Eagly and Carli, 2003a, b; Vecchio, 2002, 2003) by examining not just how women are treated, but how their experience may reshape managerial dynamics.

Details

Career Development International, vol. 19 no. 7
Type: Research Article
ISSN: 1362-0436

Keywords

Open Access
Article
Publication date: 19 October 2020

Hannah Vivian Osei, Felicity Asiedu-Appiah and Perpetual Akosuah Anyimaduah Amoah

A major paradigm shift focusing on the dark side of leadership has generated lots of concern for organizations as leadership has cascading effects on employees’ behaviour. This…

2499

Abstract

Purpose

A major paradigm shift focusing on the dark side of leadership has generated lots of concern for organizations as leadership has cascading effects on employees’ behaviour. This study aims to understand negative behaviours in the organization as a system of interrelated interaction initiated from the top which trickles down to employees.

Design/methodology/approach

Drawing on the theories of social exchange and norms of reciprocity, social learning and displaced aggression, this study models how and when abusive supervision relates to employees’ task performance. The model is empirically tested and extended to cover mediation and moderation processes. Drawing data from 218 bank supervisors and employees, this study uses the structural equation modelling to analyse a trickle-down model of abusive supervision.

Findings

Results from multi-waved, multi-sourced data indicated a mediating effect on the abusive supervision–performance relationships and provided support for employees’ guilt proneness and emotional dissonance as moderators. Overall, the results provided support for a moderated mediation relationship in the trickle-down model.

Originality/value

This study provides new knowledge into the potential boundary conditions of employees’ guilt proneness and emotional dissonance in affecting the relationship between abusive supervision, counterproductive work behaviour and task performance.

Article
Publication date: 18 January 2024

Osman M. Karatepe, Emmanuel Twumasi Ampofo, Taegoo Terry Kim and Seokyoun Oh

The purpose of this study was to develop and test a research model that explored leader psychological capital (LPsyCap) as a predictor of follower creative performance (FCRP). The…

Abstract

Purpose

The purpose of this study was to develop and test a research model that explored leader psychological capital (LPsyCap) as a predictor of follower creative performance (FCRP). The model also investigated follower job crafting (FJC) and follower knowledge collecting (FKC) and follower knowledge donating (FKD) behaviors as the multiple mediators of the trickle-down effect of LPsyCap on FCRP in a sequential manner.

Design/methodology/approach

Data were obtained from hotel employees in Korea. The hypotheses were tested using structural equation modeling with the user-defined estimands function.

Findings

LPsyCap boosted employees’ FCRP. FJC and FKC behaviors mediated the trickle-down effect of LPsyCap on FCRP in a sequential manner. As predicted, FKC behavior parallelly mediated the effect of FJC on FCRP.

Practical implications

Hotel firms should boost a workplace that would encourage employees to redefine and redesign their jobs. To achieve this, the presence of structural (e.g. learning new things in the workplace) and social (e.g. supervisor coaching) job resources and challenging job demands (e.g. willingly taking on additional tasks) would pay dividends.

Originality/value

This paper is one of its kind focusing on unexplored parallel and sequential multiple mediation effects that highlight FJC and FKC as the two potential mediators in the association between LPsyCap and FCRP.

Details

International Journal of Contemporary Hospitality Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 21 April 2023

Xinyuan (Roy) Zhao, Jiale Wang, Anna Mattila, Aliana Man Wai Leong, Zhenzhen Cui, Zaoning Sun, Chunjiang Yang and Yashuo Chen

Frontline employees’ proactive behaviors (i.e. job crafting) are critical to satisfying customers’ idiosyncratic needs. If the supervisors practice job crafting, their…

Abstract

Purpose

Frontline employees’ proactive behaviors (i.e. job crafting) are critical to satisfying customers’ idiosyncratic needs. If the supervisors practice job crafting, their subordinates are more likely to mimic such behaviors. However, there has been limited research on how leaders’ job crafting can influence subordinates’ job crafting. This study aims to examine the cross-level mechanisms (i.e. trickle-down effects) of supervisors’ job crafting on the subordinates’ attitudes and performance. Specifically, such trickle-down effects can be explained via two cross-level mechanisms of the supervisors’ job crafting on the subordinates’ work engagement and performance: social learning mechanism and job demands-resources mechanism.

Design/methodology/approach

A three-wave cross-lagged study was conducted in two-week intervals. The valid responses from 67 supervisors and their 201 subordinates were collected. The data set was analyzed using multilevel Structural Equation Modeling.

Findings

The results demonstrated that the social learning and job demands-resources mechanisms are not independent. The supervisor’s job crafting improves employment relationships, subsequently encourages subordinates’ job crafting and ultimately enhances work engagement and work performance.

Practical implications

The findings suggested that hospitality organizations should encourage job crafting among supervisors and managers. A proactive hotel manager can establish strong employment relationships, motivate subordinates to work proactively and obtain positive work outcomes.

Originality/value

The findings enrich the knowledge about the trickle-down effects of supervisors on subordinates in terms of job-crafting behaviors. In particular, this study found a new theoretical perspective that the job demands-resources and social learning mechanisms may not be independent, and the subordinates’ perception of the employment relationship plays a critical role.

Details

International Journal of Contemporary Hospitality Management, vol. 35 no. 12
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 9 June 2021

Rui Jiang and Xinqi Lin

Moral leadership is a common leadership style in Chinese society and is of great significance to Chinese organizations. Unethical employee behavior also widely exists in all kinds…

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Abstract

Purpose

Moral leadership is a common leadership style in Chinese society and is of great significance to Chinese organizations. Unethical employee behavior also widely exists in all kinds of social organizations and brings great harm. The research on the relationship between moral leadership and unethical employee behavior has not been involved yet, but it is important. This paper studies how moral manager (senior leader) leadership trickles down to unethical employee behavior through moral supervisor (employee direct supervisor) leadership, and discusses the moderating effect of LMX and ethical climate.

Design/methodology/approach

Through the questionnaire survey of 406 pairs of leaders and employees, and use multilevel path analysis, we test the hypothesis in this paper.

Findings

The research results show that (1) Moral manager leadership is negatively related to unethical employee behavior. (2) Moral supervisor leadership mediates the relationship between moral manager leadership and unethical employee behavior. (3) LMX positively moderates the relationship between moral manager leadership and moral supervisor leadership, and moderates the mediating effect of moral supervisor leadership. (4) Ethical climate positively moderates the relationship between moral supervisor leadership and unethical employee behavior, and moderates the mediating effect of moral supervisor leadership.

Originality/value

First, this study further proves that moral leadership is a popular positive leadership among the three dimensions of paternalistic leadership that extends its influence to unethical employee behavior. Second, this study traces the source of the moral leadership of employees' supervisors and reveals the action mechanism of how moral manager leadership affects unethical employee behavior. Finally, LMX provides the organizational context of the trickle-down effect and the occurrence of unethical employee behavior.

Details

Personnel Review, vol. 51 no. 4
Type: Research Article
ISSN: 0048-3486

Keywords

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