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Article
Publication date: 4 January 2022

Hanifi Parlar, Muhammet Emin Türkoğlu and Ramazan Cansoy

This study aims to explore the relationship between authoritarian leadership and commitment and the mediating roles of silence and trust in school principals.

Abstract

Purpose

This study aims to explore the relationship between authoritarian leadership and commitment and the mediating roles of silence and trust in school principals.

Design/methodology/approach

This study employed a cross-sectional design to illustrate the relationships among authoritarian leadership, trust in the principal, silence and affective commitment using path analysis evidence provided by 409 K–12 teachers.

Findings

The findings revealed that authoritarian leadership indirectly affected teacher commitment through trust in the principal and acquiescent silence. Furthermore, trust in the principal played a partial mediating role between authoritarian leadership and defensive silence. Authoritarian leadership behaviours decreased teachers' affective commitment by decreasing trust in the principal and increasing organisational silence.

Originality/value

Although leadership and culture have been studied intensively in recent years, authoritarian leadership, which is more commonly seen in Eastern societies, has been less studied in school contexts in the Middle East and Asia. Thus, this study contributes to the literature by examining the factors that might influence affective commitment in schools in an urban setting: authoritarian leadership, silence and trust in school principals.

Details

International Journal of Educational Management, vol. 36 no. 1
Type: Research Article
ISSN: 0951-354X

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Article
Publication date: 24 January 2022

Shaoping Qiu and Larry Dooley

The paper aimed (1) to examine the mediating effects of procedural justice perception and trust in leaders between servant leadership and customer-oriented organizational…

Abstract

Purpose

The paper aimed (1) to examine the mediating effects of procedural justice perception and trust in leaders between servant leadership and customer-oriented organizational citizenship behavior and (2) to investigate the relationships between procedural justice perception and trust in leaders in the context of Chinese hotel industry.

Design/methodology/approach

The paper opted for a quantitative study using online survey to collect data. Data screening was carried out to ensure all the data met the underlying statistical assumptions. This paper adopted structural equation modeling (SEM) to test the hypotheses.

Findings

The paper found that procedural justice perception and trust in leaders have a full mediating effect on the relationship between servant leadership and customer-oriented organizational citizenship behavior. Procedural justice perception was positively associated with trust in leaders.

Originality/value

The paper provided a framework to enhance the theoretical understanding of interconnectedness of servant-leadership-related variables. It filled a theoretical gap by proposing an integrative model that examined the relationships among the variables of interest.

Details

Leadership & Organization Development Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 18 November 2021

Gary A. Adams and Jennica R. Webster

The authors incorporated leadership and gender theories with research on trust to propose a model relating interpersonal emotion management (IEM, a type of relational…

Abstract

Purpose

The authors incorporated leadership and gender theories with research on trust to propose a model relating interpersonal emotion management (IEM, a type of relational leadership) and task-oriented (T-O) leadership to follower adaptive performance. The authors also examine the indirect effect of IEM and T-O on adaptive performance via trust and the possible moderating role of gender on these relationships.

Design/methodology/approach

The authors tested this model using a sample of 314 workers who rated their direct leaders (supervisors).

Findings

Overall, results supported the model for IEM as it was directly and indirectly related (via trust) to adaptive job performance (even after controlling for transformational leadership) and these relationships were more positive for women leaders. T-O leadership was related to adaptive job performance as expected but was unrelated to trust or, via trust, to adaptive performance. Findings also suggest that women direct leaders may garner more trust and adaptive performance from followers by engaging in higher levels of IEM, while also not experiencing backlash for engaging in the more agentic T-O behaviors during a crisis.

Practical implications

Despite an emphasis on women's relational leadership during a crisis, the authors findings show organizations are best served by ambidextrous leaders who can manage the emotions and tasks of their followers and that both women and men can engage in these leadership styles without penalty.

Originality/value

Much research regarding women's leadership advantage during a crisis is based on political leaders or has been conducted in lab settings. Further, it has focused on attitudes toward the women leaders rather than their performance. Research has also not considered both IEM along with the possible backlash women may experience for engaging in T-O leadership.

Details

Equality, Diversity and Inclusion: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2040-7149

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Article
Publication date: 13 April 2021

Inam Ul Haq, Usman Raja, Imtiaz Alam, Dirk De Clercq and Sharjeel Saleem

With a foundation in social exchange theory, this study examines the relationship between servant leadership and three types of workplace mistreatment – bullying…

Abstract

Purpose

With a foundation in social exchange theory, this study examines the relationship between servant leadership and three types of workplace mistreatment – bullying, incivility and ostracism – while also considering a mediating role of trust in the leader and a moderating role of the ethical climate.

Design/methodology/approach

Three time-lagged sets of data (N = 431) were collected among employees working in various sectors.

Findings

Servant leadership relates significantly to trust in the leader, as well as to workplace bullying, incivility and ostracism. In turn, trust in the leader mediates the relationship between servant leadership and all three types of workplace mistreatment. The results also indicate the presence of moderated mediation, in that the indirect effect of servant leadership on workplace mistreatment is moderated by the ethical climate.

Originality/value

This study adds to extant research by examining the mediating mechanism of trust in leaders with servant leadership and workplace mistreatment, along with interactive effects of ethical climate.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 8 September 2020

Muhammad Mumtaz Khan, Muhammad Shujaat Mubarik and Tahir Islam

The purpose of the study is to ascertain the role of servant leadership in causing innovative work behavior. The study also examines the mediating role of job crafting and…

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1176

Abstract

Purpose

The purpose of the study is to ascertain the role of servant leadership in causing innovative work behavior. The study also examines the mediating role of job crafting and sequential mediating role of trust and job crafting between servant leadership and innovative work behavior.

Design/methodology/approach

The data were collected from 258 knowledge workers employed in software houses in Pakistan through survey design. The data analysis was done through structural equation modeling.

Findings

The results of the analysis of 258 respondents show that servant leadership is related with trust, job crafting and innovative work behavior. The mediation analysis revealed that job crafting mediates the relation between servant leadership and innovative work behavior. Finally, the relation between servant leadership and innovative work behavior was found to be sequentially mediated by trust and job crafting.

Originality/value

The current study contributes to delineating the linking mechanism between servant leadership and innovative work behavior. The main contributions of the study are exploring the mediating role of job crafting along with the sequential mediating role of trust and job crafting.

Details

European Journal of Innovation Management, vol. 24 no. 5
Type: Research Article
ISSN: 1460-1060

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Article
Publication date: 4 March 2014

Simon C.H. Chan and Wai-ming Mak

The purpose of this paper is to examine the relationship between servant leadership, subordinates' trust in leader and job satisfaction, and whether subordinates'…

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7611

Abstract

Purpose

The purpose of this paper is to examine the relationship between servant leadership, subordinates' trust in leader and job satisfaction, and whether subordinates' organizational tenure moderated the effect.

Design/methodology/approach

A structured questionnaire survey was used to collect data by 218 employees in a service-oriented private firm in the People's Republic of China.

Findings

The findings indicated that trust in leader mediated the relationship between servant leadership and subordinates' job satisfaction. Also, the positive effect of servant leadership on subordinates' trust in leader and job satisfaction was stronger for short-tenure subordinates than that for long-tenure subordinates.

Originality/value

This paper enriches the existing leadership literature and contributes to the research into how and why servant leadership may influence subordinates' attitudes.

Details

Personnel Review, vol. 43 no. 2
Type: Research Article
ISSN: 0048-3486

Keywords

Open Access
Article
Publication date: 13 February 2020

Martijn Hendriks, Martijn Burger, Antoinette Rijsenbilt, Emma Pleeging and Harry Commandeur

The purpose of this paper is to examine how a supervisor’s virtuous leadership as perceived by subordinates influences subordinates’ work-related well-being and to examine…

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9572

Abstract

Purpose

The purpose of this paper is to examine how a supervisor’s virtuous leadership as perceived by subordinates influences subordinates’ work-related well-being and to examine the mediating role of trust in the leader and the moderating roles of individual leader virtues and various characteristics of subordinates and organizations.

Design/methodology/approach

An online survey was conducted through Prolific among a self-selected sample of 1,237 employees who worked with an immediate supervisor across various industries in primarily the UK and the USA. Structural equation modeling was used to test the hypotheses.

Findings

The empirical results indicate that an immediate supervisor’s virtuous leadership as evaluated by the subordinate positively influences all three considered dimensions of work-related well-being – job satisfaction, work-related affect and work engagement – for a wide variety of employees in different industries and countries. A subordinate’s greater trust in the supervisor fully mediates this positive influence for job satisfaction and work engagement and partially for work-related affect. All five individual core leader virtues – prudence, temperance, justice, courage and humanity – positively influence work-related well-being.

Practical implications

The findings underscore that promoting virtuous leadership is a promising pathway for improved employee well-being, which may ultimately benefit individual and organizational performance.

Originality/value

Despite an age-old interest in leader virtues, the lack of consensus on the defining elements of virtuous leadership has limited the understanding of its consequences. Building on recent advances in the conceptualization and measurement of virtuous leadership and leader character, this paper addresses this void by exploring how virtuous leadership relates to employees’ well-being and trust.

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Article
Publication date: 17 July 2018

Bilal Afsar and Asad Shahjehan

The study of ethical leadership has emerged as an important topic for understanding the effects of leadership in organizations. Theoretically, there is a relationship…

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2236

Abstract

Purpose

The study of ethical leadership has emerged as an important topic for understanding the effects of leadership in organizations. Theoretically, there is a relationship between ethical leadership and followers’ ethical behaviors but empirically, little attention has been given. The purpose of this paper is to examine how ethical leadership relates to employee’s moral voice through trust in the leader, leader−follower value congruence and moral efficacy.

Design/methodology/approach

The authors used a time-lagged research design, collecting multi-source data from 364 employees and their immediate supervisors, working in construction companies in Pakistan.

Findings

On the basis of an interactional approach, this study found that there was an interaction between ethical leadership, trust in the leader and leader−follower value congruence that affected moral voice, such that ethical leadership had the strongest positive relationship with moral voice when both trust and leader−follower value congruence were higher; and moral efficacy mediated the effect that this three-way interaction between ethical leadership, trust in the leader and leader−follower value congruence had on moral voice.

Originality/value

This is one of the first studies to examine the role of ethical leadership in promoting employees’ voice behavior using a time-lagged research design, particularly in construction industry.

Details

Leadership & Organization Development Journal, vol. 39 no. 6
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 10 July 2018

Wen Juan Cai, Mark Loon and Peter Hoi Kin Wong

The purpose of this paper is to examine whether trust in management mediates the relationships between two types of leadership (transactional and transformational) and…

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1234

Abstract

Purpose

The purpose of this paper is to examine whether trust in management mediates the relationships between two types of leadership (transactional and transformational) and acceptance of change in the Hong Kong public sector.

Design/methodology/approach

Data from 68 civil servants in the Hong Kong SAR Government were used in the partial least squares analysis.

Findings

The findings from civil servants show that although trust in management mediates the relationship between both types of leadership and acceptance of change, transformational leadership is more effective in increasing both trust and acceptance of change.

Research limitations/implications

The strong support for the mediation hypotheses highlights the need for leaders to be trusted by their followers if followers are to accept and support the change process. Trust in management is what ultimately reduces resistance to change.

Practical implications

The findings from this study have demonstrated that one strategy available to leaders in the Hong Kong public sector is to concentrate on developing perceptions of trustworthiness by utilising both transactional leadership and transformational leadership but especially transformational leadership.

Originality/value

This paper provides a unique and nuanced view of leadership and trust, and their effect on the acceptance of change in Hong Kong’s civil service bureau that operates in a turbulent environment. Public sector organisations in Hong Kong are unique in that they contend with pressures from Hong Kong nationals and also with pressures from the Government of Mainland China.

Details

Journal of Organizational Change Management, vol. 31 no. 5
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 24 November 2017

Irene Hau Siu Chow

The purpose of this paper is to explain how and under what condition empowering leadership is related to employee creativity from the social exchange and motivational perspective.

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2081

Abstract

Purpose

The purpose of this paper is to explain how and under what condition empowering leadership is related to employee creativity from the social exchange and motivational perspective.

Design/methodology/approach

Data were collected from a sample of 535 supervisor-subordinate dyads using online questionnaire survey.

Findings

Employee openness to experience (a creative personality) moderated the indirect effect of empowering leadership on employee creativity via either motivation to learn or trust in leader. The indirect effect of empowering leadership on creativity via motivation to learn occurs only for employees with lower level of openness to experience, whereas that via trust in leader occurs only for employees with higher level of openness to experience.

Research limitations/implications

Cross-sectional research design is a major concern.

Practical implications

The findings offer guidance to help practitioners or executives to stimulate subordinates motivation to increase their creative performance through learning and trust that matched with the individual’s openness to experience, thereby improving the effectiveness of empowering leadership.

Originality/value

This study extend our understanding on the mechanism linking empowering leadership and employee creativity by testing the mediating influences of motivation to learn and trust in leader and the moderating influence of openness to experience.

Details

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

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