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Role-making process within complex organizations
... Specifically, LMX theory proposes that leaders invest additional personal resources (e.g., information, influence, and development opportunities; Graen & Scandura, 1987;Wilson et al., 2010) in and develop stronger social exchange relationships with a select set rather than all employees. These chosen employees then reciprocate in that social exchange relationship by contributing their personal resources toward helping the leader achieve their workgroup goals (Dansereau et al., 1975;Graen, 1976;Graen & Cashman, 1975). Supporting these core tenets, research shows that 80%-90% of work units are differentiated in terms of LMX quality (Graen & Cashman, 1975;Liden & Graen, 1980). ...
... With this as a backdrop, we suggest leaders have the potential to complete task and group maintenance functions by strategically building stronger relationships with subordinates best equipped to assist them in fulfilling those functions (and, as a result, enhance workgroup functioning). Indeed, the core premise of the LMX literature is that when leaders develop stronger social exchange relationships with a select set of employees, those employees reciprocate in that social exchange relationship by contributing their personal resources toward helping the leader achieve their workgroup goals (Dansereau et al., 1975;Graen, 1976;Graen & Cashman, 1975). Thus, the contextual circumstances exist (i.e., opportunity) for leaders to strategically invest in and develop This document is copyrighted by the American Psychological Association or one of its allied publishers. ...
... FUNCTIONAL LEADERSHIP APPROACH TO DIFFERENTIATION requires motivational capacity in several ways-all of which are promoted by CSE. As highlighted in several seminal works in the LMX literature, differentiating effectively is effortful and requires careful information processing and self-assurance to ensure this differentiation does result in enhanced workgroup functioning (Dansereau et al., 1975;Graen, 1976;Graen & Cashman, 1975). Indeed, not only does doing so require that leaders (a) carefully manage their personal resources, (b) identify and provide a disproportionate amount of time and energy to a select few who can perform critical functions in the workgroup, and (c) maintain this disproportionate attention over time (Dansereau et al., 1975), but it also requires (d) effort and motivation to focus on aspects of subordinates relevant to assisting fulfill leadership functions rather than succumbing to one's own concerns or biases (Graen, 1976). ...
The burgeoning literature on leader–member exchange (LMX) differentiation indicates that differentiating LMX relationships within groups has both benefits and costs when it comes to group effectiveness. Although some clarity is emerging surrounding the null total effect of LMX differentiation on group performance, we still know little about how leaders themselves shape the differentiation process. In this article, we extend theory to suggest that some leaders may differentiate more effectively than others. Drawing from functional leadership theory, we first identify a potential approach available to leaders likely to enhance their functional effectiveness—strategically investing in and developing stronger social exchange relationships with subordinates who can best help them fulfill the task functions (via task performance-based differentiation) and group maintenance functions (via contextual performance-based differentiation) specified within functional leadership theory. Embedding this potential approach within the ability–motivation–opportunity framework, we then develop a theory for which leaders are best positioned to recognize and pursue strategic relationship development this way. Specifically, we posit that leaders with stronger cognitive abilities (g) are more likely to recognize the value of such an approach, and those high in core self-evaluation are more likely to believe in their capabilities to successfully process, execute on, and persist with the approach. The results from two studies—a multisource study of leaders and team members in newly formed teams as well as a preregistered online vignette study using a sample of current and former supervisors—largely supported our predictions.
... In doing so, we identify team role clarity as the coordination-enabling mechanism and team relationship conflict as the conflict-enabling mechanism that transmit the positive and negative effects of LMXD to team performance, respectively. Notably, by examining team role clarity as the coordination-enabling mechanism, we also contribute to verifying a long-held assumption in the LMX literature-that is, differentiated relationships with the leader are beneficial to team performance because they provide clarification of members' distinct roles within the team (Graen, 1976). ...
... These issues can hinder effective coordination among members and threaten their psychological need for structure (i.e., a basic need to perceive the world as orderly and structured), which increases a team's need for a social hierarchy for clarifying members' roles (Friesen et al., 2014). In such teams, LMXD, as one of the most influential role-making processes in organizations (Graen, 1976Graen & Scandura, 1987, can help to clarify members' roles. Specifically, higher LMX members, due to receiving both tangible and intangible resources, such as trust, support, decisionmaking latitude, and important strategic information, are likely to be responsible for making key decisions. ...
... Prior literature has primarily focused on team members' negative reactions to LMXD, and accordingly, the mechanisms responsible for the detrimental effects of LMXD on team performance. Yet, there has been limited research examining the mechanism(s) accounting for the positive effect(s) of LMXD on team performance, though it has long been recognized that LMXD can be leveraged to enhance team performance (Graen, 1976). This limitation was mirrored in Yu et al.'s (2018) meta-analytic review, which hypothesized and found a positive effect of LMXD on team effectiveness but did not unpack the mediation mechanism(s) that explained the effect. ...
Drawing on the social hierarchy within teams literature, we contend that leader‐member exchange differentiation (LMXD) may function as a coordination‐enabling mechanism and as a conflict‐enabling mechanism in transmitting its positive and negative effects on team performance. Specifically, we propose that the positive effect of LMXD on team performance is due to its impact on team role clarity, whereas the negative effects operate through team relationship conflict. To shed light on the boundary conditions that qualify the divergent mechanisms, we further examine the moderating roles of three team structural characteristics (also referred to as team type dimensions), including authority differentiation (AD), skill differentiation (SD), and temporal stability (TS). We conducted two studies to examine our model, which involve multi‐source and multi‐phase lagged data from multiple organizations from diverse industries. Across the two studies, we find consistent support for the coordination‐enabling mechanism and the roles of AD and SD in qualifying this mechanism. Regarding the conflict‐enabling mechanism, both studies support the moderating effect of SD. In contrast, we find limited support for the moderating effect of TS on both the coordination‐enabling and conflict‐enabling mechanisms, although we were only able to examine this in Study 2. We discuss the implications of these findings for future research on LMXD and team performance.
... Role theory provides a theoretical basis to examine workplace interactions (Graen 1976;Katz and Kahn 1978;Ebbers and Wijnberg 2017). It offers a set of concepts that explain humans' understanding of their work, conditions which may hinder such understanding, and the social structure of positions through which they interact with co-workers. ...
... An individual's role is a position within the organization that specifies the work tasks and responsibilities they are is expected to perform (Cooper et al. 2001;Ilgen and Hollenbeck 1991;Perrone et al. 2003;Rogers and Molnar 1976). Individuals act according to expectations of their own role and expect behaviours of their co-workers according to the latter's roles (Graen 1976). Therefore, roles guide the individual's workplace behaviour and interactions with co-workers (Gross et al. 1966;Horrocks and Jackson 1973). ...
... Role ambiguity and role conflict can lead to decreased work performance and job satisfaction, reduced effectiveness, and increased negative emotions such as feelings of futility or anger for the role taker (Cooper et al. 2001;Graen 1976;Kahn et al. 1964;McGrath 1976). Role takers experiencing role ambiguity and role conflict are expected to be able to discuss their problems with the role sender for rectification (Gross et al. 1966;Horrocks and Jackson 1973). ...
In algorithmic work, algorithms execute operational and management tasks such as work allocation, task tracking and performance evaluation. Humans and algorithms interact with one another to accomplish work so that the algorithm takes on the role of a co‐worker. Human–algorithm interactions are characterised by problematic issues such as absence of mutually co‐constructed dialogue, lack of transparency regarding how algorithmic outputs are generated, and difficulty of over‐riding algorithmic directive – conditions that create lack of clarity for the human worker. This article examines human–algorithm role interactions in algorithmic work. Drawing on the theoretical framing of organisational roles, we theorise on the algorithm as role sender and the human as the role taker. We explain how the algorithm is a multi‐role sender with entangled roles, while the human as role taker experiences algorithm‐driven role conflict and role ambiguity. Further, while the algorithm records all of the human's task actions, it is ignorant of the human's cognitive reactions – it undergoes what we conceptualise as ‘broken loop learning’. The empirical context of our study is algorithm‐driven taxi driving (in the United States) exemplified by companies such as Uber. We draw from data that include interviews with 15 Uber drivers, a netnographic study of 1700 discussion threads among Uber drivers from two popular online forums, and analysis of Uber's web pages. Implications for IS scholarship, practice and policy are discussed.
... [35][36][37] The LMX-theory provides an enriched, relational understanding of leaders` actions, attitudes, and opportunities when handling dilemmas linked to the dual responsibility of HSE and QPS. 20,38,39 This is discussed in what follows along with documentation on the future implications for research and practice. ...
... 55 The LMX theory assumes that the dyadic relationship between leader and employee develops continuously over time, and that development is affected by the leader's delegation of tasks and the employee's performance. 38,39,57 In this study leaders acknowledged that the relations they had with the employees affected not only the work environment, but also the opportunities for arranged work tasks and sick leave follow up. The participants strived to treat all employees equally and fairly but experienced that that was not always possible Previous research pinpoints that leadership should be individualized and supportive in order to encourage development, resolve conflicts, buffer stress and strengthen staff and patient safety. ...
Purpose
The role of healthcare leaders is becoming increasingly complex, and carries great responsibility for patients, employees, and the quality of service delivery. This study explored the barriers and enablers that department leaders in nursing homes encounter when managing the dual responsibilities in Health, Safety and Environment (HSE) and Quality and Patient Safety (QPS).
Methodology
Case study design with data collected through semi structured interviews with 16 department leaders in five Norwegian municipalities. We analyzed the data using qualitative content analysis.
Results
Data analysis resulted in four themes explaining what department leaders in nursing homes experience as barriers and enablers when handling the dual responsibility of HSE and QPS: Temporal capacity: The importance of having enough time to create a health-promoting work environment that ensures patient safety. Relational capacity: Relationships have an impact on work process and outcomes. Professional competence: Competence affects patient safety and leadership strategies. Organizational structure: Organizational frameworks influence how the dual responsibilities are handled.
Conclusion
Evidence from this study showed that external contextual factors (eg, legislations and finances) and internal factors (eg, relationships and expectations) are experienced as barriers and enablers when department leaders are enacting the dual responsibility of HSE and QPS. Of these, relationships were found to be the most significant contributor.
... LMX theory divides followers into two different groups: these groups are called in-group and outgroup (G. B. Graen, 1976). According to Bass and Bass (2008, pp. ...
... The German philosopher Martin Heidegger (1889-1976 devoted himself extensively to the phenomenon of authenticity. His understanding of it may differ to a certain degree between his early and his late works. ...
This thesis deals with Authentic Leadership theory, as it has become one of the most discussed topics within the field of leadership studies today. Authentic leadership is supposed to have a wide range of positive effects on psychological capital, leader and follower outcomes, and organizational outcome. Nonetheless, the well-founded criticism of this leadership approach, its foundation, theory
development and practical applicability cannot be ignored. Therefore, the theoretical foundation of Authentic Leadership is explored by means of an integrative literature review.
The exploration of the theoretical roots of Authentic Leadership not only leads to the rebuttal of some essential points of criticism, but also provides concrete practices to cultivate authenticity in roles of leadership.
... The literature has also directed that despotic leadership has negative consequences on employee silence and in particular acquiescent silence (Adeel & Muhammad, 2017; Barron et al., 2018;Erkutlu & Chafra, 2019a;Xu et al., 2014). The LMX theory was first coined by George Graen in the 1970s (Graen, 1976;Scandura & Graen, 1984) since then the theory has been explored further by other Social scientists. Initially theorized with the title of Vertical Dyad Linkage theory (Scandura & Graen, 1984), LMX theory has advanced from exploring the independent one-on-one relationships of the two individuals, to in what way these relationships work spontaneously within a greater corporate environment (George B. Graen & Uhl-Bien, 1995). ...
... Initially theorized with the title of Vertical Dyad Linkage theory (Scandura & Graen, 1984), LMX theory has advanced from exploring the independent one-on-one relationships of the two individuals, to in what way these relationships work spontaneously within a greater corporate environment (George B. Graen & Uhl-Bien, 1995). Embedded in role theory (Graen, 1976) the belief following LMX is that Leaders practice subjective dyadic associations with their followers (Decoster et al., 2014). These relationships appear to be in the arrangement of two categories of exchanges: a high-quality known as in-group relationships; or a low-quality exchange termed as out-group relationships. ...
Purpose:
The main aim to conduct this research is to identify whether
LMX mediates the relationship between despotic leadership
and acquiescence silence. In addition, the study also takes
into account the role of Quality of work life as a mediator in
the relationship between despotic leadership and work
withdrawal behavior
Methodology:
The data was collected by sharing the adopted questionnaire with
the target population a total of 247 valid responses were received
from the employee working in the manufacturing sector of
Pakistan. Smart PLS was used to measure the model. The research
is conducted for the managers leading a team of professionals and
the community of Human Resource Development that includes
business consultants, advisors, employees, top management,
scholars, specialists, and students.
Findings:
The study found that despotic leadership increases withdrawal
behavior and acquiescence in silence among employees. Moreover,
leader-member exchange mediates the relationship between
despotic leadership and work withdrawal behavior and quality of
work-life mediates the relationship between despotic leadership
and work withdrawal behavior.
Conclusion:
The findings declared that despotic leadership has a destructive
influence on subordinates concerning increased work withdrawal
behavior and acquiescent silence.
... LMX theory (Dansereau et al., 1975) posits that leaders form relationships of varying quality with their members, fluctuating from high-quality socio-emotional relationships with some members to low-quality transactional relationships with some other members (Liden et al., 1997). These differentiated relationships are attributable to role theory (Kahn et al., 1964) which postulates that role making processes determine varying role definitions, and thus, varying levels of LMX quality in work groups (Graen, 1976). The essence of LMX theory lies in its explicit focus on the uniqueness of the dyadic relationship between the leader and the member, instead of generic leaders' traits and their employees' behaviors. ...
... LMX: Differences in perceptions about the LMX relationship are usually unknown to the dyad members. These differences can only be assessed by an external observer having access to information from both dyad members (Graen, 1976). Thus, we used LMX-seven scale (Graen and Uhl-Bien, 1995) to elicit leaders' and members' perceptions regarding LMX quality. ...
Purpose
While studying the association between leader–member exchange (LMX) quality and employee work outcomes, the existing scholarship has generally focused on employee perspectives of LMX quality. Being more inclusive, this study utilizes role theory to incorporate the dyadic (in)congruence in LMX quality and their effects on ratee feedback seeking behavior.
Design/methodology/approach
Data elicited from N = 156 matched rater–ratee dyads comprising engineers working with telecommunication organizations of Pakistan. Purposive sampling was done to ensure that rater–ratee dyads were in continuous contact by their customized employee portals.
Findings
Results of polynomial regression analysis revealed that leader–member congruence in their perceptions of LMX quality enhanced member's feedback seeking behavior. Asymmetrical incongruence, i.e. the member perceived higher LMX quality than the leader, is found to predict member's feedback seeking behavior, even higher than both levels of congruence (high- and low-quality LMX).
Research limitations/implications
The scope of this study was members' reactions to performance appraisal. However, other performance appraisal outcomes are plausible such as, leader performance. This study explored the objective incongruence, yet subjective congruence can be more conclusive about the results of the present study.
Practical implications
LMX incongruence is more detrimental to members in high interaction situations. When the member perceives lower quality LMX than the leader, expectations regarding resource exchanges and behaviors are more likely to be unfulfilled for the member. Feedback seeking behavior being a member related outcome is likely to be affected more negatively in such conditions of incongruence. Second, it is likely that when there is a high degree of incongruence among the dyads, LMX congruence may become more critical to the members which in turn may give them a sense of belongingness within the dyad. Third, the relationship between leader–member dyads is affected by the social interactions facilitating the members' opinion sharing.
Originality/value
The study suggests that to fully grasp the implications of LMX theory, we need to consider the viewpoints of both the dyadic members at the same time.
... However, a closer look reveals that a number of previous studies reported a nonsignificant relationship between LMX and OCB (e.g., Buch et al., 2015;Guarana & Barnes, 2017;Loi & Ngo, 2009;Panaccio et al., 2015). One reason for the nonsignificant effects of LMX on OCB in these studies, as well as in our research, may be that LMX is a two-way exchange relationship in which leaders and employees agree upon which roles to take (Graen, 1976). Even when employees perceive that they have good relationships with their leaders, if the leaders and employees have not reached a consensus about their roles in those relationships, employees may develop a sense of role ambiguity and withdraw their voluntary commitment to OCB (Matta et al., 2015). ...
Drawing on uncertainty management theory, we propose that employees' uncertainty is a distinct key mechanism explaining the relationship between ethical leadership and employees' organizational citizenship behavior (OCB). We contend that ethical leadership, by promoting a work environment governed by moral principles, reduces employees' sense of uncertainty and thereby fosters their OCB. However, we suggest that leaders' close monitoring, which ethical leaders may utilize to be informed about employees' adherence to their moral standards, nullifies these positive implications of ethical leadership. To test these contentions, we conducted an online vignette study (Study 1) and a field study (Study 2). In Study 1, we found a significant and negative main effect of ethical leadership on employees' uncertainty, but this effect was negated when leaders' close monitoring was high. In Study 2, we replicated the findings—ethical leadership was negatively related to employees' uncertainty and this relationship became nonsignificant when leaders' close monitoring was high. In addition, uncertainty was negatively related to employees' OCB toward the organization (OCBO) but not their OCB toward individuals (OCBI). Consequently, uncertainty mediated the relationship between ethical leadership and OCBO, and this mediation was moderated by close monitoring. However, such mediation and moderated mediation did not occur for OCBI. Taken together, our research reveals that close monitoring is not a viable strategy to be implemented alongside ethical leadership for managing employees' uncertainty and fostering their OCB.
... Morrison (1994) invoked theories of role making, psychological contracting, and social information processing to argue that variance in employees' OCB role definitions should not be unexpected. Research suggests (a) organizational roles in general, and supervisor and subordinate roles in particular, are continuously negotiated and renegotiated (Graen, 1976), (b) employees' perceptions of their job requirements may differ substantially from those of their employer (Rousseau, 1989), and (c) because job incumbents rely on social cues to cognitively construct their job requirements, individuals holding similar positions may define their roles differently (Salancik & Pfeffer, 1978). Consequently, even with respect to behaviors that most observers would regard as extra-role, there is likely to be some variance in actors' role definitions. ...
The relationship between subordinates' perceptions of abusive supervision and supervisors' evaluations of subordinates' organizational citizenship behavior (OCB) was explored among a sample of 373 Air National Guard members and their military supervisors. As predicted, the relationship between abusive supervision and subordinates' OCB was stronger among subordinates who defined OCB as extra-role behavior (compared with those defining OCB as in-role behavior), and this effect was fully mediated by the interactive effect of procedural justice and OCB role definitions. The study's implications for theory and research are discussed, its limitations are identified, and directions for future research are suggested.
... This study adopts a theory of leader-member exchange to explain how the interdependence of power and influence between leaders and followers are of paramount importance to yield sustained ethical practices in organizations. The leader-member exchange (LMX) approach was developed by Graen (1976) and extended by Graen and Uhl-Bien (1995). Unlike most leadership theories, this theory acknowledges the importance of the role of followers in leadership processes, and it emphasizes that both a leader and a follower mutually determine the quality of the relationship in breeding ethical behavior. ...
Extant leadership debates underscore the influence of leaders in modeling, promoting, and strengthening ethical behavior. Leadership theories are too “leader centric,” in the sense that they stress on the ethical orientation of the leader, in terms of traits and behavior as a key factor in promoting ethical behavior in an organization with the assumption that leader behaviors are the most critical antecedents to ethical behavior in organizations. They focus almost exclusively on the impact of leader traits and behaviors on followers’ attitudes and behaviors. Subsequently researches have largely focused on the orientation that followers are to take a “one-down “position in the presence of their leaders, obeying a leader’s directive because their lower status role requires them to do so and only a handful of studies have looked at how leadership could no longer be studied in isolation or with only a small nod to followers by looking at conditions that predict follower responses to unethical leader directives. This growing body of knowledge in the contemporary era maintains that in order to sustain ethical practices in organisations the leader-follower reciprocity of influence cannot be overemphasized.
... Transactional leadership is based upon reinforcement, as either contingency reward or management-by-exception (Bass, 1990(Bass, , 2008. The roots of transactional leadership theory are found in the work of Dansereau, Graen, and Haga (1975); Graen and Cashman (1975); Graen (1976);and Hollander (1986), who describe leadership as involving conditions of transaction, where leaders and followers enter a relationship where food is exchanged for power, money for votes, and protection for obedience. Hollander (1986) described transactional leadership as a contract between leader and follower. ...
Purpose. The purpose of this study was to identify the self-reported leadership approaches and demographic characteristics of activities directors of highly successful public comprehensive secondary schools in Southern California that met or exceeded criteria for Adequate Yearly Progress (AYP) growth targets in all components during the 2007-2008 and 2008-2009 reporting periods, based on results of Bass and Avolio's (1995) Multifactor Leadership Questionnaire 5X Short Leader Form (MLQ-Self). Methodology. In the fall of 2010, activities directors of schools that met the selection criteria were sent the MLQ-Self instrument developed by Bass and Avolio (1995). The instrument also surveyed demographic characteristics. Of the 127 surveys sent, 98 were returned, constituting a return rate of 77%. Descriptive statistical analysis examined the self-reported leadership approaches of the activities directors and their demographic characteristics. The demographic characteristics of each leadership approach were also analyzed and described. Findings. The study established a unified profile for the activities directors of highly successful public comprehensive secondary schools in Southern California, illustrating the primacy of transformational leadership approaches and Contingency Reward, regardless of demographic characteristics. Conclusions and Recommendations. Recommendations include analysis and perfection of information channels for cocurricular activities research and best practices. Further recommendations are made for the study of the activities directors of secondary schools using 360-degree feedback.
... Originally grounded in role theory (Graen, 1976;Graen and Scandura, 1987), the LMX theory has largely evolved from social exchange theory by focusing on the positive effects of high LMX (Erdogan and Liden, 2002;Kamdar and Van Dyne, 2007;Liao et al., 2010;Rockstuhl et al., 2012). Based on a comprehensive literature review, Liden et al. (1997) noted that higher LMX is associated with the exchange of various resources or materials between a leader and the members, which makes employees go beyond expected or contractual tasks. ...
Purpose
Drawing on the theories of social capital and leader–member exchange (LMX), the authors examined the moderated mediation relationships of psychological ownership and perceived supervisory support on social capital and organizational knowledge.
Design/methodology/approach
To test the proposed model, the authors collected data from 522 employees working in large corporations in South Korea.
Findings
The authors found that (a) social capital was positively related to organizational knowledge sharing, (b) perceived supervisor support mediated the linkage between social capital and knowledge sharing and (c) psychological ownership moderated the indirect effect of social capital on knowledge sharing through perceived supervisor support, such that the indirect effect was stronger for employees with low rather than high psychological ownership.
Originality/value
This study sheds new light on how the nature of relationship between the leader and followers as well as individual's psychological ownership play a crucial role in knowledge sharing.
... T. Marques et al. Feedback, performance, and employee age Feedback has been shown to improve in-role performance (Kluger & DeNisi, 1996) because feedback provides opportunities to learn how to perform the job more effectively (Berman et al., 2002) and to negotiate and define roles with people who hold expectations about the performance (Graen, 1976). Feedback is also positively related to extrarole performance because it increases organization-based self-esteem (Haider et al., 2019), person-organization fit, and organizational commitment (Peng & Chiu, 2010). ...
With the aging of the global workforce, it is crucial to deepen our understanding of how to keep older workers healthy, motivated, and productive. In this research, we integrate job design with socioemotional selectivity theory to propose that social job characteristics relate to employee performance differently for older and younger workers. Specifically, in a 3-wave survey (N = 454), we tested employee age as a moderator of the relationships between receiving social support and feedback at work, and performance, as well as giving social support and feedback at work, and performance. The results showed that, in general, both receiving and giving social support and feedback are associated more strongly with the performance of older than younger workers. The findings provide important theoretical implications for the study of aging and work; they also offer practical applications for creating workplaces in which older workers can reap the benefits of social relationships to remain productive.
... Second, according to role theory, which is the original theoretical foundation of LMX theory, LMX should be related to role stress (Graen, 1976;Martin et al., 2016). Role-making or role "negotiation" is central to dyadic relationships (Jensen et al., 1997). ...
Small and medium enterprises (SMEs) are instrumental to most economies and leadership offers a means for SMEs to face today's business challenges. Despite the need for effective leadership in SMEs, researchers rarely examine leadership theories in this context. The SME context is characterized by proximal conditions that are conducive to role-modeling leadership. Role-modeling leadership, although popular in the practitioner literature, is an underdeveloped concept in the scientific literature because such leadership has been confounded with other leadership theories and behaviors. The present study showcases role-modeling leadership as a distinct style of leadership and investigates its nomological framework between SMEs and large organizations. Using a sample of 371 employees across the UK, the findings supported (a) leader identification as an antecedent of role-modeling leadership and (b) a chain of outcomes between role-modeling leadership, leader–member exchange, job stress, job satisfaction, and turnover intent. However, the moderating effect of organization size was not supported. The present study contributes to theory by unraveling how a novel style of leadership is predicted as well as its relationship with important organizational outcomes. Limitations and suggestions for future research are discussed.
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... Örgütsel psikoloji çalışmalarında kullanılan bazı değişkenlerde uzaklık kavramına örtük olarak değinildiği, ancak bu değişkenin bağımsız olarak ele alınmadığı görülmektedir. Örneğin lider üye etkileşimi (Leader Member Exchange -LMX) (Dansereau, Graen ve Haga, 1975;Graen ve Cashman, 1975;Graen, 1976;Graen, Novak ve Sommerkamp, 1982;Graen ve Scandura, 1987) kavramında yer alan lider ve izleyen arasındaki ikili ilişki ile izleyenlerin iç grupta veya dış grupta olması durumu ya da örgütsel adalet algısının (Folger ve Konovsky, 1989;Greenberg, 1986) boyutlarından biri olan etkileşim adaleti lider-izleyen uzaklığı üzerine kurgulanmış, ancak bahse konu örgütsel davranış değişkenlerinde buna açıkça yer verilmemiştir. ...
Örgütlerin büyümesi ve teknolojik gelişmeler lider ve izleyenlerinin daha geniş bir alanda çalışmalarına ve uzaklaşmalarına neden olmaktadır. Bu uzaklık izleyenlerin lider ile ilgili algılarını değiştirmekte ve örgüt içi ilişkileri etkilemektedir. Lider izleyen uzaklığı konusunda yapılan çalışmaların arttığı görülürken Türkiye'deki çalışmaların azlığı dikkat çekmektedir. Bu çalışmada kavramın kuramsal alt yapısı verilerek endüstri/örgüt psikolojisi çalışmalarında ölçüm aracı olarak kullanılabilecek lider izleyen uzaklığı ölçeğinin Türkçe geçerlemesi yapılmıştır. Bu kapsamda orijinal ölçek Türkçeye uyarlanmış, ölçeğin iç tutarlılığı test edilmiş, uyarlanan ölçek için iki farklı örneklemden toplanan verilerle keşfedici ve doğrulatıcı faktör analizi ve ölçüt bağımlı geçerlilik çalışması yapılmıştır. Sonuçta ölçeğin üç boyutlu yapısı ile Türkçe kullanılabileceği tespit edilmiştir. Anahtar Kelimeler: Lider izleyen uzaklığı, fiziksel mesafe, sosyal mesafe, ilişkisel mesafe, ölçek, geçerleme çalışması Abstract The growth of organizations and developments in the technology causes leaders and followers work in wider areas and brings distance between them. This distance is effecting the perceptions of the followers about the leader and intra-organizational relations. Despite its importance, leader follower distance studies in Turkey are scarce. In this study, after giving the theoretical framework of leader follower distance, Turkish version of the leader follower distance scale, which can be used as a measurement tool in industrial/organizational psychology studies, has been validated. The study includes adapting the original scale to Turkish, testing internal consistency; performing exploratory and confirmatory factor analysis and doing criterion-dependent validity study with data collected from two samples. As a result, three-dimensional structure of the scale was validated to be used in Turkey.
... Due to the pivotal role of effective leader-follower relationships in the workplace, relationship-based leadership remains an active area of scholarly inquiry in applied psychology and management research. Of note, there exists broad consensus that "the most widely researched of the relationship-based approaches to leadership" (Lord et al., 2017, p. 442) is leader-member exchange (LMX) theory (Dienesch & Liden, 1986;Graen, 1976;Graen & Scandura, 1987). Furthermore, the LMX literature continues to grow (Bauer & Erdogan, 2015;Erdogan & Bauer, 2014). ...
Although leader-member exchange (LMX) theory offers a detailed account of leader-follower relationship building, the importance of LMX agreement as a theoretically meaningful relational phenomenon has received less attention. This has, in turn, limited scholarly understanding of its pivotal role in leader-follower relationships. We conducted a meta-analysis to synthesize the substantive implications of LMX agreement for leader-follower relationships and to further understand which factors may influence its variation across samples. Results from the random-effects meta-regression analyses provided strong support for the moderating role of LMX agreement at the between-study level. Specifically, with higher levels of sample-level LMX agreement, the relationships between LMX and followers' task performance and organizational citizenship behaviors were stronger. Moreover, different national culture configurations (i.e., horizontal individualism versus vertical collectivism) and changes in relationship tenure were significantly associated with LMX agreement. We also examined a host of methodological factors, which generally had a very limited impact on the study findings. Overall, these meta-analytic findings suggest LMX agreement should be considered as a key relational contingency in LMX theory, as it can help unlock the full potential of high-quality leader-follower relationships. Moreover, as a substantively meaningful phenomenon, its variation across situations is intricately related to contextual influences. Based on our theoretical integration and empirical synthesis, we discuss the implications for LMX theory and identify important directions for the next stages of LMX research.
... TMX represents an employee's perception of the exchange relationship with his or her teammates as a whole in terms of contributing and receiving resources (Seers, 1989;Seers et al., 1995). This is in contrast to leader-member exchange (LMX), which focuses on an employee's dyadic and reciprocal exchanges with the leader (Graen, 1976). Some scholars have argued that high TMX, as captured by the mean of contribution and receipt, brings desirable outcomes such as higher job performance (Liden et al., 2000) and more helping behavior (Farmer et al., 2015). ...
While emerging studies pay much attention to the team–member exchange (TMX) relationship, they have produced mixed findings on TMX consequences. To clarify such inconsistencies, our research highlights the importance of distinguishing TMX contribution from TMX receipt and investigates the influence of TMX contribution–receipt (im)balance. Specifically, drawing upon conservation of resources (COR) theory and the TMX literature, we examine the impacts of TMX contribution–receipt (im)balance on emotional exhaustion and subsequently on silence. We also investigate the moderating role of authoritarian leadership in the aforementioned mediation model. Our pilot study demonstrated sufficient distinction between TMX contribution and TMX receipt scales. Two independent field studies consistently showed that compared with imbalanced situations, TMX contribution–receipt balance was associated with lower emotional exhaustion. In balanced situations, emotional exhaustion was lower when the balance was at a high rather than a low level (Study 1). Regarding imbalanced scenarios, a high contribution–low receipt condition was related to greater emotional exhaustion than a low contribution–high receipt condition (Study 2). Both studies also showed that the indirect effect of TMX contribution–receipt (im)balance on silence through emotional exhaustion was more pronounced when authoritarian leadership was high rather than low.
... Social exchange (Blau, 1964) and reciprocity (Gouldner, 1960) are concepts that can be used to understand the relationship between TMX and person-focused ICB. Social exchange theory holds that there is a role-making process in which the exchange of reciprocal reinforcements is carried out between peers (Jacob, 1970); when one member provides feedback and assistance to another member as a "received role", the granter expects reciprocation from the "receiving member" (Graen, 1976). This can further reinforce the development of role making. ...
Purpose
This study aims to identify the antecedents of learning from mistakes within the student group work setting. Specifically, this study provides empirical evidence of how team–member exchange (TMX) positively leads to learning from mistakes via person-focused interpersonal citizenship behaviours (ICBs) and of the boundary condition of intellect of this indirect relationship.
Design/methodology/approach
Cross-sectional survey data were collected from 189 new business undergraduate students at a Hong Kong higher education institute. PROCESS Macro (Hayes, 2013) and bootstrapping with 5,000 resamples were conducted to analyse the moderated mediation model.
Findings
The authors found that high levels of TMX within a group positively related to person-focused ICBs and learning from mistakes. Moreover, the bootstrapping results showed that there was an indirect effect of TMX and learning from mistakes via person-focused ICBs. The presence of students with high intellect strengthened this indirect relationship.
Originality/value
Whereas many studies have examined the development of students’ employability skills, most have ignored the importance of learning from mistakes, which is considered to be a soft employability skill and an important attribute in the workplace. Moreover, the factors that facilitate students’ learning from mistakes are unclear. This study is the first to identify the antecedents of learning from mistakes by adopting social exchange, reciprocity and social information processing (SIP) theories.
... Notably though, all employees and HR managers in our interviews pointed out that supervisor support largely depends on whether there is mutual liking between the supervisor and the subordinate emphasising a power imbalance between supervisors and subordinates. This points towards an understudied phenomenon in work-life research, how social exchanges that develop between the employee and the supervisor, also referred to as leader member exchange (LMX) (Graen, 1976), influence the provision of informal support in organisations across hierarchical levels. We, therefore, encourage future research to explore and examine how relationships between supervisors and subordinates emerge, which social exchanges occur, and how relationship quality turns into the provision of work-life support. ...
Knowledge concerning the reconciliation of work and life in developing countries with weak labor protection and little governmental support (e.g., statutory work‐life support) is still very limited. In this mixed‐method study, we explore how employees manage their work and nonwork responsibilities in Lebanon – a developing country with poor national and organizational work‐life support. Findings from a qualitative study of 10 blue‐ (BC),10 white‐collar (WC) workers and 10 HR professionals from companies in various industries identified contextual challenges and strategies to reconcile work and nonwork responsibilities. In a quantitative study based on a survey of 269 employees we examined the effect of Family Supportive Supervisor Behavior (FSSB) for different groups of workers and explored one potential mechanism of FSSB, namely schedule fit. Results show that FSSB increases employees’ perceptions of schedule fit, which in turn minimizes their work–life conflict (WLC). We also found that BC workers seem to benefit more from FSSB than WC workers. We inform work‐life research on less supportive contexts and offer practical recommendations for HR managers to operate successfully within these environments.
... How people see their differing, sometimes also conflicting, roles in both private and professional life has received considerable attention in psychological science (e.g., Graen, 1976;Hoover-Dempsey and Sandler, 1995;Parker, 2000;Green et al., 2007;Pinho and Gaunt, 2021). However, followers' role orientations, being the beliefs followers have about their (hierarchically subordinate) role in relation to their leaders and how they execute their role, have been rarely investigated (e.g., Carsten et al., 2010Carsten et al., , 2018. ...
How people see and define their role in different social settings has been of interest in psychological science for several decades. However, followers’ role orientations, followers’ beliefs about their role in the workplace, and how they execute their roles, have mostly been omitted in research so far. Nevertheless, followers’ role orientations are important as they can affect (work-related) behavior. Therefore, this study quantitatively investigates the structure, heterogeneity, and consistency of followers’ role orientations as well as the role orientations’ link to work-related traits and behaviors. For this purpose, content and statistical analysis of an Implicit-Followership-Theory Scale and latent profile analyses were conducted with data from two points in time via a sample of German employees (t1: n = 211, t2: n = 69). The results indicate that a passive/active work attitude (Enthusiasm) plays the most prominent part in differences in followers’ role orientation, followed by a positive/negative work ethic (Industry), and cooperativeness toward the leader (Good Citizen). Moreover, followers can be differentiated according to their role orientations into three distinct types: the Anti-Prototype, the Moderate Anti-Prototype, and the Moderate Prototype. Followers of the Moderate Prototype have the highest values in work-related traits and behaviors like conscientiousness and personal initiative. Followers’ profile affiliation is stable for three-quarters of the sample over 4–6 weeks. Overall, these findings point to role orientation being a (performance-related) follower characteristic, making role orientations relevant for application processes, especially for positions with frequent leader–follower interactions. Lastly, results show a current conceptual inaccuracy. They indicate the need to differentiate more rigorously between role orientations and Implicit Followership Theories (IFT), although currently both are often used synonymously. Therefore, recommendations for alterations to the used Implicit Followership Theory scale for capturing followers’ role orientations are given, including the elimination of items with situational character and changes in wording and factor structure.
... LMX research has explained thoroughly the diverse and complex relationships that exist between leaders and subordinates (Dansereau, Graen, & Haga, 1975;Graen, 1976;Graen & Cashman, 1975;Graen & Scandura, 1987;Graen & Uhl-Bien, 1991, 1995Graen & Wakabayashi, 1994;Graen, Novak & Sommerkamp, 1982). They suggest that leaders have unique relationships with each of their followers, and that some relationships are of higher quality than others (Graen & Uhl-Bien, 1995). ...
Although suspected to be a widespread phenomenon, workplace favoritism is an under-researched area of study, especially in the United States (Lipman, 2018). Only a handful of scholars have queried the direct effects of favoritism types such as cronyism on individual outcomes (e.g., Arasli & Tumer, 2008; Turhan, 2014), and most studies used samples from private firms in Middle Eastern countries where tribalism (i.e., loyalty to one's family or social group) is conventional. To date, no research has examined perceived cronyism behavior in local government organizations amongst ingroup and outgroup members. In an attempt to expand favoritism literature, this paper examines the moderating role of ingroup membership on cronyism's relationships with job satisfaction, organizational commitment, and turnover intention. Among a sample of 407 U.S. local government employees, results of this study indicate that employees who consider themselves members of their supervisor's outgroup experience stronger, negative relationships between cronyism and job satisfaction and organizational commitment than employees who perceive themselves as members of their supervisor's ingroup. Results further support prior findings that employees who perceive high levels of cronyism tend to have higher levels turnover intention, but the relationship does not differ between ingroup and outgroup members.
... If the leaders and the subordinates reach a consensus on the role expectation, they have role consensus. Otherwise, they have discrepancies in role expectation (Graen, 1976;Latack, 1981). Role consensus can not only enhance the individual's satisfaction and investment in the job role, but also enhance the interpersonal relationship between the two parties (Gross et al., 1958;Matta et al., 2015). ...
Many scholars have focused on understanding ways of how to suppress knowledge hiding by employees. Existing studies have demonstrated that mindfulness could effectively inhibit employees’ knowledge hiding. This study aims to investigate the impact of leader–subordinate mindfulness congruence on subordinate knowledge hiding and its internal mechanisms. Based on the role theory, we collected 169 leadership data and 368 employee data at three time-points through collecting questionnaire of matching leaders and subordinates. In addition, we used polynomial regression and response surface analysis to validate our research hypotheses. The results demonstrated that: (i) Compared with the “high leader–high subordinate” mindfulness congruence condition, subordinates in the “low leader–low subordinate” mindfulness congruence condition were more likely to exhibit knowledge hiding. (ii) Compared with the “low leader–high subordinate” mindfulness incongruence, subordinates under the “high leader–low subordinate” mindfulness incongruence are more likely to exhibit knowledge hiding. (iii) The more incongruent the mindfulness between the leader and the subordinate is, the more likely an employee is to exhibit knowledge hiding. (iv) Emotional exhaustion mediated the correlation between leader–subordinate mindfulness congruence and knowledge hiding. (v) When the gender of the leader and the subordinate is different, the impact of mindfulness congruence on the inhibition of emotional exhaustion is stronger. This study provides a new perspective for researching the impact of mindfulness on individual behavior and provides a new idea for the research related to inhibiting knowledge hiding.
... Service managers play a significant role in providing a more pleasant work environment for their employees. One important social support at work is leader-member exchange (LMX) quality that emphasizes the dyadic relationship between leaders and followers (Graen, 1976) and refers to the perception of employees about the quality of the interpersonal social exchange with the manager (Liden & Maslyn, 1998). A high-quality LMX relationship is portrayed by higher levels of respect, mutual trust, and commitment (Grean & Uhl-Bien, 1995), which enables managers to provide support for employees' needs and show empathy (Medler-Liraz, 2014). ...
Given the different norms across cultures, industries, and organizations, every workplace accepts a number of shared moral understandings as to its own respect norms among the members. However, in today’s global workplace, behavior has more nuances due to the speed and complexity of interpersonal interactions. Workplace incivility is a notable example of a unique form of interpersonal mistreatment in the organization with its low intensity and ambiguous intention of harming the target. With the aim of contributing to the current knowledge, the main purpose of this thesis is to provide a better understanding of workplace incivility perception among frontline employees in the service industry context.
Turnover, on the other hand, is a big issue in the tourism and hospitality sectors that results in excessive costs for recruiting and training service employees. As an important source of job stress caused by negative interpersonal interactions, workplace incivility could be a critical antecedent of employees’ turnover. Therefore, the other purpose of this thesis is to shed more light on the employees’ responses to workplace incivility in terms of turnover intentions. Moreover, the current thesis is also aimed to investigate the role of a positive working environment, as environmental factors, as well as individual differences, as personal factors, in the perception of workplace incivility and its effect on turnover intention.
This thesis consists of one systematic review and meta-analysis study, one quantitative empirical paper, and one exploratory paper. Firstly, in line with the purpose of the thesis, a deep review of the workplace incivility literature, in twenty years period, was conducted to provide an early meta-analysis of the relationship between employees’ perceptions of workplace incivility and their turnover intentions in the first paper. This paper investigated the consistency of the incivility–turnover relationship across different sources of workplace incivility (i.e., customer, coworker, supervisor incivility), as well as incivility measures, industries, and countries. The results from the first paper confirm a significant positive relationship between workplace incivility (regardless of the source) and employees’ turnover intention.
Following up on this result, the second paper aims to examine to what extent the working environment can affect frontline employees’ perception of workplace incivility and their turnover intentions in the hotel and restaurant industry in Norway. In this quantitative paper, the effect of a perceived caring climate, as an environmental factor, on employees’ turnover intention through a serial multiple mediation model including coworker incivility and emotional exhaustion. The result of the structural equation modeling (SEM) analysis reveals that the perception of caring climate in the workplace has not only a direct negative effect on turnover intention but also has indirect effects through a reduction in both coworker incivility and emotional exhaustion. This result emphasizes the important role of environmental factors in the workplace (i.e., caring climate) in employees’ perceptions of incivility and their responses in terms of turnover intention.
Given the same sample set, the third paper is an exploratory study that looks at individual differences as personal factors in the perception of workplace incivility, social supports at work, and intention to turnover through applying cluster analysis. Specifically, this study explores if it is possible to identify distinct groups of employees that perceive and behave differently from other groups. The results of K-means cluster analysis and one-way ANOVA indicate three different clusters/groups of frontline employees with different demographic and behavioral profiles.
Taken together, the findings of the present thesis provide valuable insights into our knowledge about the incivility–turnover relationship in service work environments, as well as a better understanding of the role of environmental and personal factors in such a relationship.
... Early studies differentiating between in-role work behaviors and those that fall outside of one's formal task requirements, or extra-role behaviors (Organ, 1988;Podsakoff et al., 1990), have suggested that employees show significant variability in how they define their individual roles (Morrison, 1994). Role-making theory (Graen, 1976) emphasizes that individuals will change and create roles that fit their personal strengths and preferences, while social information processing theory (Salancik and Pfeffer, 1978) suggests that individuals' conceptions of their roles develop in response to social cues present in the environment. This led Morrison (1994) to argue that in order to garner an understanding of what drives extra-role behaviors, researchers, ". . ...
Purpose
Despite a burgeoning literature on family-supportive supervisor behaviors (FSSB), it is unclear whether supervisors view these behaviors as in-role or discretionary. We proposed a new cognitive motivational construct, FSSB role perceptions (FSSB-RP; that is the extent to which supervisors perceive FSSB as an expected part of their job) and evaluated it as a mediator of the relationship between supervisors' own work–family experiences and FSSB.
Design/methodology/approach
We used an online survey of 245 US based supervisors.
Findings
We find that FSSB role perceptions is a unique but related construct to FSSB, and that approximately half of our sample of 245 supervisors either do not believe that FSSB is a part of their job or are unsure as to whether it is. Path analyses revealed that supervisors' own experiences of work–family conflict and enrichment are related to engaging in FSSB through role perceptions, especially when a reward system is in place that values FSSB.
Practical implications
These results may influence the design, implementation and dissemination of leader family-supportive training programs.
Originality/value
The factors that drive supervisors to engage in FSSB are relatively unknown, yet this study suggests the novel construct of FSSB role perceptions and supervisors' own work–family experiences are important factors.
... Different terms are used, such as orchestration roles (Dessaigne and Pardo 2020;Pikkarainen et al. 2017), orchestration processes (Dhanaraj and Parkhe 2006;Nambisan and Sawhney 2011), orchestration mechanisms (Schepis, Purchase, and Butler 2021), and orchestration practices (Reypens, Lievens, and Blazevic 2021), and have different outsprings. 'Role'-focused literature originate from organizational theory and management literature (Graen 1976), focusing on the orchestrators' behavior. The term 'orchestration processes' often departs from innovation theory, viewing orchestration as part of the innovation process ( Van de Ven et al. 1999). ...
Although MSMEs are expected to benefit the most from participating in collaborative innovation, they often struggle to gain these benefits. This study contributes knowledge about how to reduce the barriers. Three regional innovation networks were studied primarily through semi-structured interviews. They were formal networks, and the tourism sector was the main industry. Data analysis followed the grounded theory. A hidden but essential practice of network orchestration is constructed, i.e. ‘member-care leadership.’ Involving the subpractices of empathizing, engaging, and supervising single members’ to increase value from participating in the network. In particular, member-care leadership enables MSMEs to prioritize and carry out network activities and innovation at and between network gatherings. The care subpractices are interdependent, dynamic, and relational. The practice triggered learning and innovation within the enterprises and increased the enterprises ‘of-gathering activity’, knowledge sharing, and performance at the network level. This suggests that innovation network literature should take a humanistic and relational approach to orchestration. The study also provides an understanding of how network-driven innovation involves multileveled and dynamic processes, with orchestration and activity at the enterprise and network levels and between these levels. A policy implication is that member-care leadership should be acknowledged and allocated human and economic resources.
... Considering these factors, individuals can adjust role expectation through 'role-making' (Graen, 1972), continually (re)forming their roles through effective communication between role senders and role receivers, a process termed 'role formation' (Panchal, 1978). ...
Diverging Perspectives on the Chief Information Officer Role: A Study of UK CIO Job Adverts Summary Chief Information Officers should play a significant role in the digital economy. However, CIO turnover rates are high, and their recruitment is expensive. Anecdotal evidence suggests there are still significant challenges when defining the role of the CIO. Exasperated by poorly defined roles, CIOs often experience divergence in role expectation. Job advertisements were collated over a 12-month period and analysed to establish the current state of CIO role expectations. 3000 candidate adverts were distilled down to 252 positions and coded into NVivo. Clustering analysis and automated machine learning algorithms were applied to develop a model of CIO attributes. The authors conclude that UK recruiters advertise incomplete requirements which are inconsistent and generally of a poor quality. They also have a significantly different perspectives on the relevancy of the CIOs role in relation to digital technologies. These inconsistent perspectives suggest new approaches for defining role relevancy are now required
... Furthermore, Graen (1976) mentions that the relationships that employees have with their coworkers and supervisors represent two key social relationships at work. However, several unproven ideas still exist in the literature with respect to the problem of whether exchange relationships with supervisors are interconnected Cole et al. (2002), thus suggesting the need to investigate whether the interaction between exchange relationships with leaders is able to boost employees' task productivity. ...
Leadership is about lifting a person’s vision, raising their productivity to higher standards and creating a personality beyond their usual capabilities. Our study examines the Pygmalion effect and leader-member exchange (LMX) on employee task performance via organizational commitment. The data was collected from 280 middle-level managers from top ten banks in Pakistan. This study offers three main contributions to the literature. First, our results discover a strong link between the Pygmalion effect, LMX and employees’ task performance through mediation of organizational commitment. Secondly, our study indicates that leaders should have higher quality relationships with employees and higher task performance expectations. Finally, most previous studies focused on leadership approaches or have been conducted in western developed countries. To our knowledge, this study is a unique contribution to the literature on leaders’ expectations in changing and diverse environments, as in underdeveloped countries like Pakistan.
... Different from role overload, role ambiguity is a hindrance stressor because it involves stressful requirements that are perceived as unmanageable such that it impedes chances for individual growth (Cavanaugh et al., 2000;Wallace et al., 2009;Wincent & Örtqvist, 2011). Since role ambiguity is too structurally determined to be modified (Lazarus & Folkman, 1984), and individuals with high role ambiguity do not know others' expectations of them and ways to attain such expectations (Graen, 1976;Kahn et al., 1964;King & King, 1990), fewer coping processes can be used to counteract its aversive influences (King & King, 1990). Consequently, role ambiguity is traditionally appraised as a threat that causes negative emotions (e.g., apprehension and anxiety) and leads to a negative emotional coping style, and in turn results in withdrawal or destructive behaviors and lower performance (Lazarus & Folkman, 1984;Wallace et al., 2009). ...
This study differentiates the influences of role overload and role ambiguity on employee service quality from challenge-hindrance stressors, and explores the underlying mechanism regarding how and when such effects occur. Collecting data from 1645 employee-supervisor pairs in 49 tourism firms in China, hierarchical linear modeling results support the challenge-hindrance stressors theory by demonstrating that role overload has no effect and role ambiguity a negative effect on service quality. Analysis suggests that employee psychological empowerment fully mediates the negative effect of role ambiguity on service quality, though no similar mediating was found with role overload. Cross-level moderation analysis suggests that a supportive leadership climate triggers a positive effect of role overload on employee psychological empowerment, but does not buffer the negative effect of role ambiguity on the same.
Purpose
Leadership is an essential contributor to employee creative self-efficacy, and past research suggests a positive relationship between servant leadership and creative self-efficacy. However, the relationship is complex and contingent upon moderating variables, and this research examines the moderating effect of role clarity by drawing on social exchange theory and social cognitive theory.
Design/methodology/approach
Data collected from a survey among 116 emergency room employees is used to test the research model using moderated ordinary least squares regression.
Findings
The results confirm a positive relationship between servant leadership and creative self-efficacy and suggest a U-shaped relationship between role clarity and creative self-efficacy. Furthermore, role clarity positively moderates the relationship between servant leadership and creative self-efficacy.
Research limitations/implications
The sample used for this research mainly consisted of highly educated employees within a specific setting. Future research is needed to study if the relationships found in this research can be generalized to other organizational settings.
Practical implications
This research suggests that leaders can support employees' creative self-efficacy through servant leadership, particularly when coupled with high role clarity.
Originality/value
Rapidly changing work environments are characterized by decreased role clarity, so attention is needed to its moderating role on the relationship between servant leadership and creative self-efficacy.
Leadership and education have been two topics that researchers have been interested in for years. Many studies have been conducted, especially on relationship-oriented and task-oriented leadership styles. This study examined the impact of the first school administrator teachers worked with on their future careers. Data was collected through a digital survey that included a leadership style scale developed by researchers and demographic information. Exploratory and confirmatory factor analyses were conducted for the developed scale. Later, data was collected from a different group and confirmatory factor analysis was performed again. The study was conducted on a sample group of 530 individuals. The collected data was analyzed with ANOVA and t-test. The findings showed that 70% of the teachers revealed that their first administrator had an impact on their career. It was found that the impact did not differ based on the leadership style used. In addition, it was revealed that there were differences in how teachers were influenced based on the administrator’s seniority and the educational level of the first school they worked at. The finding that the impact did not differ based on task-oriented and relationship-oriented leadership style is in line with the literature.
What do the following leaders have in common? Barrack Obama, Mother Theresa, Nelson Mandela, Sheryl Sandberg, and Ghandi? They are all recognised across different countries, and through their cross-cultural awareness, they shaped cultures and values. Against the backdrop of globalisation, there is increasing demand for such leaders who are capable of transforming workplace cultures and values. Leaders do not exist on their own, however; leadership is a behaviour. Leaders interact with their environment and their followers, co-creating organisational dynamics and cultures. In this chapter, we discuss research in psychology that demonstrates links between leadership and culture at various levels.
Subordinates and leaders engage in a reciprocal relationship known as Leader-Member Exchange (LMX). However, while attempting to study the link and influence of gender on LMX, previous research yields inconclusive data. While several studies found a direct or indirect relationship, others did not link gender to LMX. These researchers inspired one another to begin the current investigation. Finding out how gender affected the quality of interactions between leaders and members was the aim of this study. The study was conducted in carefully chosen workgroups under the direction of supervisors, who were divided based on gender. (Males overseeing men, men overseeing women, women overseeing women, and women overseeing women). There is a noticeable change in the way Dyad members communicate when work groups are divided based on gender. The research also uncovered some noteworthy information concerning the impact of the demographic factor of gender on LMX.
Zusammenfassung
Dieser literaturgestützte, integrative Beitrag in der Zeitschrift „Gruppe.Interaktion.Organisation. (GIO)“ analysiert die Frage, wie sich Einflussdynamiken in agilen Systemen rollentheoretisch fundieren lassen und welche führungsbezogenen Veränderungen damit einhergehen, wenn formal-hierarchische durch informal-selbstorganisierende Formen der Steuerung (shared leadership) ersetzt bzw. ergänzt werden. Betrachtet werden zunächst personenbezogene Rollenkräfte, die in agilen Systemen im Sinne des Job Crafting-Gedankens auf individuellen Stärken und Präferenzen aufbauen. In Bezug auf Meetings, die für Organisationen, welche in dynamischen Umwelten agieren, zu einem zentralen Erfolgsfaktor werden, wird danach thematisiert, wie sich hier informelle Teamhierarchien manifestieren und inwieweit Interaktionsanalysen dabei helfen können, diese zu erfassen. Unübersichtlicher werdenden Führungsstrukturen sollte die Forschung zukünftig dadurch begegnen, dass sie ihren Fokus von der personenzentrierten Sicht auf die Analyse von Führungsnetzwerken verlagert.
The safety citizenship behavior (SCB) of construction workers can improve project safety performance. This study explored how construction company owners’ safety management behavior contributes to the development and encouragement of SCB. It combined the Job Demands–Resources (JD-R) and Stimulus–Organism–Response (SOR) theories to propose relevant hypotheses and develop a theoretical model to examine the effect of owners’ safety management behavior on construction workers’ SCB. Data from 534 construction workers were collected through questionnaires. Confirmatory Factor Analysis (CFA) and the Structural Equation Model (SEM) were used for empirical analysis. It was found that the owner’s safety management behavior positively affected the construction workers’ SCB. In particular, work engagement played an intermediary role, while power distance exhibited a moderating effect. A few noteworthy findings are that proactive safety behavior is significantly positively influenced by organization and coordination, prosocial safety behavior is significantly positively influenced by safety funding investment, and high power distance is not always bad for construction workers’ safety citizenship behavior. By determining the connection between owners’ safety management behavior and construction workers’ SCB, this study offered a fresh perspective on promoting construction workers’ proactive behavior and put forward suggestions for owners to improve project safety management.
The study of leadership is a rapidly evolving, multi-faceted field. Leadership is conceptualized as a social and cultural phenomenon, which cannot be fully understood from a single perspective. The leader, the follower, the context, and the interactions amongst these elements must all be considered. The Oxford Handbook of Leadership explores the complex relationship between leader, led, and the environment that constitutes leadership. Divided into five parts, it provides comprehensive coverage of the field, exploring the roles individual attributes, training, and development play in generating a leader who is capable of performing effectively. The book also examines the relationship between leadership and contextual factors in terms of an organizational role, one's culture, and a specific setting (e.g. military, higher education, and presidential). It furthermore takes a critical look at the extent to which leader and follower behavior in a social and/or organizational context are tied. The book also gives a consideration of what leader effectiveness means (i.e., what differentiates effective from ineffective leadership, including insights and scholarship that have emerged regarding this issue). A concluding chapter provides some overall comments concerning the current state of leadership research and some thoughts about potentially fruitful directions. Leadership research has come a long way, but the inherent dimensionality of the field leaves room for new insights and new directions.
The study of leadership is a rapidly evolving, multi-faceted field. Leadership is conceptualized as a social and cultural phenomenon, which cannot be fully understood from a single perspective. The leader, the follower, the context, and the interactions amongst these elements must all be considered. The Oxford Handbook of Leadership explores the complex relationship between leader, led, and the environment that constitutes leadership. Divided into five parts, it provides comprehensive coverage of the field, exploring the roles individual attributes, training, and development play in generating a leader who is capable of performing effectively. The book also examines the relationship between leadership and contextual factors in terms of an organizational role, one's culture, and a specific setting (e.g. military, higher education, and presidential). It furthermore takes a critical look at the extent to which leader and follower behavior in a social and/or organizational context are tied. The book also gives a consideration of what leader effectiveness means (i.e., what differentiates effective from ineffective leadership, including insights and scholarship that have emerged regarding this issue). A concluding chapter provides some overall comments concerning the current state of leadership research and some thoughts about potentially fruitful directions. Leadership research has come a long way, but the inherent dimensionality of the field leaves room for new insights and new directions.
The study of leadership is a rapidly evolving, multi-faceted field. Leadership is conceptualized as a social and cultural phenomenon, which cannot be fully understood from a single perspective. The leader, the follower, the context, and the interactions amongst these elements must all be considered. The Oxford Handbook of Leadership explores the complex relationship between leader, led, and the environment that constitutes leadership. Divided into five parts, it provides comprehensive coverage of the field, exploring the roles individual attributes, training, and development play in generating a leader who is capable of performing effectively. The book also examines the relationship between leadership and contextual factors in terms of an organizational role, one's culture, and a specific setting (e.g. military, higher education, and presidential). It furthermore takes a critical look at the extent to which leader and follower behavior in a social and/or organizational context are tied. The book also gives a consideration of what leader effectiveness means (i.e., what differentiates effective from ineffective leadership, including insights and scholarship that have emerged regarding this issue). A concluding chapter provides some overall comments concerning the current state of leadership research and some thoughts about potentially fruitful directions. Leadership research has come a long way, but the inherent dimensionality of the field leaves room for new insights and new directions.
A detailed analysis of the stages that are suggested by over 100 stage theories of adjustment to life-course transitions is made. At a glance, this analysis suggested several common aspects across most of these theories, including the notion that in spite of the common critic of stage theories, in the context of adjustment to transitions, the constant stream of (mini-scale) stage theories is unignorable. In addition, in most of these theories, the number of transitional stages is limited and ranges between three and six. However, most important is the insight that researchers use transitional stage models that were developed by scholars in other transitional contexts. Namely, that regardless of the differences among the various types of transitions, people who encounter a transitional event share some common cognitive/emotive/behavioral experiences.KeywordsStagesComponentsTransitional contextsCommon experiencesMini-scale theories
This study aims to explore the critical role of employees’ organization-based self-esteem, which is related to their social exchange in an organization and prosocial behavior. The social exchange theory, conservation of resources theory, and self-consistency theory were applied to develop the research framework. A cross-sectional survey was applied to collect data from frontline employees working in the full-service restaurant. The results presented that both leader-member exchange and coworker exchange were positively related to organization-based self-esteem. Moreover, organization-based self-esteem was positively related to prosocial behaviors, including role-prescribed and extra-role customer service, and cooperation. Theoretical and practical implications were discussed.
Although there are numerous benefits associated with organizational citizenship behaviors (OCBs), recent research has shown that they can have both benefits and costs for the well-being of employees engaging in these behaviors. Thus, it is crucial to understand how and why OCBs can have positive and negative impacts on well-being in order to mitigate unintended consequences associated with these otherwise positive behaviors. Drawing on social exchange and conservation of resources theories, we argue that change in OCBs that subordinates direct toward their supervisors correspond with changes in supervisor consideration and initiating structure behaviors, as rated by subordinates. In turn, subordinate perceptions of supervisor behaviors have important implications for subordinate well-being (i.e. job satisfaction, life satisfaction, and emotional exhaustion). Using a longitudinal design and a sample of 205 students, we found that supervisor consideration and initiating structure in response to receiving OCBs from subordinates explains the benefits and costs that arise from engaging in OCBs over time.
Purpose: This study examines the impact of leadership style on project success in a virtual team environment: a case of SSE. Method: The study used a survey system, where three key stakeholders within the SSE virtual project team filled out a structured questionnaire and the data involving the experiences and views regarding the impact of leadership style on project success in a virtual team environment was collected. Findings: Findings from the data revealed that the major leadership challenges within the SSE involves computer-mediated communication, differences in time zone, and trust-building. Practical Implication: This study is significant with regards to raising awareness about the issue of leadership in a virtual project team environments with substantial strategies recommended in this study, on how to tackle the leadership challenges identified within the SSE. This would assist the SSE in becoming efficient and effective in the delivery of projects using virtual teams and achieving overall project success.
At the onset of the covid-19 pandemic, hitherto unexperimented work models were quickly resorted upon as an emergency response to work disruptions, with organizations implementing various measures to mitigate against work and workplace disruptions. Although many organizations have now progressively adapted to a new normal of working, some organizations are still tinkering with different work models in order to survive through the pandemic, with some opting to implementing a head count reduction strategy as a means of maintaining competitiveness, which consequently has led to some organizations suffering from the effects of role creep. This article consequently delves on the challenges that role creep occasions to organizations. Premising on the illumines of the reactance theory and the victor vroom expectancy theory, the article seeks to propose managerial implications of the theories in relation to work designs, with a view of shedding light on how work designs need to be undertaken in challenging times such as in the era of the covid 19 pandemic.
Liderliğin zaman içindeki evriminde, kişilik özellikleri yaklaşımından başlanarak dönüşümcü liderliğe
kadar farklı liderlik tarzları yer almıştır. En eski liderlik yaklaşımlarından olan kişilik özellikleri
yaklaşımına göre, kişilerin liderlik vasıflarına sahip olup olmadıkları, doğuştan gelen fiziksel ve kişilik
özellikleri tarafından belirlenmekteydi. Daha sonra gelen yetenekler yaklaşımına göre ise, liderlik doğuştan
gelen bir vasıf olmaktan ziyade, öğrenilebilir yeteneklerden oluşmaktadır. Üçüncü sırada gelen stil
yaklaşımı, liderlerin kişilik özellikleri veya yeteneklerine değil, davranışlarına odaklanırken; dördüncü
sırada yer alan durumsal yaklaşım, liderlerin tarzlarını içinde bulundukları durumlara göre farklılaştırmaları
gerektiğini öne sürer. Beşinci sırada incelenen koşul bağımlılık yaklaşımına göre ise, bir liderin etkinliği,
liderin stilinin, içinde bulunulan koşullarla ne kadar uyumlu olduğuna bağlıdır. Altıncı sırada bahsedilen
yol-amaç kuramı, liderlerin, çalışanlarını belirlenmiş amaçlara ulaşmaları için nasıl motive ettikleri ile
ilgilidir. Yedinci sırada söz edilen lider-üye etkileşimi kuramı liderliği, liderler ve takipçiler arasındaki
karşılıklı etkileşime odaklanan bir süreç olarak kavramsallaştırır. Son olarak bahsi geçen ve en yeni liderlik
yaklaşımlarından biri olan dönüşümcü liderlik, liderliğin daha çok karizmatik ve duygusal öğelerine
odaklanır.
This chapter examines the biblical concept of endurance and its implications for organizational leaders. The overall arching theme of (a) endurance in Hebrews 12:1–15 centers on the recurring subthemes of (b) suffering; (c) persecution; (d) discipline; (e) collective identity; (f) holiness; and (g) righteousness. Organizational leaders exhibiting the biblical virtue of endurance through tribulation and persecution will not only affirm their identity as followers of Christ (Hebrews 12:8) sharing in His holiness (Hebrews 12:10), but they will also bear the fruit of righteousness (Hebrews 12:11) causing them to reflect Christ’s level of endurance as an act of commitment, worship, obedience, holiness, and evangelization that all men would come to know Christ.
LMX research assumes that manager needs from the relationship are the same as those of subordinates and, therefore, the dimensions managers use to assess their relationship quality with subordinates should be the same as those used by their subordinates. Yet, seminal research in LMX theory and subsequent findings suggest that this is not the case. In this paper we theorize and develop a measure of manager-LMX (MLMX), which represents what managers want and need from leader-member relationships. Our findings across a series of studies show that what managers value in leader-member dyadic relationships is represented by three MLMX dimensions: competence (the subordinate’s ability to work effectively and independently), candor (providing helpful
communication to the manager) and shared goals (being committed to the manager’s mission and vision). Our findings show that MLMX has predictive validity over SLMX-7 and the SMDM measures, and that the MLMX dimensions differentially predict manager outcomes, including follower contribution to goal attainment, manager emotional exhaustion from working with the subordinate, and follower turnover. Our research offers
important theoretical and practical contributions by appropriately aligning the ontological unit (individualized manager-LMX) with the analytical unit (the MLMX measure) and establishing a measure of manager-LMX that helps us gain novel insight into the manager view of the leader-member relationship.
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