Pub Date : 2022-01-25DOI: 10.1108/lodj-07-2021-0326
Udayan Dhar
PurposeStudies on managerial coaching have documented the challenges and complexities involved. Therefore, this study aims to develop a conceptual framework to understand these challenges.Design/methodology/approachThis article uses the lens of paradox theory and intentional change theory to develop a conceptual framework to explain that managerial coaching is the source of emergent tensions.FindingsIn this study, four tensions that emerge in the socio-psychological response of the team member and their bi-directional impacts are described, namely, the tensions between change and continuity; autonomy and structure; short and long-term orientations; and authenticity and social influence.Originality/valueThe theory developed in this paper could help researchers design methodologically rigorous studies on managerial coaching effectiveness.
{"title":"Managerial coaching: a paradox-based view","authors":"Udayan Dhar","doi":"10.1108/lodj-07-2021-0326","DOIUrl":"https://doi.org/10.1108/lodj-07-2021-0326","url":null,"abstract":"PurposeStudies on managerial coaching have documented the challenges and complexities involved. Therefore, this study aims to develop a conceptual framework to understand these challenges.Design/methodology/approachThis article uses the lens of paradox theory and intentional change theory to develop a conceptual framework to explain that managerial coaching is the source of emergent tensions.FindingsIn this study, four tensions that emerge in the socio-psychological response of the team member and their bi-directional impacts are described, namely, the tensions between change and continuity; autonomy and structure; short and long-term orientations; and authenticity and social influence.Originality/valueThe theory developed in this paper could help researchers design methodologically rigorous studies on managerial coaching effectiveness.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2022-01-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47270106","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-01-24DOI: 10.1108/lodj-04-2021-0146
Shaoping Qiu, L. Dooley
PurposeThe 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/approachThe 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.FindingsThe 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/valueThe 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.
{"title":"How servant leadership affects organizational citizenship behavior: the mediating roles of perceived procedural justice and trust","authors":"Shaoping Qiu, L. Dooley","doi":"10.1108/lodj-04-2021-0146","DOIUrl":"https://doi.org/10.1108/lodj-04-2021-0146","url":null,"abstract":"PurposeThe 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/approachThe 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.FindingsThe 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/valueThe 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.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2022-01-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43539106","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-01-21DOI: 10.1108/lodj-07-2021-0350
F. Alshehri, Mervat Elsaied
PurposeThe present study examines how virtuous leadership influences moral voice in organisations through moral courage as a mediating variable.Design/methodology/approachThe data were collected using a questionnaire survey of 376 employees and their immediate supervisors (289 employees and 87 supervisors), working in 11 firms of medical suppliers. The data were collected from employees and their immediate supervisors at two different phases and on separate questionnaires.FindingsThe results revealed that virtuous leadership has a positive and significant relationship with moral voice. Furthermore, the results showed that moral courage fully mediates the indirect relationship between virtuous leadership and moral voice.Originality/valueTo the best of the authors’ knowledge, this study is the first to address the relationship between virtuous leadership and moral voice. In addition, it is the first to explore the mediating mechanism in the relationship between virtuous leadership and moral voice through moral courage as a mediating variable.
{"title":"The mediating effect of moral courage in the relationship between virtuous leadership and moral voice","authors":"F. Alshehri, Mervat Elsaied","doi":"10.1108/lodj-07-2021-0350","DOIUrl":"https://doi.org/10.1108/lodj-07-2021-0350","url":null,"abstract":"PurposeThe present study examines how virtuous leadership influences moral voice in organisations through moral courage as a mediating variable.Design/methodology/approachThe data were collected using a questionnaire survey of 376 employees and their immediate supervisors (289 employees and 87 supervisors), working in 11 firms of medical suppliers. The data were collected from employees and their immediate supervisors at two different phases and on separate questionnaires.FindingsThe results revealed that virtuous leadership has a positive and significant relationship with moral voice. Furthermore, the results showed that moral courage fully mediates the indirect relationship between virtuous leadership and moral voice.Originality/valueTo the best of the authors’ knowledge, this study is the first to address the relationship between virtuous leadership and moral voice. In addition, it is the first to explore the mediating mechanism in the relationship between virtuous leadership and moral voice through moral courage as a mediating variable.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":"1 1","pages":""},"PeriodicalIF":4.9,"publicationDate":"2022-01-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41496228","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-01-20DOI: 10.1108/lodj-10-2021-0464
James Krauss, Adam J. Vanhove
PurposeDespite considerable conceptual interest in the relationship between organizational culture and various types of organizational change, empirical evidence regarding this relationship at different levels and types of change is surprisingly absent. This study examines whether organizational culture perceptions differ in frequently versus infrequently changing organizations, and whether this relationship is moderated by members' hierarchical level in the organization (i.e. staff, manager, executive).Design/methodology/approachStudy includes culture survey data for 904 staff, managers and executives from one frequently changing and two infrequently changing organizations in the education sector.FindingsResults show multiple non-monotonic organization-by-organizational level interaction effects on cultural style scores. In the frequently changing organization, executives report lower constructive cultural style scores and higher defensive cultural style scores than do managers and staff. In the infrequently changing organizations, executives, managers and staff report similar constructive and defensive style scores.Practical implicationsIn frequently changing organizations, leaders are more likely to be discontent with the status quo and continuously encourage change efforts, while lower level members' have considerable experience with change and are empowered to continuously create change. The result is systematic differences in culture perceptions across levels, but also an agile organization capable of pursuing opportunities to improve organizational performance.Originality/valueThe authors’ findings show that systematic differences in perceptions of cultural styles across organizational levels relate to organizational change frequency. This contrasts with existing literature emphasizing the importance of culture perceptions being pervasive throughout the organization.
{"title":"Organizational culture perceptions and change frequency: the moderating effect of members' hierarchical level in the organization","authors":"James Krauss, Adam J. Vanhove","doi":"10.1108/lodj-10-2021-0464","DOIUrl":"https://doi.org/10.1108/lodj-10-2021-0464","url":null,"abstract":"PurposeDespite considerable conceptual interest in the relationship between organizational culture and various types of organizational change, empirical evidence regarding this relationship at different levels and types of change is surprisingly absent. This study examines whether organizational culture perceptions differ in frequently versus infrequently changing organizations, and whether this relationship is moderated by members' hierarchical level in the organization (i.e. staff, manager, executive).Design/methodology/approachStudy includes culture survey data for 904 staff, managers and executives from one frequently changing and two infrequently changing organizations in the education sector.FindingsResults show multiple non-monotonic organization-by-organizational level interaction effects on cultural style scores. In the frequently changing organization, executives report lower constructive cultural style scores and higher defensive cultural style scores than do managers and staff. In the infrequently changing organizations, executives, managers and staff report similar constructive and defensive style scores.Practical implicationsIn frequently changing organizations, leaders are more likely to be discontent with the status quo and continuously encourage change efforts, while lower level members' have considerable experience with change and are empowered to continuously create change. The result is systematic differences in culture perceptions across levels, but also an agile organization capable of pursuing opportunities to improve organizational performance.Originality/valueThe authors’ findings show that systematic differences in perceptions of cultural styles across organizational levels relate to organizational change frequency. This contrasts with existing literature emphasizing the importance of culture perceptions being pervasive throughout the organization.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2022-01-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45436938","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-01-19DOI: 10.1108/lodj-08-2020-0371
G. Afshan, Carolina Serrano-Archimi, Zubair Akram
PurposeThe paper examines the effect of relative leader-member exchange (LMX) on follower's in-role performance, citizenship behaviour and cynicism via relational identification. Moreover, LMXSC (LMXSC) moderates the direct and mediating relationship.Design/methodology/approachBased on multi-level (individual and group level) model, dyadic data were collected from 298 employees working under 47 group managers in the banking sector in Pakistan.FindingsThe multi-level moderated mediation model tested in Mplus and HLM software showed the full support for direct, mediating and moderating hypothesized relationships; however, the moderated mediation hypothesis was partially supported. It reveals that relative LMX standing of followers predicted in-role performance, organizational citizenship behaviour at an individual level (OCB-individual) and cynicism. Relational identification with the leader mediated the relationship. Moreover, at high LMXSC, the relationship between relative LMX and relational identification and consequently the outcomes were stronger.Originality/valueLMX has widely been studied at dyadic level, despite the suggested high and low LMX quality relationships that exist in a workgroup. This study not only investigates the role of relative LMX on employee performance through relational identification but also reports that subjective evaluation of LMXSC plays a major role in promoting employee performance.
{"title":"My LMX standing with my leader as compared to my coworkers: conditional indirect effect of LMX social comparison","authors":"G. Afshan, Carolina Serrano-Archimi, Zubair Akram","doi":"10.1108/lodj-08-2020-0371","DOIUrl":"https://doi.org/10.1108/lodj-08-2020-0371","url":null,"abstract":"PurposeThe paper examines the effect of relative leader-member exchange (LMX) on follower's in-role performance, citizenship behaviour and cynicism via relational identification. Moreover, LMXSC (LMXSC) moderates the direct and mediating relationship.Design/methodology/approachBased on multi-level (individual and group level) model, dyadic data were collected from 298 employees working under 47 group managers in the banking sector in Pakistan.FindingsThe multi-level moderated mediation model tested in Mplus and HLM software showed the full support for direct, mediating and moderating hypothesized relationships; however, the moderated mediation hypothesis was partially supported. It reveals that relative LMX standing of followers predicted in-role performance, organizational citizenship behaviour at an individual level (OCB-individual) and cynicism. Relational identification with the leader mediated the relationship. Moreover, at high LMXSC, the relationship between relative LMX and relational identification and consequently the outcomes were stronger.Originality/valueLMX has widely been studied at dyadic level, despite the suggested high and low LMX quality relationships that exist in a workgroup. This study not only investigates the role of relative LMX on employee performance through relational identification but also reports that subjective evaluation of LMXSC plays a major role in promoting employee performance.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2022-01-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45937213","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-01-17DOI: 10.1108/lodj-04-2021-0161
Jennifer L. Sparr, D. van Knippenberg, Eric Kearney
PurposeParadoxical leadership (PL) is an emerging perspective to understand how leaders help followers deal with paradoxical demands. Recently, the positive relationship between PL and follower performance was established. This paper builds on and extends this research by interpreting PL as sensegiving and developing theory about mediation in the relationship between PL and adaptive and proactive performance.Design/methodology/approachThe paper develops a new measure for PL as sensegiving and provides a test of the mediation model with data from two different sources and two measurement times in a German company.FindingsMultilevel mediation analysis (N = 154) supports the mediation model.Originality/valueThe paper presents sensegiving about paradox as a core element of PL, which informs the choice of change-readiness as mediator. This study also develops and validates a scale to measure PL in future research.
{"title":"Paradoxical leadership as sensegiving: stimulating change-readiness and change-oriented performance","authors":"Jennifer L. Sparr, D. van Knippenberg, Eric Kearney","doi":"10.1108/lodj-04-2021-0161","DOIUrl":"https://doi.org/10.1108/lodj-04-2021-0161","url":null,"abstract":"PurposeParadoxical leadership (PL) is an emerging perspective to understand how leaders help followers deal with paradoxical demands. Recently, the positive relationship between PL and follower performance was established. This paper builds on and extends this research by interpreting PL as sensegiving and developing theory about mediation in the relationship between PL and adaptive and proactive performance.Design/methodology/approachThe paper develops a new measure for PL as sensegiving and provides a test of the mediation model with data from two different sources and two measurement times in a German company.FindingsMultilevel mediation analysis (N = 154) supports the mediation model.Originality/valueThe paper presents sensegiving about paradox as a core element of PL, which informs the choice of change-readiness as mediator. This study also develops and validates a scale to measure PL in future research.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2022-01-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43041760","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-01-11DOI: 10.1108/lodj-03-2021-0132
Lixun Zheng, Yanfei Wang, Zisheng Guo, Yu Zhu
PurposeThe purpose of this paper is to examine the impact of managerial coaching (MC) on employee creative performance (CP) based on the knowledge transfer theory and the roles of creative process engagement (CPE) and climate for innovation (IC) in the relationship between MC and CP.Design/methodology/approachA moderated mediation model was developed and tested on a dyadic sample of 74 leaders and 292 employees working in South China firms.FindingsThe results show that CPE mediates the relationship between MC and CP and IC amplifies the indirect relationship between MC and CP via CPE.Originality/valueThis research contributes to the MC and innovation literature by clarifying the linking role of engagement in transferring MC into employees' CP from a knowledge transfer perspective and identifies the critical role of IC in effectuating the impact of MC on CP.
{"title":"Effects of managerial coaching on employees' creative performance: cross-level moderating role of a climate for innovation","authors":"Lixun Zheng, Yanfei Wang, Zisheng Guo, Yu Zhu","doi":"10.1108/lodj-03-2021-0132","DOIUrl":"https://doi.org/10.1108/lodj-03-2021-0132","url":null,"abstract":"PurposeThe purpose of this paper is to examine the impact of managerial coaching (MC) on employee creative performance (CP) based on the knowledge transfer theory and the roles of creative process engagement (CPE) and climate for innovation (IC) in the relationship between MC and CP.Design/methodology/approachA moderated mediation model was developed and tested on a dyadic sample of 74 leaders and 292 employees working in South China firms.FindingsThe results show that CPE mediates the relationship between MC and CP and IC amplifies the indirect relationship between MC and CP via CPE.Originality/valueThis research contributes to the MC and innovation literature by clarifying the linking role of engagement in transferring MC into employees' CP from a knowledge transfer perspective and identifies the critical role of IC in effectuating the impact of MC on CP.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2022-01-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44273763","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-01-11DOI: 10.1108/lodj-07-2021-0356
Hassan Abu Bakar, Stacey L. Connaughton
PurposeThis study provides a systematic testing of ethical leadership and organizational citizenship behavior (OCB) by examining the underlying mechanisms of leader motivation language on ethics through which ethical leadership influences followers’ OCB at the team level.Design/methodology/approachA multilevel model was validated via with structural equation modeling (SEM) from hierarchical linear modeling (HLM) based on data collected in a Malaysian organization.FindingsThe perceived leader–member ethical communication at the team-level makes a unique contribution beyond the ethical leadership in explaining OCBs.Originality/valuePerceived leader–member ethical communication mediates the relationship between ethical leadership and OCB.
{"title":"Ethical leadership, perceived leader–member ethical communication and organizational citizenship behavior: development and validation of a multilevel model","authors":"Hassan Abu Bakar, Stacey L. Connaughton","doi":"10.1108/lodj-07-2021-0356","DOIUrl":"https://doi.org/10.1108/lodj-07-2021-0356","url":null,"abstract":"PurposeThis study provides a systematic testing of ethical leadership and organizational citizenship behavior (OCB) by examining the underlying mechanisms of leader motivation language on ethics through which ethical leadership influences followers’ OCB at the team level.Design/methodology/approachA multilevel model was validated via with structural equation modeling (SEM) from hierarchical linear modeling (HLM) based on data collected in a Malaysian organization.FindingsThe perceived leader–member ethical communication at the team-level makes a unique contribution beyond the ethical leadership in explaining OCBs.Originality/valuePerceived leader–member ethical communication mediates the relationship between ethical leadership and OCB.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2022-01-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45514449","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-01-03DOI: 10.1108/lodj-04-2021-0169
Sevgi Emirza, Alev Katrinli
PurposeThe purpose of this study is to investigate whether leader-follower similarity in construal level of the work, which indicates the degree of abstraction applied to mental representation of the work, influences the quality of interpersonal relationship at work.Design/methodology/approachFirst, an interview study was conducted to adapt the work-based construal-level (WBCL) scale. Then, a survey study was conducted for hypothesis testing. Data collected from 245 matched supervisor-subordinate dyads were analyzed using multi-level modeling.FindingsResults revealed that dyadic similarity in work-domain construal level is positively related to leader-member exchange (LMX) quality. As a leader and a follower become similar to each other in terms of mental representation (i.e. construal level) of work, they experience higher relationship quality.Originality/valueThis study enhances the current knowledge of the role of cognition and cognitive similarity in leadership processes.
{"title":"Great minds think alike: does leader-follower similarity in construal level of the work enhance leader-member exchange quality?","authors":"Sevgi Emirza, Alev Katrinli","doi":"10.1108/lodj-04-2021-0169","DOIUrl":"https://doi.org/10.1108/lodj-04-2021-0169","url":null,"abstract":"PurposeThe purpose of this study is to investigate whether leader-follower similarity in construal level of the work, which indicates the degree of abstraction applied to mental representation of the work, influences the quality of interpersonal relationship at work.Design/methodology/approachFirst, an interview study was conducted to adapt the work-based construal-level (WBCL) scale. Then, a survey study was conducted for hypothesis testing. Data collected from 245 matched supervisor-subordinate dyads were analyzed using multi-level modeling.FindingsResults revealed that dyadic similarity in work-domain construal level is positively related to leader-member exchange (LMX) quality. As a leader and a follower become similar to each other in terms of mental representation (i.e. construal level) of work, they experience higher relationship quality.Originality/valueThis study enhances the current knowledge of the role of cognition and cognitive similarity in leadership processes.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2022-01-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48373888","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-01-03DOI: 10.1108/lodj-10-2020-0431
Y. Chuang, H. Chiang, Anmin Lin, Yung-Chih Lien
PurposeAdopting conservation of resources (COR) theory as a guiding framework, this study proposes that benevolent supervision (BS) is a feasible leadership style for building a positive resource gain process in subordinates' extra-role actions and reducing their exhaustion, and leader-member exchange (LMX) and positive affect (PA) serve as indirect crossover mechanisms.Design/methodology/approachSurveys were conducted at three-time points with four-week intervals. A total of 304 subordinates and 55 supervisors at a Taiwanese university participated in the surveys, and a multilevel model was used to test the hypotheses.FindingsThe results showed that prior BS (time 1) was positively associated with subordinates' subsequent LMX and PA (time 2). LMX mediated the relationship between BS and subsequent supervisor-rated contextual performance (time 3), and PA mediated the relationship between BS and subordinate-rated emotional exhaustion (time 3). In addition, supervisors' learning orientation positively moderated the relationship between BS and contextual performance via LMX, whereas supervisors' performance orientation negatively moderated this relationship.Practical implicationsThe results of the study encourage leaders to exhibit benevolence toward subordinates, increase subordinates' contextual performance and enhance personal feelings, thereby ultimately benefitting the organization.Originality/valueThis study reveals that BS is a source of resource investment in the process of subordinates' positive job (contextual performance) and personal (emotional exhaustion) resource gains through social exchange (LMX) and affective (PA) crossover mechanisms and that supervisors' goal inclinations impact this process.
{"title":"Dual crossover mechanisms of benevolent supervision on followers' contextual performance and emotional exhaustion alleviation","authors":"Y. Chuang, H. Chiang, Anmin Lin, Yung-Chih Lien","doi":"10.1108/lodj-10-2020-0431","DOIUrl":"https://doi.org/10.1108/lodj-10-2020-0431","url":null,"abstract":"PurposeAdopting conservation of resources (COR) theory as a guiding framework, this study proposes that benevolent supervision (BS) is a feasible leadership style for building a positive resource gain process in subordinates' extra-role actions and reducing their exhaustion, and leader-member exchange (LMX) and positive affect (PA) serve as indirect crossover mechanisms.Design/methodology/approachSurveys were conducted at three-time points with four-week intervals. A total of 304 subordinates and 55 supervisors at a Taiwanese university participated in the surveys, and a multilevel model was used to test the hypotheses.FindingsThe results showed that prior BS (time 1) was positively associated with subordinates' subsequent LMX and PA (time 2). LMX mediated the relationship between BS and subsequent supervisor-rated contextual performance (time 3), and PA mediated the relationship between BS and subordinate-rated emotional exhaustion (time 3). In addition, supervisors' learning orientation positively moderated the relationship between BS and contextual performance via LMX, whereas supervisors' performance orientation negatively moderated this relationship.Practical implicationsThe results of the study encourage leaders to exhibit benevolence toward subordinates, increase subordinates' contextual performance and enhance personal feelings, thereby ultimately benefitting the organization.Originality/valueThis study reveals that BS is a source of resource investment in the process of subordinates' positive job (contextual performance) and personal (emotional exhaustion) resource gains through social exchange (LMX) and affective (PA) crossover mechanisms and that supervisors' goal inclinations impact this process.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2022-01-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48600979","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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