Pub Date : 2021-12-27DOI: 10.1177/15480518211068735
A. Wibowo, Widya Paramita
This study investigates the impact of mindful and empathetic leadership on resilience and turnover intention, with self-regulation as a mediating variable. A quantitative survey was administered to 188 nurses dealing with COVID-19’s patients in Indonesia. Data were analyzed using Process v3.5 Andrew F. Hayes in SPSS. This study revealed that mindful leadership reduces turnover intention, and empathetic leadership increases resilience, while mindful leadership does not increase resilience, and empathetic leadership does not lessen turnover intention. We also conclude that self-regulation mediates the relationship between mindful leadership/empathetic leadership and turnover intention/resilience. Despite being limited to the Indonesian context, this research offers several contributions from both theoretical and practical perspectives. First, this research established the importance of mindful and empathetic leadership to promote resilience and reduce the turnover intention of nurses in the time of crisis. Second, we confirmed self-regulation as the mediating variable for those relationships. Practically, we suggest that having empathetic and mindful leaders is effective in supporting nurses to deal with COVID-19 patients.
本研究以自我调节为中介变量，调查了正念和同理心领导对韧性和离职意愿的影响。对印度尼西亚188名处理新冠肺炎患者的护士进行了定量调查。使用SPSS中的Process v3.5 Andrew F.Hayes对数据进行分析。这项研究表明，正念领导力会降低离职意愿，同理心领导力会增加韧性，而正念领导力不会增加韧性，同理心领导不会降低离职意愿。我们还得出结论，自我调节调节了正念领导/移情领导与离职意图/韧性之间的关系。尽管仅限于印尼的背景，但这项研究从理论和实践两个角度提供了一些贡献。首先，这项研究确立了有意识和同理心的领导对提高护士在危机时期的应变能力和减少离职意愿的重要性。其次，我们确认自我调节是这些关系的中介变量。实际上，我们建议，有同理心和细心的领导者可以有效地支持护士处理新冠肺炎患者。
{"title":"Resilience and Turnover Intention: The Role of Mindful Leadership, Empathetic Leadership, and Self-Regulation","authors":"A. Wibowo, Widya Paramita","doi":"10.1177/15480518211068735","DOIUrl":"https://doi.org/10.1177/15480518211068735","url":null,"abstract":"This study investigates the impact of mindful and empathetic leadership on resilience and turnover intention, with self-regulation as a mediating variable. A quantitative survey was administered to 188 nurses dealing with COVID-19’s patients in Indonesia. Data were analyzed using Process v3.5 Andrew F. Hayes in SPSS. This study revealed that mindful leadership reduces turnover intention, and empathetic leadership increases resilience, while mindful leadership does not increase resilience, and empathetic leadership does not lessen turnover intention. We also conclude that self-regulation mediates the relationship between mindful leadership/empathetic leadership and turnover intention/resilience. Despite being limited to the Indonesian context, this research offers several contributions from both theoretical and practical perspectives. First, this research established the importance of mindful and empathetic leadership to promote resilience and reduce the turnover intention of nurses in the time of crisis. Second, we confirmed self-regulation as the mediating variable for those relationships. Practically, we suggest that having empathetic and mindful leaders is effective in supporting nurses to deal with COVID-19 patients.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"29 1","pages":"325 - 341"},"PeriodicalIF":4.8,"publicationDate":"2021-12-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45113468","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 : 2021-12-06DOI: 10.1177/15480518211059941
Jing Zhong, Yingqi Li, Jinlian Luo
The supervisor-subordinate dyad has been well articulated in the framework of inclusive leadership and employee outcomes. Applying a multisource dataset from China, the present study develops a trickle-down model of inclusive leadership across three hierarchical levels (i.e., top managers, supervisors, and employees). Building on social learning theory and social exchange theory, the study found empirical support for the assumptions that both top management and supervisory inclusive leadership have a positive effect on employees’ innovative behavior. In addition, the findings support the proposition that supervisor's inclusive leadership mediates the effects of top manager's inclusive leadership on employees’ innovative behavior. The study also verified that vicarious learning and organizational inclusion climate jointly moderate the relationship between the top manager's inclusive leadership and the supervisor's inclusive leadership. The contribution, limitations, and future directions are also discussed.
{"title":"The Trickle-Down Effects of Inclusive Leadership on Employees’ Innovative Behavior: The Joint Moderating Effects of Vicarious Learning and Organizational Inclusion Climate","authors":"Jing Zhong, Yingqi Li, Jinlian Luo","doi":"10.1177/15480518211059941","DOIUrl":"https://doi.org/10.1177/15480518211059941","url":null,"abstract":"The supervisor-subordinate dyad has been well articulated in the framework of inclusive leadership and employee outcomes. Applying a multisource dataset from China, the present study develops a trickle-down model of inclusive leadership across three hierarchical levels (i.e., top managers, supervisors, and employees). Building on social learning theory and social exchange theory, the study found empirical support for the assumptions that both top management and supervisory inclusive leadership have a positive effect on employees’ innovative behavior. In addition, the findings support the proposition that supervisor's inclusive leadership mediates the effects of top manager's inclusive leadership on employees’ innovative behavior. The study also verified that vicarious learning and organizational inclusion climate jointly moderate the relationship between the top manager's inclusive leadership and the supervisor's inclusive leadership. The contribution, limitations, and future directions are also discussed.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"29 1","pages":"342 - 358"},"PeriodicalIF":4.8,"publicationDate":"2021-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41610616","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 : 2021-12-06DOI: 10.1177/15480518211059924
Danni Wang, A. Y. Ou, L. Song
This study examines the relationship between leaders’ humility and their career success. We propose that humble leaders are more likely to occupy central positions in their subordinate teams’ voice networks where they improve their own performance and gain favorable reward recommendations. We also argue that in seemingly disadvantageous competitive work contexts, humble leaders become more central in the team voice network and increase their career prospects. We found support for these hypotheses in a multisource field study of 116 supervisors, 461 subordinates, and 34 shop managers from a Chinese company and in a vignette-based experiment with 233 working adults. Theoretical and practical implications for career success, leader humility, and voice literature are discussed.
{"title":"Stay Humble and Fly High: The Roles of Subordinate Voice and Competitive Work Context in the Linkage Between Leader Humility and Career Success","authors":"Danni Wang, A. Y. Ou, L. Song","doi":"10.1177/15480518211059924","DOIUrl":"https://doi.org/10.1177/15480518211059924","url":null,"abstract":"This study examines the relationship between leaders’ humility and their career success. We propose that humble leaders are more likely to occupy central positions in their subordinate teams’ voice networks where they improve their own performance and gain favorable reward recommendations. We also argue that in seemingly disadvantageous competitive work contexts, humble leaders become more central in the team voice network and increase their career prospects. We found support for these hypotheses in a multisource field study of 116 supervisors, 461 subordinates, and 34 shop managers from a Chinese company and in a vignette-based experiment with 233 working adults. Theoretical and practical implications for career success, leader humility, and voice literature are discussed.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"29 1","pages":"147 - 166"},"PeriodicalIF":4.8,"publicationDate":"2021-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43441171","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 : 2021-11-15DOI: 10.1177/15480518211053529
P. Coyle, Roseanne J. Foti
In this study, we integrate follower categorization theory with affective events theory (AET) to investigate the extent to which within-person patterns of implicit followership theories (IFTs) and work-related affect predict job satisfaction for leaders versus followers. Latent profile analysis (LPA) was used to identify and to describe distinct profiles of IFTs and work-related affect for leaders versus followers. For the sample of 242 leaders, two profiles with distinct patterns of IFTs and work-related affect (Proactive and Alienated) were found. Leaders with Proactive views of followers showed above-average ratings of work-related affect, while leaders with Alienated views of followers showed lower ratings of work-related affect. In the sample of 240 followers, there were four profiles of followers with distinct patterns of IFTs and work-related affect (Conforming, Alienated, Proactive, and Negative). Despite showing a similar pattern of IFTs, followers with Alienated views of their own role showed below-average ratings of work-related affect, while followers with Negative views of their own role showed the highest ratings of work-related affect. These findings suggest that IFTs and work-related affect show unique within-person interaction for followers. Furthermore, for followers, profile membership of IFTs and work-related affect significantly predicted mean levels of job satisfaction. Implications are discussed.
{"title":"How Do Leaders vs. Followers Construct Followership? A Field Study of implicit followership theories and Work-Related Affect Using Latent Profile Analysis","authors":"P. Coyle, Roseanne J. Foti","doi":"10.1177/15480518211053529","DOIUrl":"https://doi.org/10.1177/15480518211053529","url":null,"abstract":"In this study, we integrate follower categorization theory with affective events theory (AET) to investigate the extent to which within-person patterns of implicit followership theories (IFTs) and work-related affect predict job satisfaction for leaders versus followers. Latent profile analysis (LPA) was used to identify and to describe distinct profiles of IFTs and work-related affect for leaders versus followers. For the sample of 242 leaders, two profiles with distinct patterns of IFTs and work-related affect (Proactive and Alienated) were found. Leaders with Proactive views of followers showed above-average ratings of work-related affect, while leaders with Alienated views of followers showed lower ratings of work-related affect. In the sample of 240 followers, there were four profiles of followers with distinct patterns of IFTs and work-related affect (Conforming, Alienated, Proactive, and Negative). Despite showing a similar pattern of IFTs, followers with Alienated views of their own role showed below-average ratings of work-related affect, while followers with Negative views of their own role showed the highest ratings of work-related affect. These findings suggest that IFTs and work-related affect show unique within-person interaction for followers. Furthermore, for followers, profile membership of IFTs and work-related affect significantly predicted mean levels of job satisfaction. Implications are discussed.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"29 1","pages":"115 - 130"},"PeriodicalIF":4.8,"publicationDate":"2021-11-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42769849","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 : 2021-11-09DOI: 10.1177/15480518211053531
Jenell L. S. Wittmer, Margaret M. Hopkins
Leaders around the world have been thrust into leading remotely, using virtual platforms and other various technologies to communicate and stay engaged with their employees and teams during this current extraordinary global crisis. Previous research supports that leaders share concerns around trust, communication, engagement, and support when leading remotely. Prior research also identifies “people skills” as essential in overcoming these concerns. We propose that emotional intelligence is essential in leading remotely during crisis situations. Thus, the current study explores the relationships between the construct of emotional intelligence and the emotional intelligence composites of self-perception, self-expression, interpersonal relationships, decision-making, and stress management with leader concerns when leading remotely during a time of crisis.
{"title":"Leading Remotely in a Time of Crisis: Relationships with Emotional Intelligence","authors":"Jenell L. S. Wittmer, Margaret M. Hopkins","doi":"10.1177/15480518211053531","DOIUrl":"https://doi.org/10.1177/15480518211053531","url":null,"abstract":"Leaders around the world have been thrust into leading remotely, using virtual platforms and other various technologies to communicate and stay engaged with their employees and teams during this current extraordinary global crisis. Previous research supports that leaders share concerns around trust, communication, engagement, and support when leading remotely. Prior research also identifies “people skills” as essential in overcoming these concerns. We propose that emotional intelligence is essential in leading remotely during crisis situations. Thus, the current study explores the relationships between the construct of emotional intelligence and the emotional intelligence composites of self-perception, self-expression, interpersonal relationships, decision-making, and stress management with leader concerns when leading remotely during a time of crisis.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"29 1","pages":"176 - 189"},"PeriodicalIF":4.8,"publicationDate":"2021-11-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47355010","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 : 2021-11-01DOI: 10.1177/15480518211038219
1. Estimates of the SEM analysis and the reported results are inaccurate, leading to different statistical conclusions. 2. The number of degrees of freedom in the CFA and Chi-square analyses are inaccurate and require re-examination. 3. The model comparisons and the Chi-square difference tests are inaccurate – we reported all Chi-square differences as insignificant, whereas all of them should be significant (Chi-square value ranged from 5.59 to 19.13 with one degree of freedom). 4. Issues arose around the choice of modelling the data, allowing for different potential interpretations of the data, including that a larger number of direct paths were significant than were reported in the article. 5. Tables 5, 6, and 7 are identical for each outcome variable, including the three constants being the same, which should not be. 6. The tests of the three-way interaction effects are likely incorrect. For each outcome, the two-way and three-way interaction terms are positive and significant, which do not match the patterns of the three-way interaction plots. The average of the intercepts shown in each plot also deviates from the reported mean of the focal outcome variable in a statistically impossible way. 7. The reports of the indirect effects in Table 4 are incorrect, as the estimated indirect effects are outside the reported 95% confidence intervals in many cases, which should not be. Retraction
{"title":"RETRACTION NOTICE: Leadership Variables and Business Performance: Mediating and Interaction Effects","authors":"","doi":"10.1177/15480518211038219","DOIUrl":"https://doi.org/10.1177/15480518211038219","url":null,"abstract":"1. Estimates of the SEM analysis and the reported results are inaccurate, leading to different statistical conclusions. 2. The number of degrees of freedom in the CFA and Chi-square analyses are inaccurate and require re-examination. 3. The model comparisons and the Chi-square difference tests are inaccurate – we reported all Chi-square differences as insignificant, whereas all of them should be significant (Chi-square value ranged from 5.59 to 19.13 with one degree of freedom). 4. Issues arose around the choice of modelling the data, allowing for different potential interpretations of the data, including that a larger number of direct paths were significant than were reported in the article. 5. Tables 5, 6, and 7 are identical for each outcome variable, including the three constants being the same, which should not be. 6. The tests of the three-way interaction effects are likely incorrect. For each outcome, the two-way and three-way interaction terms are positive and significant, which do not match the patterns of the three-way interaction plots. The average of the intercepts shown in each plot also deviates from the reported mean of the focal outcome variable in a statistically impossible way. 7. The reports of the indirect effects in Table 4 are incorrect, as the estimated indirect effects are outside the reported 95% confidence intervals in many cases, which should not be. Retraction","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"495 - 495"},"PeriodicalIF":4.8,"publicationDate":"2021-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41755664","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 : 2021-11-01DOI: 10.1177/15480518211036464
Wisanupong Potipiroon, M. Ford
Past research indicates that leader humor can bring many positive outcomes; however, its influence on employee voice has been largely neglected. We propose that leader humor can influence employee voice behaviors (i.e., promotive and prohibitive) via the mediating role of psychological safety. Drawing upon the substitutes for leadership theory, we further propose that team humor could moderate the influence of leader humor. Based on the latent moderated mediation structural equation modeling analysis, we found that employees whose leaders used humor more frequently perceived higher levels of psychological safety and in turn engaged in more promotive and prohibitive voice behaviors. Moreover, the indirect effects of leader humor were found to be more pronounced when teams have a low level of humor. On the other hand, leader humor has less influence on employee voice when teams have a high level of humor, which provides support for the leadership substitutes argument. Theoretical and practical implications are discussed.
{"title":"Does Leader Humor Influence Employee Voice? The Mediating Role of Psychological Safety and the Moderating Role of Team Humor","authors":"Wisanupong Potipiroon, M. Ford","doi":"10.1177/15480518211036464","DOIUrl":"https://doi.org/10.1177/15480518211036464","url":null,"abstract":"Past research indicates that leader humor can bring many positive outcomes; however, its influence on employee voice has been largely neglected. We propose that leader humor can influence employee voice behaviors (i.e., promotive and prohibitive) via the mediating role of psychological safety. Drawing upon the substitutes for leadership theory, we further propose that team humor could moderate the influence of leader humor. Based on the latent moderated mediation structural equation modeling analysis, we found that employees whose leaders used humor more frequently perceived higher levels of psychological safety and in turn engaged in more promotive and prohibitive voice behaviors. Moreover, the indirect effects of leader humor were found to be more pronounced when teams have a low level of humor. On the other hand, leader humor has less influence on employee voice when teams have a high level of humor, which provides support for the leadership substitutes argument. Theoretical and practical implications are discussed.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"415 - 428"},"PeriodicalIF":4.8,"publicationDate":"2021-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43838898","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 : 2021-11-01DOI: 10.1177/15480518211030916
Katherine C. Cotter
Existing research and theory provides support for the assertion that the survival of organizations in the globalized world is contingent upon the match between their external complexity and the complexity of their internal systems, including their leadership processes. Global leaders high in self-complexity are equipped to lead the successful adaptation of their organizations to their global environments. Unfortunately, the absence of clear conceptualization and valid, reliable measures have prevented the advancement of our understanding of self-complexity in general, and global leader self-complexity in particular. To help close this research gap, I put forth a theory of global leader self-complexity, which I then operationalize with the Global Leader Self-Complexity Scale (GLSCS). I assess the factor structure, reliability, and validity in three studies. The Study 1 results suggest that global leader self-complexity is a two-dimensional construct comprised of global leader self-differentiation and self-integration. The Study 2 results provide evidence for the test-retest reliability and convergent, divergent, and predictive validity of the GLSCS. Obtained with a sample of hundreds of global leaders from around the world, the Study 3 results provide evidence for the generalization validity of the GLSCS. The theoretical implications for the nomological network of global leader self-differentiation are self-integration are discussed, as well as practical implications for the development and selection of effective global leaders. Finally, I suggest avenues for future researchers to advance the research of global leader self-complexity and leader self-complexity more broadly.
{"title":"Global Leader Self-Complexity: Conceptualization and Scale Validation","authors":"Katherine C. Cotter","doi":"10.1177/15480518211030916","DOIUrl":"https://doi.org/10.1177/15480518211030916","url":null,"abstract":"Existing research and theory provides support for the assertion that the survival of organizations in the globalized world is contingent upon the match between their external complexity and the complexity of their internal systems, including their leadership processes. Global leaders high in self-complexity are equipped to lead the successful adaptation of their organizations to their global environments. Unfortunately, the absence of clear conceptualization and valid, reliable measures have prevented the advancement of our understanding of self-complexity in general, and global leader self-complexity in particular. To help close this research gap, I put forth a theory of global leader self-complexity, which I then operationalize with the Global Leader Self-Complexity Scale (GLSCS). I assess the factor structure, reliability, and validity in three studies. The Study 1 results suggest that global leader self-complexity is a two-dimensional construct comprised of global leader self-differentiation and self-integration. The Study 2 results provide evidence for the test-retest reliability and convergent, divergent, and predictive validity of the GLSCS. Obtained with a sample of hundreds of global leaders from around the world, the Study 3 results provide evidence for the generalization validity of the GLSCS. The theoretical implications for the nomological network of global leader self-differentiation are self-integration are discussed, as well as practical implications for the development and selection of effective global leaders. Finally, I suggest avenues for future researchers to advance the research of global leader self-complexity and leader self-complexity more broadly.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"444 - 464"},"PeriodicalIF":4.8,"publicationDate":"2021-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15480518211030916","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46163440","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 : 2021-10-25DOI: 10.1177/15480518211044166
T. Haesevoets, D. De Cremer, Giles Hirst, Leander De Schutter, J. Stouten, Marius van Dijke, A. Van Hiel
Most prior research has examined procrastination as a type of self-defeating behavior. The present research, however, focused on the social consequences of procrastination, by investigating how decisional leader procrastination as a leader trait affects others in the workplace. We specifically developed the argument that the way in which employees deal with changes plays a critical moderating role in the relationship between leader procrastination and employee innovation. More precisely, we hypothesized that decisional leader procrastination negatively impacts employee innovation, but only so for employees who are low (compared to high) in resistance to change. This prediction was tested in an experimental study (Study 1) and two double-source survey studies (Studies 2 and 3). In support of our prediction, the results showed that an indecisive leader indeed undermines the innovation of those employees who embrace—rather than resist—changes. Critically, however, our findings also illustrated that when being supervised by a decisive leader, these particular employees are actually most likely to bring forward the process of innovation. Theoretical and practical implications of our results are discussed.
{"title":"The Effect of Decisional Leader Procrastination on Employee Innovation: Investigating the Moderating Role of Employees’ Resistance to Change","authors":"T. Haesevoets, D. De Cremer, Giles Hirst, Leander De Schutter, J. Stouten, Marius van Dijke, A. Van Hiel","doi":"10.1177/15480518211044166","DOIUrl":"https://doi.org/10.1177/15480518211044166","url":null,"abstract":"Most prior research has examined procrastination as a type of self-defeating behavior. The present research, however, focused on the social consequences of procrastination, by investigating how decisional leader procrastination as a leader trait affects others in the workplace. We specifically developed the argument that the way in which employees deal with changes plays a critical moderating role in the relationship between leader procrastination and employee innovation. More precisely, we hypothesized that decisional leader procrastination negatively impacts employee innovation, but only so for employees who are low (compared to high) in resistance to change. This prediction was tested in an experimental study (Study 1) and two double-source survey studies (Studies 2 and 3). In support of our prediction, the results showed that an indecisive leader indeed undermines the innovation of those employees who embrace—rather than resist—changes. Critically, however, our findings also illustrated that when being supervised by a decisive leader, these particular employees are actually most likely to bring forward the process of innovation. Theoretical and practical implications of our results are discussed.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"29 1","pages":"131 - 146"},"PeriodicalIF":4.8,"publicationDate":"2021-10-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43055494","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 : 2021-09-27DOI: 10.1177/15480518211041629
Michel Tremblay, Xavier Parent-Rocheleau, Pegah Sajadi
Relying on social comparison theory and the norm of reciprocity perspective, the present study aims to longitudinally investigate the specific relationships between relative leader–member exchange (RLMX) and relative organizational citizenship behavior (ROCB). We examined the potentially bidirectional relationship between these two constructs using data consisting of 1,420 time-lagged observations from 725 employees surveyed at multiple time points. Our results indicate that performing more helping behaviors than the group average (ROCB) leads to a subsequent higher quality of relationship with the leader compared to the group average (RLMX), above and beyond the effect of organizational citizenship behavior on RLMX. This effect is stronger than the reverse relationship (i.e., the effect of RLMX on ROCB, above and beyond the leader–member exchange). Implications for theory and practice are discussed.
{"title":"Are Leaders and Followers Receiving What They Give? A Long-Term Examination of the Reciprocal Relationship Between Relative LMX and Relative OCB-Helping","authors":"Michel Tremblay, Xavier Parent-Rocheleau, Pegah Sajadi","doi":"10.1177/15480518211041629","DOIUrl":"https://doi.org/10.1177/15480518211041629","url":null,"abstract":"Relying on social comparison theory and the norm of reciprocity perspective, the present study aims to longitudinally investigate the specific relationships between relative leader–member exchange (RLMX) and relative organizational citizenship behavior (ROCB). We examined the potentially bidirectional relationship between these two constructs using data consisting of 1,420 time-lagged observations from 725 employees surveyed at multiple time points. Our results indicate that performing more helping behaviors than the group average (ROCB) leads to a subsequent higher quality of relationship with the leader compared to the group average (RLMX), above and beyond the effect of organizational citizenship behavior on RLMX. This effect is stronger than the reverse relationship (i.e., the effect of RLMX on ROCB, above and beyond the leader–member exchange). Implications for theory and practice are discussed.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"29 1","pages":"359 - 371"},"PeriodicalIF":4.8,"publicationDate":"2021-09-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45952927","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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