Pub Date : 2021-04-26DOI: 10.1177/15480518211010769
Zhining Wang, Chunjie Guan, Tao Cui, Shaohan Cai, Dandan Liu
Based on input–process–outcome model and contingency theory, we develop a research model that depicts the influence of coworker support climate on the cross-level process linkages among servant leadership, team reflexivity, and employee creativity. Using data collected from 442 participants in 92 teams, we conducted a multilevel analysis, which demonstrated that servant leadership promotes team reflexivity which, in turn, enhances employee creativity. In addition, our study suggests that the coworker support climate moderated the relationship between servant leadership and team reflexivity. Finally, servant leadership and coworker support climate jointly affect employee creativity via team reflexivity (multilevel-mediated moderation effect).
{"title":"Servant Leadership, Team Reflexivity, Coworker Support Climate, and Employee Creativity: A Multilevel Perspective","authors":"Zhining Wang, Chunjie Guan, Tao Cui, Shaohan Cai, Dandan Liu","doi":"10.1177/15480518211010769","DOIUrl":"https://doi.org/10.1177/15480518211010769","url":null,"abstract":"Based on input–process–outcome model and contingency theory, we develop a research model that depicts the influence of coworker support climate on the cross-level process linkages among servant leadership, team reflexivity, and employee creativity. Using data collected from 442 participants in 92 teams, we conducted a multilevel analysis, which demonstrated that servant leadership promotes team reflexivity which, in turn, enhances employee creativity. In addition, our study suggests that the coworker support climate moderated the relationship between servant leadership and team reflexivity. Finally, servant leadership and coworker support climate jointly affect employee creativity via team reflexivity (multilevel-mediated moderation effect).","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"465 - 478"},"PeriodicalIF":4.8,"publicationDate":"2021-04-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15480518211010769","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44423774","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 : 2021-04-26DOI: 10.1177/15480518211010765
S. Moss, Stacey R. Kessler, Mark J. Martinko, J. Mackey
In the current series of studies, we draw upon implicit leadership theories, social learning theory, and research on decision making to investigate whether affect toward President Trump explains U.S. residents’ evaluations of his leadership during the COVID-19 crisis, as well as the likelihood that that residents engage in personal protective behaviors. A meta-analysis using 17 nationally representative datasets with a total of 26,876 participants indicated that participants who approve of President Trump tend to approve of his leadership regarding the COVID-19 pandemic and were less likely to engage in personal protective behavior (PPBs; i.e., hand washing, wearing a mask or other face covering in public, and social distancing). On the other hand, those disapproving of President Trump also tended to disapprove of his leadership during the COVID-19 crisis and were more likely to engage in PPBs. In a second study, using an established measure of leader affect (leader affect questionnaire) and controlling for political party, we replicated and extended these results by demonstrating that expending cognitive effort toward understanding the COVID-19 crisis attenuated the relationship between affect toward President Trump and (1) approval of his leadership during the COVID-19 crisis and (2) engagement in some, but not all, PPBs.
{"title":"The Relationship Between Follower Affect for President Trump and the Adoption of COVID-19 Personal Protective Behaviors","authors":"S. Moss, Stacey R. Kessler, Mark J. Martinko, J. Mackey","doi":"10.1177/15480518211010765","DOIUrl":"https://doi.org/10.1177/15480518211010765","url":null,"abstract":"In the current series of studies, we draw upon implicit leadership theories, social learning theory, and research on decision making to investigate whether affect toward President Trump explains U.S. residents’ evaluations of his leadership during the COVID-19 crisis, as well as the likelihood that that residents engage in personal protective behaviors. A meta-analysis using 17 nationally representative datasets with a total of 26,876 participants indicated that participants who approve of President Trump tend to approve of his leadership regarding the COVID-19 pandemic and were less likely to engage in personal protective behavior (PPBs; i.e., hand washing, wearing a mask or other face covering in public, and social distancing). On the other hand, those disapproving of President Trump also tended to disapprove of his leadership during the COVID-19 crisis and were more likely to engage in PPBs. In a second study, using an established measure of leader affect (leader affect questionnaire) and controlling for political party, we replicated and extended these results by demonstrating that expending cognitive effort toward understanding the COVID-19 crisis attenuated the relationship between affect toward President Trump and (1) approval of his leadership during the COVID-19 crisis and (2) engagement in some, but not all, PPBs.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"29 1","pages":"233 - 244"},"PeriodicalIF":4.8,"publicationDate":"2021-04-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15480518211010765","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48045107","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 : 2021-04-20DOI: 10.1177/1548051821997406
R. Bauwens, Saša Batistič, S. Kilroy, Sanne Nijs
The COVID-19 pandemic has resulted in unprecedented challenges for society. The effects on organizations have been drastic and such tough times have demanded new organizational solutions as well as strong and new forms of organizational leadership. Leadership scholars have accelerated their research efforts in the quest to identify what is needed to lead in these uncertain times. In this paper, we adopt a bibliometric review to unravel the emerging trends in leadership research in the wake of the COVID-19 pandemic, and in doing so, identify commonalities and divergences in these themes with respect to leadership approaches and assess potential avenues for future research. The findings reveal that research on the topic has emerged along six main clusters: (1) leadership and employee health during pandemic times, (2) public leadership, (3) leadership in health care, (4) leadership and diversity, (5) educational leadership, and (6) leadership and persuasive communication. The findings reveal that across these clusters, the pandemic has sparked research on leadership approaches that deal with change and uncertainty as well as those that are less hierarchical and person centered in nature. We also notice a novel attention to context. Rather than “new kids on the block,” these trends are largely continuations of established leadership theories and approaches that see their particular importance increase in this unprecedented situation. Finally, we outline some distinct avenues for further research with regard to leadership in COVID-19 times.
{"title":"New Kids on the Block? A Bibliometric Analysis of Emerging COVID-19—Trends in Leadership Research","authors":"R. Bauwens, Saša Batistič, S. Kilroy, Sanne Nijs","doi":"10.1177/1548051821997406","DOIUrl":"https://doi.org/10.1177/1548051821997406","url":null,"abstract":"The COVID-19 pandemic has resulted in unprecedented challenges for society. The effects on organizations have been drastic and such tough times have demanded new organizational solutions as well as strong and new forms of organizational leadership. Leadership scholars have accelerated their research efforts in the quest to identify what is needed to lead in these uncertain times. In this paper, we adopt a bibliometric review to unravel the emerging trends in leadership research in the wake of the COVID-19 pandemic, and in doing so, identify commonalities and divergences in these themes with respect to leadership approaches and assess potential avenues for future research. The findings reveal that research on the topic has emerged along six main clusters: (1) leadership and employee health during pandemic times, (2) public leadership, (3) leadership in health care, (4) leadership and diversity, (5) educational leadership, and (6) leadership and persuasive communication. The findings reveal that across these clusters, the pandemic has sparked research on leadership approaches that deal with change and uncertainty as well as those that are less hierarchical and person centered in nature. We also notice a novel attention to context. Rather than “new kids on the block,” these trends are largely continuations of established leadership theories and approaches that see their particular importance increase in this unprecedented situation. Finally, we outline some distinct avenues for further research with regard to leadership in COVID-19 times.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"29 1","pages":"224 - 232"},"PeriodicalIF":4.8,"publicationDate":"2021-04-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1548051821997406","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44913715","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 : 2021-04-12DOI: 10.1177/1548051821997407
Kalan R. Norris, H. Ghahremani, G. J. Lemoine
Characterized simply as “the absence of leadership,” scholars have generally written off “laissez-faire leadership” as the inaction of poor managers disinterested in their followers and organizational outcomes. In this study, we question whether this simple understanding of the construct is always true, arguing that delegation, a conceivably positive behavior, is sometimes perceived as laissez-faire leadership by subordinates. We examine how perceived leader competence and subordinate gender determine how delegation affects perceptions of laissez-faire leadership and, indirectly, dysfunctional subordinate resistance. Our test of this model reveals a significant three-way interaction between delegation, perceived leader competence, and gender in influencing perceptions of laissez-faire leadership and dysfunctional resistance. We conclude that laissez-faire leadership is a more complex phenomenon than is often assumed in research. The theoretical and practical implications of these findings are discussed in this study.
{"title":"Is it Laissez-Faire Leadership or Delegation? A Deeper Examination of an Over-Simplified Leadership Phenomenon","authors":"Kalan R. Norris, H. Ghahremani, G. J. Lemoine","doi":"10.1177/1548051821997407","DOIUrl":"https://doi.org/10.1177/1548051821997407","url":null,"abstract":"Characterized simply as “the absence of leadership,” scholars have generally written off “laissez-faire leadership” as the inaction of poor managers disinterested in their followers and organizational outcomes. In this study, we question whether this simple understanding of the construct is always true, arguing that delegation, a conceivably positive behavior, is sometimes perceived as laissez-faire leadership by subordinates. We examine how perceived leader competence and subordinate gender determine how delegation affects perceptions of laissez-faire leadership and, indirectly, dysfunctional subordinate resistance. Our test of this model reveals a significant three-way interaction between delegation, perceived leader competence, and gender in influencing perceptions of laissez-faire leadership and dysfunctional resistance. We conclude that laissez-faire leadership is a more complex phenomenon than is often assumed in research. The theoretical and practical implications of these findings are discussed in this study.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"322 - 339"},"PeriodicalIF":4.8,"publicationDate":"2021-04-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1548051821997407","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45565447","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 : 2021-04-08DOI: 10.1177/15480518211005455
M. Crossan, C. Ellis, Corey Crossan
Leader character has emerged as a critical foundation for leadership. In spite of the view that leader character can be developed, there has been limited holistic attention to what it takes to develop character. Character requires conscious development, and that conscious development not only requires an understanding of what character is, but how the anatomy of character enables and inhibits character development and expression. By anatomy, we refer to the four underlying anatomical systems—physiology, affect, behavior, and cognition (PABC)—that function independently, and in an interrelated manner, to support the development of character. For illustration, we offer the practice of listening to music as a means to develop character, highlighting the links between the PABC systems and character development.
{"title":"Towards a Model of Leader Character Development: Insights From Anatomy and Music Therapy","authors":"M. Crossan, C. Ellis, Corey Crossan","doi":"10.1177/15480518211005455","DOIUrl":"https://doi.org/10.1177/15480518211005455","url":null,"abstract":"Leader character has emerged as a critical foundation for leadership. In spite of the view that leader character can be developed, there has been limited holistic attention to what it takes to develop character. Character requires conscious development, and that conscious development not only requires an understanding of what character is, but how the anatomy of character enables and inhibits character development and expression. By anatomy, we refer to the four underlying anatomical systems—physiology, affect, behavior, and cognition (PABC)—that function independently, and in an interrelated manner, to support the development of character. For illustration, we offer the practice of listening to music as a means to develop character, highlighting the links between the PABC systems and character development.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"287 - 305"},"PeriodicalIF":4.8,"publicationDate":"2021-04-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15480518211005455","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42007310","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 : 2021-04-05DOI: 10.1177/1548051821997404
C. Shropshire, S. Peterson, Amy L. Bartels, Emily T. Amanatullah, Peggy M. Lee
Scholars and practitioners have offered anecdotal evidence that firms led by female chief executive officers (CEOs) fare better during global recession, perhaps because they take fewer risks. In contrast to commonly held stereotypes that women are more risk averse than men, neither systemic theorizing nor empirical findings support that this popular assumption holds among top organizational leadership. Rather than seeking absolute gender differences in risk aversion, we take a more nuanced approach, considering executive job demands and decision orientation theories to examine underlying psychological mechanisms and economic boundary conditions to gender differences in strategic risk-taking. We test our hypotheses using multiple methods and samples, including an archival study of Fortune 1,000 firms and a survey of CEOs. Our results challenge absolute assumptions of gender risk preferences; rather, we find that female CEOs are less likely to choose risky strategies in a high job demands environment (e.g., economic downturn) due to underlying gender differences in other-orientation.
{"title":"Are Female CEOs Really More Risk Averse? Examining Economic Downturn and Other-Orientation","authors":"C. Shropshire, S. Peterson, Amy L. Bartels, Emily T. Amanatullah, Peggy M. Lee","doi":"10.1177/1548051821997404","DOIUrl":"https://doi.org/10.1177/1548051821997404","url":null,"abstract":"Scholars and practitioners have offered anecdotal evidence that firms led by female chief executive officers (CEOs) fare better during global recession, perhaps because they take fewer risks. In contrast to commonly held stereotypes that women are more risk averse than men, neither systemic theorizing nor empirical findings support that this popular assumption holds among top organizational leadership. Rather than seeking absolute gender differences in risk aversion, we take a more nuanced approach, considering executive job demands and decision orientation theories to examine underlying psychological mechanisms and economic boundary conditions to gender differences in strategic risk-taking. We test our hypotheses using multiple methods and samples, including an archival study of Fortune 1,000 firms and a survey of CEOs. Our results challenge absolute assumptions of gender risk preferences; rather, we find that female CEOs are less likely to choose risky strategies in a high job demands environment (e.g., economic downturn) due to underlying gender differences in other-orientation.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"185 - 206"},"PeriodicalIF":4.8,"publicationDate":"2021-04-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1548051821997404","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41871122","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 : 2021-04-01DOI: 10.1177/15480518211005452
Michael E. Palanski, J. S. Thomas, M. Hammond, G. V. Lester, Rachel Clapp-Smith
This research presents a cross-domain exploration of leader identity. Drawing from theory about multidomain leader development and leader identity social processes, we examine how endorsement as a leader by those internal and external to work can impact an individual's own self-internalized sense of identity as a leader at work. Specifically, we examine how the collective endorsement of one's leader identity by family and friends in addition to work colleagues (managers, peers, and direct reports) influences the individual’s own self-internalized sense of identity as a leader at work. We also examine the relationship of the individual’s self-internalized sense of identity as a leader at work to enacted transformational leadership and contingent reward behaviors as rated by colleagues in the work domain. Data from a multisource and multidomain 360° evaluation of 256 leaders by 3,255 raters in the United States and Ireland provide support for the hypothesized relationships. Implications for theory and practice are discussed.
{"title":"Being a Leader and Doing Leadership: The Cross-domain Impact of Family and Friends on Leader Identity and Leader Behaviors at Work","authors":"Michael E. Palanski, J. S. Thomas, M. Hammond, G. V. Lester, Rachel Clapp-Smith","doi":"10.1177/15480518211005452","DOIUrl":"https://doi.org/10.1177/15480518211005452","url":null,"abstract":"This research presents a cross-domain exploration of leader identity. Drawing from theory about multidomain leader development and leader identity social processes, we examine how endorsement as a leader by those internal and external to work can impact an individual's own self-internalized sense of identity as a leader at work. Specifically, we examine how the collective endorsement of one's leader identity by family and friends in addition to work colleagues (managers, peers, and direct reports) influences the individual’s own self-internalized sense of identity as a leader at work. We also examine the relationship of the individual’s self-internalized sense of identity as a leader at work to enacted transformational leadership and contingent reward behaviors as rated by colleagues in the work domain. Data from a multisource and multidomain 360° evaluation of 256 leaders by 3,255 raters in the United States and Ireland provide support for the hypothesized relationships. Implications for theory and practice are discussed.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"273 - 286"},"PeriodicalIF":4.8,"publicationDate":"2021-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15480518211005452","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43289963","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 : 2021-04-01DOI: 10.1177/15480518211005464
Canh Minh Nguyen, Lu Zhang, David A. Morand
This study explores the psychological mechanism underlying and the boundary conditions affecting the relationship between managers’ unethical pro-organizational behavior (UPB) and subordinates’ willingness to engage in UPB. Drawing upon social learning and social cognitive theories, employee moral disengagement was predicted to mediate the relationship between managers’ UPB and employees’ UPB willingness; in addition, the moderating roles of both leader–member exchange and ethical relativism were investigated within this relationship. The results, based on 29 managers and 200 subordinates in Vietnam, supported the proposed mediation model. The findings further indicated that leader–member exchange augmented the positive relationship between managers’ UPB and employee moral disengagement, whereas employee ethical relativism weakened the positive relationship between moral disengagement and employees’ UPB willingness. By elucidating the underlying mechanism and boundary conditions, our findings offer an empirical basis for considering managers’ UPB as a critical antecedent to employees’ willingness to engage in UPB and also inform effective intervention approaches for organizations to constrain UPB.
{"title":"Unethical Pro-organizational Behavior: A Moderated Mediational Model of Its Transmission From Managers to Employees","authors":"Canh Minh Nguyen, Lu Zhang, David A. Morand","doi":"10.1177/15480518211005464","DOIUrl":"https://doi.org/10.1177/15480518211005464","url":null,"abstract":"This study explores the psychological mechanism underlying and the boundary conditions affecting the relationship between managers’ unethical pro-organizational behavior (UPB) and subordinates’ willingness to engage in UPB. Drawing upon social learning and social cognitive theories, employee moral disengagement was predicted to mediate the relationship between managers’ UPB and employees’ UPB willingness; in addition, the moderating roles of both leader–member exchange and ethical relativism were investigated within this relationship. The results, based on 29 managers and 200 subordinates in Vietnam, supported the proposed mediation model. The findings further indicated that leader–member exchange augmented the positive relationship between managers’ UPB and employee moral disengagement, whereas employee ethical relativism weakened the positive relationship between moral disengagement and employees’ UPB willingness. By elucidating the underlying mechanism and boundary conditions, our findings offer an empirical basis for considering managers’ UPB as a critical antecedent to employees’ willingness to engage in UPB and also inform effective intervention approaches for organizations to constrain UPB.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"379 - 393"},"PeriodicalIF":4.8,"publicationDate":"2021-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15480518211005464","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42541123","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 : 2021-03-30DOI: 10.1177/15480518211005463
Benjamin A. Korman, Christian Tröster, S. Giessner
We investigated the turnover intentions of employees who perceive that they are being treated with more or less abusive supervision than their coworkers. We call this incongruent abusive supervision. Our findings support our theory that employees associate incongruent abusive supervision with the anticipation of social exclusion from their coworkers. Furthermore, this appraisal of social exclusion threat is associated with feelings of shame, which, in turn, increase turnover intentions. Two experimental vignettes provide support for our theoretical model. These findings demonstrate the effect that incongruent abusive supervision has on employees’ reactions to abusive supervision and introduces shame as an emotional mechanism important for understanding employee responses to supervisor abuse both when they are singled out for abuse and when they are spared abuse while their coworkers are not.
{"title":"The Consequences of Incongruent Abusive Supervision: Anticipation of Social Exclusion, Shame, and Turnover Intentions","authors":"Benjamin A. Korman, Christian Tröster, S. Giessner","doi":"10.1177/15480518211005463","DOIUrl":"https://doi.org/10.1177/15480518211005463","url":null,"abstract":"We investigated the turnover intentions of employees who perceive that they are being treated with more or less abusive supervision than their coworkers. We call this incongruent abusive supervision. Our findings support our theory that employees associate incongruent abusive supervision with the anticipation of social exclusion from their coworkers. Furthermore, this appraisal of social exclusion threat is associated with feelings of shame, which, in turn, increase turnover intentions. Two experimental vignettes provide support for our theoretical model. These findings demonstrate the effect that incongruent abusive supervision has on employees’ reactions to abusive supervision and introduces shame as an emotional mechanism important for understanding employee responses to supervisor abuse both when they are singled out for abuse and when they are spared abuse while their coworkers are not.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"306 - 321"},"PeriodicalIF":4.8,"publicationDate":"2021-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15480518211005463","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45534420","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 : 2021-03-30DOI: 10.1177/15480518211005449
Ayesha Arshad, Peter Y. T. Sun, F. Desmarais
Several studies have explored why employees leave their organization in the face of abusive supervision. However, there is a lack of research on what makes employees continue with employment despite being affected by abusive supervision. This study responds to the calls made to analyze multiple mechanisms that employees use to cope with abusive supervision. It addresses this gap by examining employees’ psychological and social resources that can mitigate the effects of abusive supervision. We specifically consider employee psychological and structural empowerment, as well as resilience and workplace friendship. This is a time-lagged study using a sample of 146 postgraduate students who have a minimum of 2 years of work experience. Utilizing the tenets of conservation of resources theory, we find that damage to psychological empowerment plays a significant role in diminishing the work engagement and creativity of employees, as compared to structural empowerment. We also find that workplace friendship plays a significant role in weakening the damaging effects of abusive supervision on structural empowerment. Future studies should consider other psychological and social mechanisms that can mitigate the effects of abusive supervision. Moreover, organizations should work toward developing a culture of sharing and support between coworkers.
{"title":"Abusive Supervision and Employee Empowerment: The Moderating Role of Resilience and Workplace Friendship","authors":"Ayesha Arshad, Peter Y. T. Sun, F. Desmarais","doi":"10.1177/15480518211005449","DOIUrl":"https://doi.org/10.1177/15480518211005449","url":null,"abstract":"Several studies have explored why employees leave their organization in the face of abusive supervision. However, there is a lack of research on what makes employees continue with employment despite being affected by abusive supervision. This study responds to the calls made to analyze multiple mechanisms that employees use to cope with abusive supervision. It addresses this gap by examining employees’ psychological and social resources that can mitigate the effects of abusive supervision. We specifically consider employee psychological and structural empowerment, as well as resilience and workplace friendship. This is a time-lagged study using a sample of 146 postgraduate students who have a minimum of 2 years of work experience. Utilizing the tenets of conservation of resources theory, we find that damage to psychological empowerment plays a significant role in diminishing the work engagement and creativity of employees, as compared to structural empowerment. We also find that workplace friendship plays a significant role in weakening the damaging effects of abusive supervision on structural empowerment. Future studies should consider other psychological and social mechanisms that can mitigate the effects of abusive supervision. Moreover, organizations should work toward developing a culture of sharing and support between coworkers.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"479 - 494"},"PeriodicalIF":4.8,"publicationDate":"2021-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15480518211005449","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46927858","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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