Search

This research presents a comprehensive review and meta-analysis of literature to examine the impact of various leadership styles on organizational adaptive performance (AP). AP is essential for job performance, especially in environments undergoing rapid changes. Previous reviews on AP found that transformational and self-leadership had had a positive influence on job adaptivity, while the relationship between other leadership styles and AP had not been clear. First, authors outlined the theoretical framework of AP and leadership, clarifying how job adaptivity and the different leadership styles are defined and discussed in the scientific literature. Subsequently four scientific databases were explored to identify studies that investigate the Leadership and AP' relationship. 32 scientific articles and 2 conference papers were investigated for review, of which 31 were used to conduct a meta-analysis; 52 different effect sizes from 32 samples were identified for a total sample size of 11.640 people. Qualitative synthesis revealed that the influence of different leadership styles on AP depended on contextual variables and on aspects related to the nature of the work. Moreover, it was found that leadership supported AP through motivational and relational aspects. Through this meta-analysis, it was found that a significant positive relationship between leadership and AP existed (Zr =.39, SE =.04, p <.001. 95%CI [.32,.47], r =.37). However, no differences emerged from the different leadership styles examined in the studies. This review deepens the importance of leadership as organizational factor that affect the employees' likelihood of dealing with continuously emergent changes at work, extended the search to emerging leadership approaches to highlight the value of collective contributions, ethics, and moral and sustainable elements that could positively affect AP. [ABSTRACT FROM AUTHOR]

Despite comprehensive insights on favourable outcomes of authentic leadership for followers, there is a limited understanding about boundary conditions of authentic leadership. Leaders' decreased well-being (i.e. high trait emotional irritation and low trait work engagement) or inconsistency in authentic leadership may attenuate the relation between authentic leadership and follower well-being (i.e. emotional irritation and work engagement). We tested these assumptions using a daily diary study design over five consecutive working days with a sample of 64 leaders and 162 followers. We found partial support for the cross-level moderation of authentic leadership inconsistency across these five days, as daily authentic leadership was related to daily work engagement (but not emotional irritation) of followers, when authentic leadership inconsistency was low. Contrary to our predictions, neither high leader trait emotional irritation nor low leader trait work engagement attenuated the relation between daily authentic leadership and daily follower well-being. The results point out to the importance of consistency in authentic leadership behaviour. However, leaders do not need to be overly concerned about negative consequences for followers when they lead authentically while having a reduced trait well-being. [ABSTRACT FROM AUTHOR]

Purpose: Based on the trait activation theory, the current study systematically integrates how autonomy interacts with proactivity to influence the relationship between ethical leadership style and employee creativity. Design/methodology/approach: Using simple random sampling and questionnaires, a sample of 475 engineering employees of 3 leading telecommunication companies in Ghana were obtained. The analysis was done using structured equation modeling (SEM), using SmartPLS. Findings: The results showed that ethical leadership style provides employees with job autonomy which facilitates individual creativity. Employee proactivity also moderates a positive relationship between autonomy and creativity such that high-proactive employees are well placed to produce more creative outcomes when given autonomy. At the individual level, personal characteristics determine the degree of creativity. Practical implications: The current study implies that telecommunication companies should put in more efforts to train and encourage leaders to be ethical in leaders' dealings with employees and employees must be rewarded for taking initiative. Originality/value: With a focus on the integrative approach from a developing economy, this work is novel in exploring how contextual and personal features impact creativity. [ABSTRACT FROM AUTHOR]

Purpose: This study is designed to bridge a gap in the existing leadership communication literature by delving into lesser-explored facets of the field. It particularly concentrates on investigating how the verbal aggressiveness of supervisors influences various aspects of the workplace, including workplace emotional culture, the quality of employee–organization relationships (EORs) and the prevalence of counterproductive work behaviors (CWB). Design/methodology/approach: This study employed a quantitative research design to investigate the impact of supervisors' verbal aggressiveness on employee and organizational outcomes. The data were collected from 392 full-time employees across various organizations and industries in the USA using a self-report questionnaire. The researchers used structural equation modeling (SEM) to analyze the data and test hypotheses. Findings: The findings of this study showed that supervisors' verbal aggressiveness had a significant positive association with negative emotional culture and employee CWB. However, it had no direct impact on employee–organization relationships. The effect of supervisor verbal aggressiveness on employee CWB was found to be mediated by a negative team-level emotional culture. Originality/value: This study advances the literature on leadership communication by highlighting the detrimental influence of the dark side of leadership communication. More specifically, by identifying negative emotional culture and employee CWB as the direct outcomes of supervisor verbal aggressiveness, the authors add to the existing theoretical knowledge on verbal aggressiveness in the workplace. Additionally, this study provides empirical evidence of the impact of a negative emotional culture on eliciting employees' CWBs and diminishing relationship quality, adding to the body of knowledge on why managing emotional culture is crucial for organizations and workgroups. [ABSTRACT FROM AUTHOR]

In recent years, there has been an upswing in the research on cyber incivility and its impact on individuals and organizations. Despite its negative consequences, cyber incivility has become increasingly common in the workplace as an increasing number of employees use technology to communicate. This study investigated the impact of cyber incivility on the service innovation of Jordanian hotel workers and the mediating effects of leadership change. A comprehensive survey involving employees of Jordanian hotels was conducted, and responses were subjected to structural equation modeling analysis using Smart PLS 4.0 software. The analysis reveals that cyber incivility has a significant negative direct impact on service innovation, while transformational leadership demonstrates a positive and significant direct effect on service innovation. Additionally, the mediating role of transformational leadership in the relationship between cyber incivility and service innovation is negative and significant (b =2.171, r= 0.000), emphasizing its crucial contribution to mitigating the adverse effects of cyber incivility on service innovation in the hotel industry. These findings have important implications for hotel managers seeking to improve their employees' service innovation and mitigate the negative effects of cyber incivility. [ABSTRACT FROM AUTHOR]

Many workers experience organization dysfunction stemming from leaders. Yet organization members have limited responses; they can directly or indirectly confront senior leaders, engage individual stress coping strategies, or leave the organization. We offer another response by theorizing auxiliary routines as behavioral sequences through which multiple actors coordinate responses to complex and enduring socio emotional dynamics that threaten to undermine the enactment of standard operating task routines. Through a qualitative, inductive study of a consulting firm, we delimit three auxiliary routines--absorption, dissemination, and differentiation--through which people navigate between the destructiveness of organizational toxicity and the need to perform given roles and tasks. We illustrate how these routines emerged in response to role and psychological diminishment originating from senior leaders, how the routines helped manage and sometimes perpetuate diminishment, and the consequences for individuals' personal agency and the organization as a whole. In doing so, we contribute to knowledge about coping with toxic organizational conditions and on routines as a facet of emotional capability in organizations. [ABSTRACT FROM AUTHOR]

Purpose: Recent academic work on leadership has focused largely on organizational leadership. This study takes a close look at political leadership, especially that given to popular movements, and delineates a new model of transformational leadership. Design/methodology/approach: The current study borrows models from organizational leadership research and applies them to a specific case study to reveal critical concepts underlying transformational leadership. Application of these models to Bangladesh's founding father, Bangabandhu Sheikh Mujibur Rahman, during the two decades of the 1950 and 1960s, shows potential for a new flexible framework for transformational leadership with added significance on leader–follower relatedness, socio-historical context and charisma. Findings: This study presents clear evidence on the nature of leadership in popular movements and using a specific case study elucidates that movements pick leaders who meet distinct criteria specific to the movement, including a vision that resounds with key follower-groups and prototypicality. Research limitations/implications: This study presents a new lens under which political and popular leadership can be studied, focusing away from person, political party or rational choice and voting behavior-based ideas of political leadership. Originality/value: The findings reveal the importance of seeking new ways to fit leadership theory with burgeoning social phenomenon. [ABSTRACT FROM AUTHOR]

Purpose: Employee's service innovative behavior lays the groundwork for bottom-up innovation and ongoing service improvement in service firms. Therefore, it is vital for service organizations to understand the antecedents of employees service innovative behavior. Drawing upon the social cognitive theory, this study aims to develop a research model that examines the effects of ethical and entrepreneurial leadership on service innovative behavior. Design/methodology/approach: Data were collected from 178 managers and 415 employees working in 178 small- and medium-sized (SME) hotels in Vietnam. Findings: The findings showed that ethical leadership has direct and indirect effects on service innovative behavior, while entrepreneurial leadership only influences service innovative behavior via intrinsic motivation. In addition, trust in leader moderates the effect of intrinsic motivation on service innovative behavior Research limitations/implications: The study advances current scholarly research on leadership by combining the two areas of entrepreneurial and ethical leadership into one theoretical model and examines how these leadership styles generate hospitality employees' service innovative behavior through the mediating effect of intrinsic motivation and the moderating effect of trust in leader. Practical implications: The findings of this research offer significant implications for SME hotels and their managers. In their recruitment processes, hotels should search for particular personality traits, which have been found to predict ethical and entrepreneurial leadership. Hospitality firms also need to encourage communication between leaders and co-workers to enhance employees' intrinsic motivation. Originality/value: There are calls for research to examine whether both entrepreneurial and ethical leadership styles can be integrated to enhance employees' positive outcomes. Evidence about the mechanism linking entrepreneurial and ethical leadership to service innovative behavior is limited. With this stated, the current study makes significant contribution to leadership and innovation literature by filling in these voids. [ABSTRACT FROM AUTHOR]

Focusing on job characteristics, this study examined the double-sided effect of empowering leadership on constructive voice behavior. We obtained and analyzed a total of 294 questionnaire responses from pairs of subordinates and supervisors in various industries in Korea. The results supported our hypotheses that task significance and task overload partially mediate the relationship between empowering leadership and constructive voice behavior. Specifically, we found that empowering leadership can promote constructive voice behavior by inducing a recognition of task significance and can suppress constructive voice behavior by causing task overload. These results confirm that empowering leadership indirectly influences constructive voice behavior through job characteristics. These findings have important theoretical and practical implications and highlight directions for future research. [ABSTRACT FROM AUTHOR]

Appearing self‐confident is instrumental for progressing at work. However, little is known about what makes individuals appear self‐confident at work. We draw on attribution and social perceptions literature to theorize about both antecedents and consequences of appearing self‐confident for men and women in male‐dominated professions. We suggest that performance is one determinant of whether individuals are seen as confident at work and that this effect is moderated by gender. We further propose that self‐confidence appearance increases the extent to which individuals exert influence in their organizations. However, for women, appearing self‐confident is not enough to gain influence. In contrast to men, women in addition are “required” to be prosocially oriented. Multisource, time‐lag data from a technological company showed that performance had a positive effect on self‐confidence appearance for both men and women. However, the effect of self‐confidence appearance on organizational influence was moderated by gender and prosocial orientation, as predicted. Through self‐confidence appearance, job performance directly enabled men to exert influence in their organization. In contrast, high‐performing women gained influence only when their self‐confidence appearance was coupled with prosocial orientation. Our results have practical implications for gender equality and leadership. They suggest that HR and senior management should play a key role in building more diversity‐friendly organizations. In particular, ensuring that the same job requirements—explicit and implicit—are applied to both female and male employees is crucial for fair individual outcomes in organizations. [ABSTRACT FROM AUTHOR]

Aims: This study investigates the effects of ethical climate and innovative culture on the hospital nurses' job performance and innovative behaviour with the mediating factor of psychological empowerment. Background: Hospital nurses have an opportunity to embrace innovative behaviours and increase their performance through a positive ethical climate and innovative culture. Understanding nurses' psychological empowerment in the workspace context that impacts innovation has not been a focus for hospital leadership. Methods: A cross‐sectional study based on a questionnaire design was used for data collection and analysis. The data are collected through a voluntary survey—selected by a convenience sampling method—of 393 nurses from University Hospital. The Structural Equation Model and Bootstrap method test the study's hypotheses. A STROBE checklist was used for reporting. Results: Ethical climate and innovative culture predict job performance and innovative behaviour with the mediating role of psychological empowerment. Moreover, psychological empowerment decreases the predictive power of ethical climate and innovative culture separately but increases the nurses' job performance and innovative culture. Conclusions: Ethical climate and innovative culture significantly positively affect job performance and innovative behaviour. Additionally, the mediating effect of psychological empowerment increases job performance and innovative behaviour more than the effects of ethical climate and innovative culture. Implications for Nursing Management: Nurses need to be prepared to practice safely, accurately and compassionately by translating moral values into rules of the nursing profession, where innovation increases at an astonishing rate. Nurse leaders and hospital managers should establish ethical norms as the consensus of ultimate criteria of validity of the rational analysis of tasks or particular nursing practice concepts, with an innovative culture by empowering nurses exceedingly in their workplace. [ABSTRACT FROM AUTHOR]

Leader distance theory has received scant empirical attention in the extant literature; however, the "work from home" orders associated with COVID‐19 have made this theory and its empirical findings highly relevant for organizations. Our study integrates leader distance theory and followership theory to understand how follower role beliefs affect follower effort, performance, and withdrawal under physical leader distance and varying conditions of leader interaction frequency. Using a three‐wave survey methodology with 260 adults working remotely, our study finds that followers' levels of effort, performance, and withdrawal were contingent on leader interaction frequency. Specifically, followers with a coproduction role orientation, who see their role as more collaborative, reported higher levels of effort under conditions of high leader interaction. Furthermore, the indirect effect of coproduction on follower performance and withdrawal via effort was moderated by leader interaction frequency. The results for followers with passive role orientations, however, were in the opposite direction. These followers reported less effort when leader interaction was high, and the mediational chain predicting performance and withdrawal was contingent on leader interaction frequency. Our study contributes to the ongoing conversation about the positive and negative effects of leader distance and positions followership characteristics as important boundary conditions of distal leadership. [ABSTRACT FROM AUTHOR]

Purpose: The main purpose of this paper is to test the relationship between leadership competencies and effectiveness, with constraints as a mediating variable, and to introduce the main assumptions of the Bounded Leadership Model (BLM). Design/methodology/approach: The total sample included 242 leaders in a top managerial position. Data were collected directly from leaders via self-reports. In total, five hypotheses were formed which related to the relationship between leadership competencies and effectiveness and the role of constraints. Hypotheses were tested by analysing several regression models and mediation effects. Moreover, internal consistency and construct validity were assessed by calculating Cronbach's alpha and assessing the intercorrelations between study variables. Findings: The study results demonstrate that leader's competencies are positively related to leadership effectiveness. The authors also found an indirect effect of leadership competencies on effectiveness via constraints. Overall, it can be concluded that the scales included in the BLM have satisfactory reliability and validity indicators. Practical implications: The paper examined the relationship between leadership competencies and effectiveness with constraints as a mediator. Moreover, it introduces the BLM which takes a broader view on leadership and includes variables that seem to play an important role in leaders' adjustment and success. These findings can be applied in different training processes and also in assessment and development centres to serve as a facilitator in the process of enhancing leadership competencies and effectiveness and in overcoming leadership constraints. Originality/value: The study overcomes previous research limitations because it offers a selection of leadership competencies that play an important role in leadership effectiveness, as well as may serve as a potential facilitator in the process of overcoming individual constraints. This knowledge can be used for future research and practical purposes. [ABSTRACT FROM AUTHOR]

Since seminal meta-analytical work in 2006 we have witnessed burgeoning research on ethical climates. This article offers a comprehensive review of literature examining the antecedents and outcomes of ethical climates over the last decade, as well as moderators of the relationship between ethical climates and other variables. Based on the review, an agenda for future research is also presented. In addition to highlighting the potential for incorporating alternative theoretical perspectives such as situational strength theory, trait-activation theory, social information processing theory, and institutional theory to better our understanding of ethical climates, this article highlights the need for future research to incorporate a dynamic perspective to study ethical climates, examine the curvilinear effects of ethical climates on work outcomes, extend the study of ethical climates to different levels of the organization, and examine the effects of culture on ethical climates. [ABSTRACT FROM AUTHOR]

Evaluation of leadership as a necessary component to reform sport could be critical to fostering a more ethical climate and reducing the frequency and severity of ethical improprieties within this context. However, limited research has examined the relationship between leadership and ethical climate. Servant leadership, due to its ethical component and people-centered focus, is a leadership approach that may best support development of an ethical climate. The purpose of this study was to explore the influence of servant leadership on perceptions of an ethical climate in intercollegiate athletic departments, with an examination of how trust and perceptions of organizational justice indirectly influence the relationship between servant leadership and perceptions of an ethical climate. Findings indicated that servant leadership was directly related to trust in leadership and perceptions of an ethical climate. Further, both trust in the leader and procedural justice indirectly influenced the relationship between servant leadership and ethical climate. [ABSTRACT FROM AUTHOR]

Copyright of Itobiad: Journal of the Human & Social Science Researches / İnsan ve Toplum Bilimleri Araştırmaları Dergisi is the property of Itobiad: Journal of the Human & Social Science Researches and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The Problem: Dr. Martin Luther King Jr, and other Black men (and women) successfully used servant leadership to advance U.S. civil rights. Yet, the value of these leadership practices among Black men in contemporary workplaces is not known. The decision to lead may be based upon one's leadership self-efficacy and influenced by community and as Black men prioritize social justice and developing others, they may be servant leaders. While engaged, the role of microaggression on engagement has not been studied. Thus, research is needed on Black male leadership. The Solution: This study examined whether Black men possess the antecedent of leadership efficacy, demonstrate servant leadership, experience the outcome of engagement, and microaggressions, whether microaggressions mediated and decreased their engagement, and did socio-identities function as a moderator. Using cross-sectional survey methodology, a confirmatory factor analysis and a causal model was conducted along with a post hoc ANOVA. Black men leaders were about a third of the sample (n = 364). The structural equation modeling revealed the significant findings that leadership efficacy predicted servant leadership, servant leadership predicted engagement, and, microaggressions partially mediated engagement. Socio-identities did moderate leadership efficacy, engagement, and microaggressions but not servant leadership and the overall measurement model. The Stakeholders: This study benefits HRD and other scholars and practitioners who study leadership including those with intersecting identities—African American men. [ABSTRACT FROM AUTHOR]

The present study was conducted to explore the association between abusive supervision and ethical leadership and employees' use of workplace impression management (IM) behavior. We investigated five assertive and three defensive IM behaviors and distinguished between IM directed at supervisors versus coworkers. Analysis of data from 288 working adults suggests that self-promotion, exemplification, and apologies were more frequently directed toward supervisors, while supplication, intimidation, ingratiation, and excuses were more frequently directed toward coworkers. Abusive supervision was associated with increased self-promotion, supplication, exemplification, intimidation, justifications, and excuses. Ethical leadership was associated with reduced intimidation, justifications, and excuses. Leader role modeling was a moderator strengthening the positive association between abusive supervision and supplication, intimidation, and excuses, while strengthening the negative association between ethical supervision and excuses. These findings and their implications are discussed. [ABSTRACT FROM AUTHOR]

The transformative power of compassion is critical to leader performance and has garnered increasing interest in business settings. Despite substantive contributions toward the conceptual understanding of compassion, prior empirical work on the relationship between compassion and leader performance is relatively limited. This article presents compassionate leader behavior as a conceptualization of a new leadership construct. A two‐stage, sequential, and equal status mixed method research design was utilized to develop and validate a measure of compassionate leadership. Study 1 used a phenomenological approach to understand how leaders engage with compassion and how their experiences and behaviors associated with compassion affect performance within the context of their leadership. Findings indicated that when leaders focused on compassionate behaviors during routine and focal events in the organization, six distinctive themes—integrity, empathy, accountability, authenticity, presence, and dignity—emerged as individual‐level building blocks of compassionate leadership behavior. In Study 2, we developed and validated a Compassionate Leader Behavior Index (CLBI) based on the six emergent behaviors and found general support for compassionate leadership for both practice and research. Implications of study findings and directions for future research in human resource development (HRD) are discussed. [ABSTRACT FROM AUTHOR]

Our paper aims to illustrate the importance and challenges of kindness management and leadership in the humanitarian aid mission experienced by the Israeli Delegation to Cebu 2013 in the context that the Typhoon Haiyan hit the Philippines in November 2013. Using the case study method that reflects the personal and professional experience of the first author of the paper, in her professional position as a head nurse, we highlight the different facets of kindness management application. [ABSTRACT FROM AUTHOR]

Even when leaders exhibit desirable leadership styles, the effectiveness of their behaviors on organizational outcomes may be influenced by the structural distance between them and their followers. Nonetheless, previous empirical research on the relationships between leadership styles and outcomes has largely ignored the role of leader distance in public administration. Using panel data drawn from the US federal government, this study explores how transformational and transactional leadership styles affect employee turnover behavior and how span of control as a proxy for leader distance moderates those relationships. The statistical results indicate that transformational leadership is negatively related to turnover behavior, whereas transactional leadership is positively related to turnover behavior. Further analysis shows that span of control significantly moderates the relationships between the two leadership styles and employee turnover behavior such that organizations benefit more from transformational leaders with a broad span of control than from those with a narrow span of control. Conversely, transactional leaders with a narrow span of control are better at reducing turnover than those with a broad span of control. The implications and contributions of these results for public administration are discussed. [ABSTRACT FROM AUTHOR]

A number of studies have shown that trust in leadership improves the attitudes and behaviors of members and contributes to organizational effectiveness. Empirical research is lacking, however, on what factors lead to trust in leadership within fire departments. Employing an original survey instrument, this study explores the determinants of trust in leadership within a west coast fire department across two leadership referents (direct versus senior leaders). Findings emerging from this study show that fire departmental personnel trust leaders that (1) form social exchange relationships with members based on emotional support, (2) they perceive as competent, and (3) that demonstrate cooperative behaviors. These findings suggest that training leaders on the importance of relationships can build higher trust levels in fire departments. [ABSTRACT FROM AUTHOR]

Purpose The purpose of this paper is to explore the Chinese leader–follower interaction model in school cases considering followers' effect at varying social distances.Design/methodology/approach This study uses a case study approach.Findings First, Chinese leader–follower interactions in school cases are flexible in practice. Second, within leader–follower flexible interactions, contradictory perceptions and field-of-work consciousness foster different behavior choices between leaders and followers. Third, perceptions concerning the proximity of leaders to followers are positively influenced in relation to hierarchical distinctions and negatively influenced owing to private connections. Finally, the perceived leader distance of leaders from followers further influences the contradictory perceptions and field-of-work consciousness of leaders and followers and positively influences the degree of flexible leader–follower interaction.Research limitations/implications This study examined a single institution; hence, results may have been influenced by school-specific features and conditions. Future research should study more organizations to explore whether their unique characteristics and contexts could affect leader–follower interactions, thus providing more generalized and universally applicable conclusions.Originality/value First, this study proposed a leader–follower flexible interaction model in school cases and the concepts of field-of-work consciousness and contradictory perceptions, exploring the active effects of followers in the leadership process to offer guidance toward better understanding the leadership process. Second, it was found that private connections between leaders and followers, as well as hierarchical differences, influenced the perceptions of both leaders and followers concerning leader distance in a Chinese context, and the influence of leader distance on leader–follower interactions was also analyzed. [ABSTRACT FROM AUTHOR]

This study investigates the effect of empowering behavior of leader on followers' proactive behavior. It was also proposed that such an effect will be mediated by psychological empowerment, whereas, leader-follower distance was proposed to inversely moderate the direct effect of empowering leadership. The setting for this study was the Hospitality industry in Pakistan. Survey data was collected from managerial level employees working in hotels in Islamabad and Lahore, Pakistan. Dyadic data were gathered from 311 1-1 supervisor-subordinate dyads. Data were analyzed in two steps. First, the measurement model was assessed for reliability and validity. Common method variance was assessed with the help of common latent factor method. Second, direct and indirect effects were tested using structural regression. Test of moderation was performed using Process Macro in SPSS. Results show that empowering leadership had a significant effect on proactive behavior. The effect of empowering leadership was partially mediated by psychological empowerment. It was found that leader-follower distance had an inverse moderating effect. In the end, implications for theory and practice have been discussed. [ABSTRACT FROM AUTHOR]

Purpose The aim of this paper is to present a model of the moderating role of emotional self-leadership on the cognitive conflict–affective conflict relationship and their effect on work team decision quality.Design/methodology/approach This paper draws upon extant theoretical and empirical research on the conflict, leadership and emotions literature works to argue for the role of emotional self-leadership as a boundary condition of the intra-team conflict–work team decision quality relationship.Findings Key to understanding why cognitive conflict sometimes leads to improved decision quality and sometimes it does not is the role of emotional self-leadership. Through emotional self-leadership, team members can actively anticipate, guide and focus their emotional responses to cognitive conflict and reduce their experience of affective conflict, improving team decision quality.Research limitations/implications Identifying and explaining the moderating role of emotional self-leadership represents important progress for reframing emotion regulation and emotional intelligence into a new theoretical lens that may yield more meaningful insights into self-managed teams’ research. If empirically supported, this moderating effect would help explain the contradictory results obtained in prior empirical studies.Practical implications Practitioners can diminish or avoid the negative effect of the type of conflict that lowers work team decision quality and preserve the positive effect of the type of conflict that improves work team decision quality by identifying and implementing ways to improve a work team’s level of collective emotional self-leadership.Originality/value This paper extends the emotions, leadership and conflict literature works into the current research on self-directed work teams’ effectiveness by bringing attention to the moderating role of emotional self-leadership and calls for empirical research on this subject. [ABSTRACT FROM AUTHOR]

This research contributes to an improved understanding of authentic leadership at the work-life interface. We build on conservation of resources theory to develop a leader-follower crossover model of the impact of authentic leadership on followers’ job satisfaction through leaders’ and followers’ work-life balance. The model integrates authentic leadership and crossover literatures to suggest that followers perceive authentic leaders to better balance their professional and private lives, which in turn enables followers to achieve a positive work-life balance, and ultimately makes them more satisfied in their jobs. Data from working adults collected in a correlational field study (N = 121) and an experimental study (N = 154) generally supported indirect effects linking authentic leadership to job satisfaction through work-life balance perceptions. However, both studies highlighted the relevance of followers’ own work-life balance as a mediator more so than the sequence of leaders’ and followers’ work-life balance. We discuss theoretical implications of these findings from a conservation of resources perspective, and emphasize how authentic leadership represents an organizational resource at the work-life interface. We also suggest practical implications of developing authentic leadership in organizations to promote employees’ well-being as well as avenues for future research. [ABSTRACT FROM AUTHOR]

Copyright of Igdir University Journal of Social Sciences / Iğdır Üniversitesi Sosyal Bilimler Dergisi is the property of Igdir University Journal of Social Sciences and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

In this study, we investigated and clarified aspects of the multilevel nature of authentic leadership (AL) and its effects on followers. Specifically, we hypothesized that AL would have distinct effects through both personalized AL, which is a leader’s direct effect on a follower, and through generalized AL, which is a leader’s indirect or group-based effect on a follower as a result of leadership effects among the follower’s coworkers. These hypotheses were consistent with a complete review of the empirical literature on AL’s effects and the results from a sample of leaders and followers working in a large multinational company. The data showed that the two paths of AL’s influence had distinct relationships with follower responses. We discuss the implications of these results, particularly those concerning how to study the multilevel effects of AL. [ABSTRACT FROM AUTHOR]

Safety leadership is an important factor in supporting safety in high-risk industries. This article contends that applying systems-thinking methods to examine safety leadership can support improved learning from incidents. A case study analysis was undertaken of a large-scale mining landslide incident in which no injuries or fatalities were incurred. A multi-method approach was adopted, in which the Critical Decision Method, Rasmussen’s Risk Management Framework and Accimap method were applied to examine the safety leadership decisions and actions which enabled the safe outcome. The approach enabled Rasmussen’s predictions regarding safety and performance to be examined in the safety leadership context, with findings demonstrating the distribution of safety leadership across leader and system levels, and the presence of vertical integration as key to supporting the successful safety outcome. In doing so, the findings also demonstrate the usefulness of applying systems-thinking methods to examine and learn from incidents in terms of what ‘went right’. The implications, including future research directions, are discussed. Practitioner Summary:This paper presents a case study analysis, in which systems-thinking methods are applied to the examination of safety leadership decisions and actions during a large-scale mining landslide incident. The findings establish safety leadership as a systems phenomenon, and furthermore, demonstrate the usefulness of applying systems-thinking methods to learn from incidents in terms of what ‘went right’. Implications, including future research directions, are discussed. [ABSTRACT FROM AUTHOR]

We conducted a meta-analysis and empirical review of abusive supervision research in order to derive meta-analytic population estimates for the relationships between perceptions of abusive supervision and numerous demographic, justice, individual difference, leadership, and outcome variables. The use of psychometric correction enabled us to provide weighted mean correlations and population correlation estimates that accounted for attenuation due to measurement error and sampling error variance. Also, we conducted sensitivity analyses that removed the effects of large samples from analyses. Then, we conducted subgroup analyses using samples drawn from the United States to provide population correlation estimates that corrected for attenuation due to measurement error, sampling error variance, and indirect range restriction. Finally, we examined measurement artifacts resulting from various adaptations of Tepper’s abusive supervision measure. The results reveal that although the associations between perceptions of abusive supervision and outcome variables appear to be universally negative, the magnitude of the relationships between perceptions of abusive supervision and antecedent and outcome variables varies according to the design features of studies. Contributions to theory and practice, strengths and limitations, and directions for future research are discussed. [ABSTRACT FROM AUTHOR]

Purpose This paper aims to examine how leaders’ avoidance influences followers’ attitudes and well-being in China. Although conflict avoidance is one of the most commonly used conflict resolution styles in China, there has surprisingly been no explicit investigation of the effects of leaders’ avoidance.Design/methodology/approach Data were collected from 245 subordinates in three large companies in the People’s Republic of China through an online survey. Multiple regression analysis was adopted to test three sets of competing hypotheses.Findings Leaders’ avoidance behavior is positively related to followers’ perception of justice, supervisory trust and emotional well-being in Chinese organizations.Originality/value This paper joins growing attempts to consider conflict management in the context of leadership. To the best of the authors’ knowledge, this is the first study to examine empirically the relationships between a team leader’s avoidance behavior and his or her subordinates’ perceptions of justice, supervisory trust and emotional well-being in a single study. The findings are provoking by illustrating positive effect of leader’s conflict avoidance behavior in China. This paper supports that conflict avoidance could be a sustainable rather than one-off strategy by a leader, and that identifying conditions (e.g. culture) that affect the outcomes of conflict avoidance is important. [ABSTRACT FROM AUTHOR]

Copyright of Empresa y Humanismo is the property of Servicio de Publicaciones de la Universidad de Navarra, S.A. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

We develop and test a trickle-down model of how authentic leadership at the department level flows down the organizational hierarchy to encourage team leader authentic leadership and consequently, promotes team and individual-level supervisor-directed helping behavior. Analyses of multi-level and multi-source data collected from a total of 487 employees comprising 122 teams, 47 departments, and 4 different working areas of a major public sector organization in Taiwan show that team leaders' authentic leadership mediates the relationship between departmental authentic leadership and individual-level leader-member exchange (LMX). We also found that intra-team trust completely mediates the influence of team authentic leadership on both team helping behavior and individual-level supervisor-directed helping behavior. Finally, the results reveal that self-concordance mediates the influence of team authentic leadership on individual-level supervisor helping behavior as well as the influence of individual-level LMX on individual-level supervisor-directed helping behavior. Theoretical and practical implications of these findings are discussed. [ABSTRACT FROM AUTHOR]

Sustained destructive leadership behaviours are associated with negative outcomes that produce serious workplace problems, yet there is scant research into how followers effectively cope with toxic leader behaviours. Despite numerous attempts to develop typologies of coping behaviours, there remains much to learn, especially in relation to this specific workplace stressor. This mixed method research investigates the coping strategies reported by 76 followers to cope with the psychological, emotional and physical consequences of their leader's adverse behaviour. Coping instances were categorized using two existing theoretical coping frameworks, and the ability of these frameworks to explain responses to real‐world experiences with toxic leadership are discussed. Common coping strategies reported included assertively challenging the leader, seeking social support, ruminating, taking leave and leaving the organization. Organizational interventions to increase effectiveness of follower coping with the impact of toxic leadership are also discussed. Copyright © 2014 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

Leadership is increasingly being recognised as a key factor in supporting performance across a range of domains. Over the past two decades, a body of research has emerged with a focus on examining different safety leadership styles, with general support established for a positive influence on a range of performance and outcome variables. Despite this, findings to date can be considered limited, with the concepts and methodologies applied limiting advancement in understanding. This article aims to review the literature targeting the influence of safety leadership on performance and outcomes in high-risk industries to determine the extent to which systems-thinking is evident. The review identifies a number of limitations relating to current methodological and conceptual approaches used, highlighting considerable gaps in understanding within the current knowledge base. In conclusion, the application of systems-thinking is proposed to support both methodological and conceptual advancement of the study of safety leadership in high-risk industries. [ABSTRACT FROM PUBLISHER]

Purpose: Dichotomous "gap" thinking about professionals and managers has important limits. The purpose of this paper is to study the specific ontology of "the gap" in which different forms of distances are defined.Design/methodology/approach: In order to deepen the knowledge of the actual day-to-day tasks of Dutch healthcare executives an ethnographic study of the daily work of Dutch healthcare executives and an ontological exploration of the concept "gap" was provided. The study empirically investigates the meaning given to the concept of "distance" in healthcare governance practices.Findings: The study reveals that healthcare executives have to fulfil a dual role of maintaining distance and creating proximity. Coping with different forms of distances seems to be an integral part of their work. They make use of four potential mechanisms to cope with distance in their healthcare organization practices.Originality/value: The relationship between managers and professionals is often defined as a dichotomous gap. The findings in this research suggest a more dynamic picture of the relationship between managers and professionals than is currently present in literature. This study moves "beyond" the gap and investigates processes of distancing in-depth. [ABSTRACT FROM AUTHOR]

The methods for the management and leadership of educational and research organizations has always been a question of some researchers. With the emergence of the strategic management in educational organizations, different views were raised about the management of these institutions whether it is possible to apply issues related to the business and educational administration field. They both agree on the difference between educational environment and business environment. This difference leads to different research areas which one of them is the managers' educational leadership style. Regarding to the educational research centers' management, strategic leadership is one of leadership styles. This paper examined the effect of this leadership style on empowerment and job satisfaction of employees of Guilan University. The statistical population of the study consisted of 235 employees of Guilan University. Smart PLS software and Structural Equation Modeling were used for data analysis. The results showed that the style of strategic leadership and employee empowerment had a significant positive effect on job satisfaction. [ABSTRACT FROM AUTHOR]

Embedded in higher educational settings, this study examines the relationship between abusive supervision and psychological capital and the mechanism through which abusive supervision and team member support interact to influence psychological capital with supervisor-student exchange mediating the interaction with psychological capital. Data collected from 222 graduate students in six Chinese universities supports our mediated moderation model: abusive supervision negatively relates to psychological capital and supervisor-student exchange mediates the positive moderating effect of team member support on the relationship between abusive supervision and psychological capital. Theoretical and practical implications of these findings are discussed. [ABSTRACT FROM AUTHOR]

The purpose of the present study was to examine service providers' behavioral discretion regarding length of service time, and the variables that affect their discretion. Our sample consisted of 225 call center employees. They responded to questionnaires concerning burnout, leader-member exchange (LMX), and perceived service climate. Operational data regarding employees' average call duration in the subsequent 3 months served as proxy of their behavioral discretion. We found that higher service climate and LMX predicted longer call duration, while higher levels of burnout were associated with shorter call duration. Service climate mediated the relationship of LMX with call duration. [ABSTRACT FROM AUTHOR]

Purpose - The purpose of this paper is to examine the relationship between perceived power and transformational leadership in the public sector. Design/methodology/approach - The authors investigate this topic empirically in the context of German police forces using a between-groups design, manipulating power and statistically analyzing the results on the multifactor leadership questionnaire. Findings - Police officers with a high perception of power achieve significantly lower scores on transformational leadership compared to their low power counterparts. Research limitations/implications - The study contributes to advancing public leadership theory by showing that transformational leadership, which is considered as particularly useful in public organizations, is likely to be adversely affected by leaders' power. Furthermore, it also extends on the literature on power by providing first empirical evidence that power has a significant impact not only on factors such as the pursuit of a goal, social behavior, or affect, but also on leadership. Practical implications - The results suggest either to control power accumulation in leadership positions of public organizations, for instance by implementing flat hierarchies, or to come to terms with more authoritative leadership styles in top management. Originality/value - To the best of knowledge, the authors provide the first study that investigates the impact of power on transformational leadership in the public sector using an experimental design and quantitative empirical data. [ABSTRACT FROM AUTHOR]

Purpose – Prior theoretical research focuses primarily on inauthentic emotional displays during the enactment of service roles, in the form of emotional labour, with little attention paid to factors that promote genuine emotional expressions during employees’ customer interactions. The purpose of this paper is to propose a model in which employee trust in the supervisor leads to more authentic emotional displays. Supervisors’ positive and negative affectivity constitute antecedents of this trust. Design/methodology/approach – To analyse the data, collected from supervisors and employee–customer dyads, this study used hierarchical linear modelling. Findings – Trust in the supervisor relates to authentic emotional displays in service encounters, according to both employees’ self-reports and customers’ evaluations. Supervisors’ positive affectivity relates positively to employees’ trust; trust mediates the relationship of affectivity with employees’ authentic emotional displays. Practical implications – Positive supervisor affectivity and employee trust in the supervisor influence employee authenticity, and customers notice employees’ authenticity during service encounters. Originality/value – This study advances understanding of the factors that enhance employees’ authenticity in service interactions while also contributing to understanding of the role of the supervisor in service organizations. [ABSTRACT FROM AUTHOR]

Purpose – Weber emphasized the informal structure, followers' power, and time in charismatic leadership; yet the extant literature either overlooks or underplays the significance of each of these facets. The aim of this paper is to revisit Weber's conceptualizations of charisma and illuminate these facets, thus creating new avenues for the contemporary charismatic leadership research. Design/methodology/approach – The focus of this research is on analysis of Weber's conceptualization of charisma. The analysis of selected quotes is grounded within contemporary discourse in order to illustrate how three overlooked facets may propel future research on charismatic leadership. Findings – By revisiting Weber's seminal work, the paper illustrates several historical findings and identifies research opportunities that are yet to be addressed by contemporary study in charismatic leadership. In doing so, the paper generates a set of propositions as an impetus for future exploration. Research limitations/implications – To address the three proposed questions, researchers should focus their attention on the exploration of charisma outside of the formal bureaucracy, the dynamic power relations between leaders and followers, and the temporally bound nature of charisma. Given the nature of these questions, researchers may also consider alternative research methods such as in-depth case studies and narratives in order to more fully capture the dynamic and unpredictable nature of charisma in complex contexts. Originality/value – Contemporary research largely overlooks or underplays the issues of time, the informal structure, and followers in the study of charisma. Through analysis of Weber's writings, this paper brings to the forefront these issues, and thus provide rich opportunities for future research on charismatic leadership. [ABSTRACT FROM AUTHOR]

This study investigated the correlations between science research group members' perceptions of power base used by their group(lab, team) leader (coercive, reward, legitimate, expert and referent) and the effect of those perceptions on group members' attitudinal compliance, behavioral compliance, and satisfaction with supervision. Participants were postdoctoral and Ph.D. students at a research institution in the UK that is a world leader in its fields. Three questionnaires, including the Rahim Leader Power Inventory(RLPI), the Compliance with Supercisor's Wishes (CSW), and the satisfaction with supervision facet of the Job Desciptive Index (JDI), were used. The results of statistical descriptive analysis indicated that group members perceived expert power used by the leader as the greatest among five power bases; while the results of the multiple regression analysis indicated legitimate power and expert power were positively related to attiudinal compliance; legitimate power, coercive power and expert power had positive correlations with group member's behavioral compliance; and referent power, reward power, and expert poer were poitively associated with group members' satisfaction with supervision. Based on the findings, this study offers recommendations for the effective exercising of power in research groups and draws implications for advancing administration in science institutions. [ABSTRACT FROM AUTHOR]

The purpose of this exploratory study was to describe the perceptions and implicit theories of Red Cross workers toward their leaders in the context of disaster emergency response. This study utilized Qmethodology to examine the perceptions of Red Cross workers from multiple locations in the United States through the theoretical frame of charismatic and transformational leadership. The method considered the ways in which views of leadership vary among Red Cross workers, resulting in four distinct leader prototypes among the Red Cross workers: Show Me the Way; See Me, Then Tell Me; Stand Beside Me; and Please Understand Me. [ABSTRACT FROM AUTHOR]

A theoretical model of safety leadership, which incorporated both transformational and active transactional leadership styles, was tested using meta-analytic path analysis. The final model showed that transformational leadership had a positive association with both perceived safety climate and safety participation, with perceived safety climate partially mediating the effect of leadership on safety participation. Active transactional leadership had a positive association with perceived safety climate, safety participation and safety compliance. The effect of leadership on safety compliance was partially mediated by perceived safety climate and the effect on safety participation fully mediated by perceived safety climate. The findings suggest that active transactional leadership is important in ensuring compliance with rules and regulations, whereas transformational leadership is primarily associated with encouraging employee participation in safety. Therefore, in line with the augmentation hypothesis of leadership, a combination of both transformational and transactional styles appeared to be most beneficial for safety. Avenues for further research and practical implications in terms of leadership training and development are discussed. Practitioner Points Developed and tested a model of safety leadership, which shows that both transformational and active transactional leadership styles are important aspects of effective safety leadership., Study has implications for practitioners who are involved with the design of leadership training and development programmes, as such programmes should be tailored to focus on a range of leader behaviours that encompass active transactional as well as transformational style., Findings suggest that leadership styles have a differential effect on safety compliance and safety participation - thus, training and development programmes should make specific links between leader behaviours and their subsequent influence on employee behaviour. [ABSTRACT FROM AUTHOR]

Although leader-member exchange (LMX) was identified in the literature nearly 40 years ago, a comprehensive empirical examination of its antecedents and consequences has not been conducted. The authors' examination included 247 studies, containing 290 samples, and 21 antecedents and 16 consequences of LMX quality. Results indicated that while leader behaviors and perceptions, follower characteristics, interpersonal relationship characteristics, and contextual variables represent significant groups of LMX antecedents, leader variables explained the most variance in LMX quality. Moderator analyses revealed that the particular LMX scale, country of participants, and work setting studied did not produce meaningful influences on the relationships in the meta-analysis. However, power distance and individualism did moderate some of these relationships. To provide continuity with the LMX meta-analyses and conceptual reviews that have focused on LMX consequences, the authors tested a number of mediation models. The results demonstrated that LMX frequently plays a mediating role in the relationships where mediation could be tested. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to examine how the rational and experiential systems according to the cognitive-experiential self theory (CEST) are related to conflict-handling styles. Design/methodology/approach – Using a correlational design, data were collected using an on-line survey system examining CEST information-processing systems and five conflict-handling styles. A total of 426 undergraduate students, with paid jobs, complete the on-line survey. Findings – Results showed that the rational system, experiential system and constructive thinking had significant positive relationships with both the integrating and compromising conflict-handling styles. Additionally, the rational system had a positive relationship with the dominating conflict-handling style and the experiential system and constructive thinking had a positive relationship with the obliging conflict-handling style. The rational system and constructive thinking had a negative relationship with the avoiding conflict-handling style. Research limitations/implications – The study established a positive connection between CEST information-processing systems and conflict-handling styles among undergraduate students, however the results of the study may not be as directly comparable with real and established leaders. Originality/value – Being the first study to examine the connection between the CEST information-processing systems and the five conflict-handling styles, the paper offers interesting insights about how the choice of information-processing systems can influence the choice of conflict-handling styles across a wide range of situations. [ABSTRACT FROM AUTHOR]

Previous studies have explored the role of social relationships, mainly with the supervisor, in promoting a high organizational safety climate. Not much is known, however, about the effect of social relationships when the safety climate is low. This study explored whether high-quality social relationships could compensate for a low level of safety climate. Hypotheses were tested among 673 employees and 46 managers from 46 departments in 11 manufacturing organizations in Israel. Results of both partial least squares and mixed-model procedures showed that employees’ climate perceptions mediate the relationship of supervisors’ climate perceptions with employees’ safety behavior. In addition, employees’ climate perceptions interacted with the quality of relationships with colleagues to affect safety behavior. However, the quality of the relationship with supervisors did not moderate the relationship between supervisors’ and employees’ climate perceptions. The results suggest that high-quality social relationships with colleagues could buffer the effects of low-level safety climate. [ABSTRACT FROM PUBLISHER]

Following recent interest in contextual factors and how they might influence the effects of transformational leadership, we consider the social distance between leaders and followers as a cross-level moderator of the relationships between senior level managers' transformational leadership and individual-level outcomes. Our sample comprised 268 individuals in 50 leader-follower groups. Results revealed that high social distance reduced or neutralized transformational leadership's association with followers' emulation of leader behavior. In contrast, high levels of social distance between leaders and followers enhanced the effects of transformational leadership on individuals' perceptions of their units' positive emotional climate and individuals' sense of collective efficacy. Results not only highlight the importance of social distance as a contextual variable affecting leader-follower relations but also suggest that the same contextual variable may have differential effects, enhancing some relationships and neutralizing others. [ABSTRACT FROM AUTHOR]

Numerous recent studies reveal the contribution of leadership and leadership style, in particular, to effectiveness in different organizations (Sosik et al., 1998; Ogbnna and Harris, 2000; Hoyt and Blascovich, 2003; Hullinger, 2003; Berson and Avolio, 2004), including the field of welfare organizations (Gummer, 1995; Arches, 1997; Fisher, 2005; Mary, 2005). These publications suggest a preference for the transformational, compared with the transactional, leadership style. However, the studies reviewed do not examine the contribution of organizational leadership compared with other aspects of organizational life. Using the previous studies as its point of departure, the present research examines the contribution of the leadership styles of the directors in welfare departments to the effectiveness of the social workers in these organizations. However, it also undertakes another task, by comparing the contribution of leadership style to effectiveness with that of staff cohesion and social worker empowerment. Thus, the findings and discussion presented in this paper compare the respective contributions of three central levels of the organization to effectiveness—the administrative level (director's leadership styles), the staff level (staff cohesion), and the individual level of the social worker (worker empowerment). The research examines this issue in a public welfare department in Israel. [ABSTRACT FROM PUBLISHER]