Commitment of Cultural Minorities in Organizations: Effects of Leadership and Pressure to Conform

Purpose  

In this study, we investigated the commitment of cultural minorities and majorities in organizations. We examined how contextual factors, such as pressure to conform and leadership styles, affect the commitment of minority and majority members.     

Shared Leadership and Innovation: The Role of Vertical Leadership and Employee Integrity

Purpose

The purpose of this study was to investigate the relationship between shared leadership, as a collective within-team leadership, and innovative behavior, as well as antecedents of shared leadership in terms of team composition and vertical transformational and empowering leadership.

Design/Methodology/Approach

Data were obtained from a field sample of 43 work teams, comprising 184 team members and their team leaders from two different companies. Team leaders rated the teams’ innovative behavior and their own leadership; team members provided information on their personality and their teams’ shared leadership.

Findings

Shared and vertical leadership, but not team composition, was positively associated with the teams’ level of innovative behavior. Vertical transformational and empowering leadership and team composition in terms of integrity were positively related to shared leadership.

Implications

Understanding how organizations can enhance their own innovation is crucial for the organizations’ competitiveness and survival. Furthermore, the increasing prevalence of teams, as work arrangements in organizations, raises the question of how to successfully manage teams. This study suggests that organizations should facilitate shared leadership which has a positive association with innovation.

Originality/Value

This is one of the first studies to provide evidence of the relationship between shared leadership and innovative behavior, an important organizational outcome. In addition, the study explores two important predictors of shared leadership, transformational and empowering leadership, and the team composition in respect to integrity. While researchers and practitioners agree that shared leadership is important, knowledge on its antecedents is still in its infancy.     

Leadership = Communication? The Relations of Leaders’ Communication Styles with Leadership Styles,Knowledge Sharing and Leadership Outcomes

Purpose  

The purpose of this study was to investigate the relations between leaders’ communication styles and charismatic leadership, human-oriented leadership (leader’s consideration), task-oriented leadership (leader’s initiating structure), and leadership outcomes.     

Organizational Conspiracy Beliefs: Implications for Leadership Styles and Employee Outcomes

Purpose

Belief in conspiracy theories about societal events is widespread among citizens. The extent to which conspiracy beliefs about managers and supervisors matter in the micro-level setting of organizations has not yet been examined, however. We investigated if leadership styles predict conspiracy beliefs among employees in the context of organizations. Furthermore, we examined if such organizational conspiracy beliefs have implications for organizational commitment and turnover intentions.

Design/Methodology/Approach

We conducted a survey among a random sample of the US working population (N = 193).

Findings

Despotic, laissez-faire, and participative leadership styles predicted organizational conspiracy beliefs, and the relations of despotic and laissez-faire leadership with conspiracy beliefs were mediated by feelings of job insecurity. Furthermore, organizational conspiracy beliefs predicted, via decreased organizational commitment, increased turnover intentions.

Implications

Organizational conspiracy beliefs matter for how employees perceive their leaders, how they feel about their organization, and whether or not they plan to quit their jobs. A practical implication, therefore, is that it would be a mistake for managers to dismiss organizational conspiracy beliefs as innocent rumors that are harmless to the organization.

Originality/Value

Three novel conclusions emerge from this study. First, organizational conspiracy beliefs occur frequently among employees. Second, participative leadership predicts decreased organizational conspiracy beliefs; despotic and laissez-faire leadership predict increased organizational conspiracy beliefs due to the contribution of these destructive leadership styles to an insecure work environment. Third, organizational conspiracy beliefs harm organizations by influencing employee commitment and, indirectly, turnover intentions.

     

The Knowledge,Skills, Abilities,and Other Characteristics Required for Face-to-Face Versus Computer-Mediated Communication: Similar or Distinct Constructs?

Purpose

This study investigated the convergence of knowledge, skills, abilities, and other characteristics (KSAOs) required for either face-to-face (FtF) or text-based computer-mediated (CM) communication, the latter being frequently mentioned as core twenty-first century competencies.

Design/Methodology/Approach

In a pilot study (n = 150, paired self- and peer reports), data were analyzed to develop a measurement model for the constructs of interest. In the main study, FtF and CM communication KSAOs were assessed via an online panel (n = 450, paired self- and peer reports). Correlated-trait-correlated-method minus one models were used to examine the convergence of FtF and CM communication KSAOs at the latent variable level. Finally, we applied structural equation modeling to examine the influence of communication KSAOs on communication outcomes within (e.g., CM KSAOs on CM outcomes) and across contexts (e.g., CM KSAOs on FtF outcomes).

Findings

Self-reported communication KSAOs showed only low to moderate convergence between FtF and CM contexts. Convergence was somewhat higher in peer reports, but still suggested that the contextualized KSAOs are separable. Communication KSAOs contributed significantly to communication outcomes; context-incongruent KSAOs explained less variance in outcomes than context-congruent KSAOs.

Implications

The results imply that FtF and CM communication KSAOs are distinct, thus speaking to the consideration of CM KSAOs as twenty-first century competencies and not just a derivative of FtF communication competencies.

Originality/Value

This study is the first to examine the convergence of context-specific communication KSAOs within a correlated-trait-correlated-method minus one framework using self- and peer reports.

     

A Multilevel Investigation of Missing Links Between Transformational Leadership and Task Performance: The Mediating Roles of Perceived Person-Job fit and Person-Organization Fit

Purpose  

This study explores whether follower perceived need-supply (N-S) job fit, demand-ability (D-A) job fit, and person-organization (P-O) fit mediate the relationships between individual-level, unit-level transformational leadership (TFL), and follower task performance.     

Transformational and Transactional Leadership and Followers’ Achievement Goals

Purpose

Achievement goals, or the standards of competence employees pursue in their work, have far-reaching consequences for employee and organizational functioning. In the current research, we investigated whether employees’ achievement goals can be predicted from their supervisor’s leadership style.

Design/Methodology/Approach

A multilevel study was conducted in which followers of 120 organizational leaders completed measures of their leader’s transformational leadership (focusing on individual needs and abilities, on intellectual development, and on a common team mission), transactional leadership (focusing on monitoring and achievement-related rewards), and their own mastery goals (aimed at learning, developing, and mastering job-relevant skills), and performance goals (aimed at doing better than others).

Findings

Group-level transformational leadership predicted followers’ mastery goals, whereas group-level transactional leadership predicted followers’ performance goals. Within-group differences in transformational leadership also predicted mastery goals.

Implications

These findings suggest that leadership style plays an important role in the achievement goals followers adopt. Organizations may promote transactional leadership in contexts requiring that employees outperform others. In contrast, in contexts requiring learning and development, organizations may promote transformational leadership.

Originality/Value

This research is the first to examine the relationships between leadership styles and specific follower goals, and the first to highlight the role of leadership as a social variable involved in employees’ adoption of achievement goals.     

Resistance to Socialization into Organizational Corruption: A Model of Deontic Justice

Purpose  

The purpose of this article is to develop a deontic model of corruption in organizations. This model intends to explain newcomers’ resistance to socialization into corrupt practices.     

The Servant Leadership Survey: Development and Validation of a Multidimensional Measure

Purpose  

The purpose of this paper is to describe the development and validation of a multi-dimensional instrument to measure servant leadership.     

The Influence of Change-Oriented Leadership and Psychological Safety on Team Learning in Healthcare Teams

Purpose

Researchers have identified team learning as an important predictor of team performance. In healthcare organizations, it is especially critical for care quality and hospital performance that teams engage in learning behaviors to reduce errors and improve service effectiveness. The main objective of this study is to examine the role of change-oriented leadership in the learning process and outcomes of healthcare teams.

Design/Methodology/Approach

The sample comprises a total of 698 healthcare professionals working in 107 teams at different public hospitals throughout Spain. Members of teams were invited to participate voluntarily by completing an anonymous individual questionnaire.

Findings

The results show a mediating effect of team learning on the relationship between change-oriented leadership and team performance and psychological safety and team performance.

Originality/Value

Our study contributes to the literature by investigating the role of change-oriented leadership in facilitating team learning behaviors. Moreover, this study advances our understanding of the mediators of the relationship between team leadership and outcomes by testing to assess whether specific change-oriented leader behaviors nurture psychological safety, team learning and, therefore, performance.

     

Leadership in the Organizational Context: A Conceptual Approach and its Applications1

The present research reviewed the literature on leadership, and noted the lack of a well-founded theoretical conception of leadership that would provide a general, cross-situational approach to leadership identification and develoment. Subsequently, it was suggested systems theory might be used to gain some understanding of leadership as it occurs in bureaucratic organizations. This led to the hypothesis that formal leadership activities will always be focused on the attainment of certain goals specified in the leadership role, and so will represent a form of problem-solving activity. The literature supporting this hypothesis was reviewed. The personal characteristics of a leader which would be likely to facilitate goal attainment and problem solving across situations were outlined as well as certain problem-specific processes. Finally, some implications of this approach to leadership identification and development were considered.     

The Effectiveness of Self-Managed Work Teams in Government Organizations

Purpose  

The purpose of this study is to examine the effectiveness of self-managed work teams in government organizations. The article discussed three distinct indicators to organizational effectiveness: participant satisfaction, goal attainment, and system resources.     

Examining the Mechanisms Linking Transformational Leadership,Employee Customer Orientation,and Service Performance: The Mediating Roles of Perceived Supervisor and Coworker Support

Purpose  

The aim of this study is to test whether store-level transformational leadership influences service employees’ customer orientation via two different mechanisms—supervisor support and coworker support—and whether customer orientation leads to favorable customer-perceived employee service performance.     

The relationship between perceived leadership styles and organisational constraints: An empirical study in Goleman's typology

Introduction

The style of a leader's work influences their subordinates’ motivation and performance as well as the organisation's climate. Supervisors can either eliminate or exaggerate obstacles that impede employees’ pursuit of organisational goals. One of the sources of job stress is organisational constraints. Leaders may influence the degree of such impediments by helping employees or by creating additional demands, depending on how well they understand what their subordinates need. Therefore, a leader's emotional intelligence might be an important factor.

Leadership and Organizational Citizenship Behavior: OCB-Specific Meanings as Mediators

Purpose  

This study seeks to examine how perceived organizational instrumentality (the extent to which employees believe that OCB contributes to the functionality and effectiveness of their work unit or organization) and perceived individual instrumentality (the extent to which employees believe that OCB is important to their own interests) relate to employee engagement in OCB and how these perceptions mediate the effects of leadership on OCB.     

Use of Integrity Tests May Reduce Workers’ Compensation Losses

Purpose  

The purpose of this study was to examine whether the use of integrity tests in personnel selection would reduce the cost of worker’s compensation claims in organizations representing four different industries.     

Trait Entitlement and Perceived Favorability of Human Resource Management Practices in the Prediction of Job Satisfaction

Purpose  

Inconsistency in offerings of human resource management (HRM) practices across organizations is potentially problematic for employees with high levels of entitlement as they tend to believe they get less than they deserve. The purpose of this study was to examine the moderating effect of trait entitlement on the relationship between the favorability of HRM practices and job satisfaction.     

Private Eyes Are Watching You: Reactions to Location Sensing Technologies

Purpose  

This study explored reactions to location sensing technologies (LSTs) which enable organizations to track the location and movements of employees, even off-site. In particular, we examined the relationships among two monitoring characteristics (i.e., purpose and control), perceptions of privacy invasion, and monitoring fairness.     

Millennials and the World of Work: An Organization and Management Perspective

Purpose  

The purpose of this article is to provide a contextual overview that illustrates and illuminates some of the defining characteristics of the Millennial generation. This study offers a framework for understanding the most compelling issues organizations face in their efforts to effectively incorporate the generation currently entering the workforce.     

Training Leader Emotion Regulation and Leadership Effectiveness

Purpose

The purpose of this study was to test whether we could train the regulation of affective displays of leaders in terms of the emotion regulation strategy of deep acting (displaying feelings one also experiences) and display of positive affect. We also tested whether this resulted in improved leadership effectiveness (i.e., a mediation model in which the training results in greater leadership effectiveness through improved emotion regulation).

Design/Methodology/Approach

Data were obtained from a field experiment. We randomly assigned N = 31 leaders (rated by N = 60 subordinates) to a control group without training or an experimental group with emotion regulation training. Before and 2 weeks after the intervention, deep acting (leader-rated) and positive affective displays and leadership effectiveness (subordinate-rated) were assessed.

Findings

The training had positive effects on deep acting, positive affective displays, and leadership effectiveness. Deep acting and positive affect mediated the relationship between the intervention and leadership effectiveness.

Implications

We discuss how this helps build the case both for an emotional labor approach to leadership and for the leadership development potential of such an emotional labor approach.

Originality/Value

The findings of this study represent the first causal evidence that leader emotion regulation can be trained, improved emotion regulation results in greater leadership effectiveness and is one of the first empirical studies that integrates emotional labor theory to leadership effectiveness. It is therefore important from a theory development perspective.