Transformational leadership and customer service: A moderated mediation model of negative affectivity and emotion regulation

Integrating theories from leadership, emotion management, affectivity, and customer service, this study examines how transformational leadership leads to favourable customer intentions via the mediation of service employees' emotion regulation, job satisfaction, and their service performance and via the moderation of employee negative affectivity. Results obtained from data of 204 matched sets of managers, service employees, and customers show that the effect of transformational leadership on amplification of pleasant emotions was conditioned on service employees' negative affectivity. Employee service performance partially mediated the effect of job satisfaction on customer outcomes. Finally, overall results reveal that transformational leadership and amplification of pleasant emotions were more strongly related to the customer outcomes, as mediated through the intervening variables in the model, when negative affectivity was high than when negative affectivity was low. Results have implications for how service workers with negative affectivity can manage their emotions to achieve effective service outcomes through interactions with a leader, how the effect of transformational leadership can be bounded, and how transformational leadership and emotion regulation are relevant to customer service.     

Transformational Leadership and Creative Problem‐Solving: The Mediating Role of Psychological Safety and Reflexivity

Previous research has pointed to the importance of transformational leadership in facilitating employees' creative outcomes. However, the mechanism by which transformational leadership cultivates employees' creative problem‐solving capacity is not well understood. Drawing on theories of leadership, information processing and creativity, we proposed and tested a model in which psychological safety and reflexivity mediate the effect of transformational leadership and creative problem‐solving capacity. The results of survey data collected at three points in time indicate that transformational leadership facilitates the development of employees' creative problem‐solving capacity by shaping a climate of psychological safety conducive to reflexivity processes. However, the findings also indicate that psychological safety is related both directly and indirectly, through reflexivity, to employees' creative problem‐solving capacity. This study sheds further light on the ways in which transformational leaders help to develop and cultivate employees' capacity for creative problem‐solving.     

When your boss says no! The effects of leadership style and trust on employee reactions to managerial explanations

The present study proposes and tests a model that examines the relationship between leadership style, trust, employee interpretations of managerial explanations, and justice perceptions. Using a critical incident methodology, 203 working adults were asked to recall a recent situation in which a request or proposal made to their manager was denied. Results provide strong support for the theoretical model. Namely, the effect of leadership style on explanation perceptions was indirect through employees' level of trust in their manager. Specifically, employees who felt their manager was transformational reported a higher degree of trust and more favourable reactions to managerial explanations.     

Gender‐typing of leadership: Evaluations of real and ideal managers

This research focuses on female underrepresentation in managerial positions. Specifically, two studies examine gender‐typing for managerial roles in Spain using ratings for real and ideal managers. In addition, we analyse the existence of same‐gender bias on evaluations of the behavior of actual leaders. In the first study, 195 Spanish workers evaluate the extent to which gender‐stereotypical traits are important for becoming a successful middle manager in three conditions (female managers, male managers, and managers in general). In the second study, we explore the degree to which the behavior of real Spanish managers is gender‐typed and the existence of same‐gender bias on leadership styles – transformational, transactional and avoidant/passive – and on leadership outcomes – effectiveness, extra effort and satisfaction – from the perspective of subordinates (N = 605). Overall, the results demonstrate that masculine characteristics were rated as more important than feminine characteristics for managerial positions, and they were more often assigned to male managers than to female managers. Unexpectedly, this manager‐male association is stronger among female participants than among male participants. Our findings also demonstrate that women subordinates evaluate their same‐sex supervisors more favorably in transformational leadership, effectiveness, and extra effort. The negative consequences derived from gender‐typing managerial positions are highlighted according to the role congruity theory of prejudice toward female leaders. The positive effects of in‐group female bias on behavior ratings are also noted. The mixed implications of these results for women's advancement to leadership positions are discussed.     

Ambidextrous Leadership and Employees' Self‐Reported Innovative Performance: The Role of Exploration and Exploitation Behaviors

The ambidexterity theory of leadership for innovation proposes that leaders' opening and closing behaviors positively predict employees' exploration and exploitation behaviors, respectively. The interaction of exploration and exploitation behaviors, in turn, is assumed to influence employee innovative performance, such that innovative performance is highest when both exploration and exploitation behaviors are high. The goal of this study was to provide the first empirical test of these hypotheses at the individual employee level. Results based on self‐report data provided by 388 employees were consistent with ambidexterity theory, even after controlling for employee reports of their leaders' transformational and transactional leadership behaviors as well as employees' openness to experience, conscientiousness, and positive affect. The findings extend previous research on ambidexterity at the team and organizational levels and suggest a possible way for leaders to enhance employee self‐reported innovative performance.     

Perception and Reactions to Inequity as a Function of Social Comparison Referents and Hierarchical Levels1

Perceptions and reactions to inequity may hinge on referents of comparison and also on employees' rank in the organization. This study examined how three comparison referents—internal same-rank, external same-rank and external whole-organization—and respondents' hierarchical status in the company influence perceptions of inequity. The study also examined the relationship of perceived inequity with affect, job satisfaction, job involvement, organizational commitment, and stress. Seventy-five employees randomly selected from the three hierarchical levels of a manufacturing company (managers, supervisors, and workers) were the respondents. Results suggest that when individuals made comparisons with external same-rank and external whole-organization referents they experienced more inequity than when they made internal same-rank comparisons. Managers in comparison to supervisors and workers perceived less inequity related to pay, general rules administration, promotion, company and fringe benefits, advancement opportunities, and social power. Perception of inequity was found to be negatively related to job involvement, job satisfaction, and affect, and positively related to stress. Results implicate the role of social comparison referents in the evaluation of organizational rewards and perceptions of inequity.     

Intrinsic motivation a key enabler of African managers’ cultural intelligence

This study sought to determine manager's intrinsic motivation to engage multiculturally in the workplace as the managers varied by demographic background. Participants were a convenience sample of managers on supervisory level, middle level and senior level (n=550; Male 54.9%; Black ethnicity 64.4%). They completed the Motivational Scale of the Managerial Cultural Intelligence Measure. The data were analysed by means analysis of variance procedures to determine workforce diversity ability by managerial level and other demographics. The results showed a managerial level effect in that senior managers were significantly more motivated to get information about other cultures in the work group compared to middle managers and supervisors. Supervisors were significantly more willing to change their views of other cultures with learning as compared to senior managers and middle managers. Generally, managers with a shorter employment history are more motivated to engage with multi-cultural groups compared to those with a longer service history. Managers’ motivation to engage multi-culturally would enhance their competence in working with a diverse workforce and thereby embracing true democracy in the workplace.     

The Influence of Openness to Experience on Perceived Employee Creativity: The Moderating Roles of Individual Trust

In this paper, we explain the influence of co‐worker trust on the effect of employees' openness to experience on their perceptions of their own creativity. We surveyed 199 working professionals in Ireland and found that openness to experience was positively associated with both employees' perceptions of their radical creativity and incremental creativity. In addition, the relationship between openness to experience and incremental creativity was negatively moderated by cognition‐based trust in his or her co‐worker. In conclusion, we discuss the theoretical and managerial implications of our findings and highlight directions for future research.     

Developing Managerial Skills Through Coaching: Efficacy of a Cognitive-Behavioral Coaching Program

Managerial coaching is currently seen as an effective leadership practice facilitating learning process of the employees for performing better and being more effective in organizations. This article builds on recent research on the importance of the managerial coaching by empirically investigating the effects of a cognitive-behavioral coaching programme over mid-level managers. Due to the similarities between managerial coaching behaviors and transformational leadership behaviors, we have adopted the transformational leadership model as theoretical framework for evaluating management behaviors. The study used a pre-posttest approach to test the effects of the coaching program especially designed for 23 mid-level managers having as responsibility the supervision of production teams in a multinational organization. The major aims of the program consisted of: developing managerial coaching skills, assertive communication skills, motivation of subordinates. Overall, the analysis of results elicited an increase of scores in the leadership behavior dimensions measured by multifactor leadership questionnaire that are part of the managerial coaching skills. Besides, the effectiveness perceived as an indicator of performance was significantly higher upon completion of the coaching program. Findings suggest that coaching, as a professional development method, has great potential to contribute to the managerial behaviors that facilitate development at subordinate level, as they are captured by some transformational and transactional scales. Such knowledge can be informative for practitioners as well in developing effective managers and leaders and understanding and managing employee attitudes and behaviors in organizations.     

Attitudes toward women as managers in library and information science

This study reviewed the current literature for attitudes toward women as managers, level of managerial attainment by women, and the promotion/evaluation process in the field of library and information science (LIS). Eighty percent of the LIS work force consists of women, but 80% of management positions are held by men in the LIS profession. One reason could be the sex stereotypical view of women by evaluators. Another reason could be the attribution of women's successful performance to luck rather than to effort and ability. Thus women are not given an equal chance for promotion. A survey questionnaire was administered to the LIS students currently enrolled in master's degree programs (MSLS/MLS) in the 11 southeastern United States LIS schools. Data were collected on the Women As Managers Scale designed by Terborg and others. Personal data were also gathered on sex, age, marital status, parental influence, etc., to assess the attitudes of students toward women as managers. This study showed that a vast majority of both male and female students felt women are capable of being good managers. They felt women are emotionally stable, responsible, adventurous, objective, aggressive, and as capable of handling managerial situations as men.     

Work happiness among teachers: A day reconstruction study on the role of self-concordance

Self-concordant work motivation arises from one's authentic choices, personal values, and interests. In the present study, we investigated whether self-concordant motivation may fluctuate from one work-related task to the next. On the basis of self-determination theory, we hypothesized that momentary self-concordance buffers the negative impact of momentary work demands on momentary happiness. We developed a modified version of the day reconstruction method to investigate self-concordance, work demands, and happiness during specific work-related tasks on a within-person and within-day level. In total, 132 teachers completed a daily diary on three consecutive work days as well as a background questionnaire. The daily diary resulted in 792 reported work activities and activity-related work demands, self-concordance, and happiness scores. Multilevel analysis showed that—for most work activities—state self-concordant motivation buffered the negative association of work demands with happiness. These findings add to the literature on motivation and well-being by showing that the levels of self-concordance and happiness experienced by employees vary significantly on a within-day level and show a predictable pattern. We discuss theoretical and practical implications of the findings to increase employees' well-being.     

European Managers’Interpretations of Participation

This study explores cultural variations in managers’interpretations of a key communicative process: worker participation. Semantic patterns derived from structural analyses indicate cultural differences in the meanings that managers attach to the term participation. The interpretive data are consistent with two of Hofstede's dimensions of cultural variability: Power Distance and Uncertainty Avoidance. Managers from 5 European Community nations—Denmark, England, France, Holland, and Germany—discuss participation in highly diverse yet systematic ways. The implications of these findings for international management are discussed.     

The Relationship Between Dysfunctional Interpersonal Tendencies, Derailment Potential Behavior, and Turnover

Managerial derailment, which includes failure in the form organizational exit, poses costly consequences for organizations. We investigated the relationship between dysfunctional interpersonal tendencies, derailment potential behaviors, and actual managerial derailment in the form of voluntary and involuntary turnover. Data were from an archival database of high-level managers working for a global retail organization, including self-report interpersonal tendencies, 360-degree feedback data, and personnel history (N?=?1,796). Managers who exhibit the dysfunctional interpersonal tendencies associated with ??moving against people?? were more likely to enact derailment potential behaviors. As a result, these managers were more likely to be fired or quit. This study advances our understanding of the managerial derailment process by providing evidence of the positive relationship between derailment potential behaviors and both voluntary and involuntary turnover as well as the potential for ??moving against?? people to result in derailment. Our results may help to inform the selection, promotion, and training strategies employed by practitioners and potentially reduce the costs associated with losing high-potential executives. This is one of the first studies to provide evidence of the relationship between derailment potential behaviors and turnover, and in a rarely obtained sample of high-level managers. Additionally, derailment potential ratings were collected before managers?? exit from the organization, thus helping to overcome retrospective bias evident in prior studies; managers who ultimately derail were perceived as having exhibited behaviors consistent with the potential to derail before organizational exit.     

The moment of truth: Conceptualizing managerial work‐life policy allowance decisions

Organizational efforts of adopting, designing, and implementing work‐family policies converge into single, discretionary decisions of supervisors whether or not to ‘allow’ these policies to specific employees under their supervision. These decisions are referred to as allowance decisions. In order to close a theoretical gap in current work‐family literature, we present an integrated, conceptual model of managerial allowance decisions. We develop propositions regarding factors that influence a supervisor's allowance decision at three different levels of analysis and behavioural outcomes in employees. Building on organizational justice theory, moderating effects of employees' fairness perceptions of allowance decisions are discussed. Finally, we outline implications for future research and recommendations for managers in organizations.     

变革型领导对下属进谏行为的影响：组织心理所有权与传统性的作用

以373对上级-下属配对数据为样本, 分析了上级的变革型领导对下属进谏行为的影响以及组织心理所有权的中介效应和传统性的调节效应。结果发现：变革型领导对下属进谏上司和进谏同事均有积极影响; 变革型领导通过组织心理所有权的中介效应影响下属进谏上司、进谏同事; 传统性对组织心理所有权与进谏上司、进谏同事之间的关系具有调节效应, 员工的传统性越高, 组织心理所有权对进谏上司、进谏同事的影响越小。     

The advice and influence networks of transformational leaders

Existing transformational leadership research has focused primarily on the behaviors of leaders and their effects on followers. The authors extended this research by examining the social networks of managers who exhibit transformational leadership behaviors. Their focus was on the network of relationships that managers develop and whether they hold key positions in the organization's informal social networks. In a field study using data from 39 managers and 130 nonmanagement employees of 6 organizations, the authors found that managers who score higher on transformational leadership tend to hold more central positions in organizational advice and influence networks. Furthermore, the direct reports of these leaders were also more central in informal organizational networks. These results illuminate one of the ways that managers who exhibit transformational leadership behaviors may exert influence in organizations.     

The Role of Job Challenge and Organizational Identification in Enhancing Creative Behavior among Employees in the Workplace

Organizations recognize the importance of creative employees and constantly explore ways to enhance their employees' creative behavior. Creativity research has directed substantial efforts to understanding how work environment fosters creativity. Yet, this research has paid little attention to the importance of specific characteristics of the work environment and organizational identification in augmenting creative behavior in employees at work. The present study examines the influence of job challenge on employees' creative behavior, arguing that organizational identification plays a mediating role in this relationship. The results show that organizational identification mediates the relationship between job challenge and employees' creative behavior.     

ASK AND YOU SHALL HEAR (BUT NOT ALWAYS): EXAMINING THE RELATIONSHIP BETWEEN MANAGER CONSULTATION AND EMPLOYEE VOICE

The literature on employees’ voice is characterized by 2 influential perspectives on its antecedents—1 that focuses on the importance of managerial behaviors and the other that emphasizes the role of employees’ internal motivational states. In this study, we integrate these perspectives and examine the proposition that (a key managerial behavior) consultation—that is, the extent to which the manager is seen to solicit and listen to suggestions on work issues from the employees, enhances employees’ upward voice by increasing their perceived influence at work (an important motivational state). Using multisource survey data from 640 nurses and their managers, we found that managers’ consultation was positively related to employees’ upward voice, with employees’ perceived influence acting as the mediator. We further delineate key moderators of this mediated relationship and discuss implications for theory and practice.     

Communication Networks in the Diffusion of an Innovation in an Organization1

Research on decision-making processes and the diffusion of innovations in organizations has been focused on the influence of formal organizational structures. Since the successful implementation of most innovations requires the cooperation of employees, it is important to investigate how employees' knowledge, opinions, and individual decisions concerning an innovation are influenced by other employees. The present study investigates how information acquisition and adoption decisions of employees are influenced by the quantity and strength of their informal communication ties in the organization, and how strong this influence is in comparison with influence from formal communication sources. Results indicate that formal communication sources contributed more to the process of information diffusion, whereas informal communication sources (especially the employees' strong ties), were more influential on attitudes and adoption intentions.     

Adaptive Self-Regulation: Meeting Others' Expectations of Leadership and Performance

Abstract

The authors used longitudinal multisource field data to examine core aspects of the adaptive self-regulation model (A. S. Tsui & S. J. Ashford, 1994) in terms of linkages between self-monitoring, discrepancy in manager match-to-position, 5 measures of leadership, and manager performance. At Time 1,64 superiors of focal managers rated the managers' matches to their positions within the organization; at Time 3, they rated the managers' performance. At Time 2, the 64 focal managers completed a measure of self-monitoring, and 192 subordinates rated the focal managers' leadership behaviors. Results of partial least squares analysis revealed that discrepancy in manager match-to-position was associated with reductions in laissez faire and passive management-by-exception behaviors and increases in transformational leadership behavior. Self-monitoring was positively associated with all 5 leadership behaviors. Performance was related positively to transformational leadership behavior and negatively to passive management-by-exception and contingent-reward behaviors