Revisiting the mediating role of leader–member exchange in transformational leadership: the differential impact model

Transformational leadership (TFL) has been proposed as an essential antecedent of leader–member exchange (LMX), which in turn affects outcomes in organizations. We extend this mediation hypothesis in two ways by proposing a differential impact model, which we test on three organizational outcomes: employee job satisfaction, employee organizational commitment, and leader effectiveness. First, we extend LMX’s mediational impact—which has previously only been tested for employee outcomes—to leader effectiveness. Second, we argue that this mediation will be stronger for outcomes that are more proximal rather than distal to dyadic relations between leader and followers (high proximity: job satisfaction; medium proximity: organizational commitment; low proximity: leader effectiveness). Meta-analytic structural equation modelling based on 132 studies revealed that LMX mediates TFL’s relationships with employee outcomes (more strongly for job satisfaction than for commitment), but not with leader effectiveness, whereas TFL showed a stronger direct link to leader effectiveness. The findings suggest that TLF and LMX contribute differentially to organizational outcomes depending on their proximity to dyadic relations between leaders and followers. The differential impact model uncovers leadership effectiveness processes, integrates influential leadership theories, and highlights the importance of distinguishing between different outcome measures and the processes facilitating them.     

Temporal dynamics of need satisfaction and need frustration. Two sides of the same coin?

We study the dynamics of need satisfaction and need frustration by examining how need satisfaction and need frustration change over time and how these changes relate to changes in motivation. To investigate this, volunteers were assessed daily during a delineated activity, resulting in a total sample of 77 volunteers and 467 completed daily diaries. Bayesian confirmatory factor analysis on the within-person level confirmed a bifactor solution: autonomy, competence, and relatedness were distinguished by three specific factors, but the majority of variance was explained by two strongly correlated (need satisfaction and need frustration) factors. The strong correlation between need satisfaction and need frustration further translated in the development of their relationship over time. That is, Bayesian latent growth curve modelling revealed a simultaneous, yet opposite, growth curve. Contrary to our expectations, neither of them could be related to behavioural internalization or externalization. These results imply that, at the within-person level, momentary need satisfaction and frustration are difficult to distinguish, and affecting one may automatically affect the other. Also, the relationships within the self-determination framework, such as the proposed link between need satisfaction and behavioural internalization may be better reframed with attention to the time-frame in which they occur.     

Dispositional resistance to change and emotional exhaustion: moderating effects at the work-unit level

Organizational change, although essential for business success, may negatively impact employees’ well-being. Based on person–environment fit theory, the authors investigate employees’ dispositional resistance to change as it impacts emotional exhaustion. Furthermore, the authors examine boundary conditions that may affect dispositional resistance to change and its influence on emotional exhaustion. They take a trait activation approach and test the moderating roles of two work-unit-level internal contextual factors: perceived organizational support and informational team climate. Using a longitudinal research design of 709 participants in 30 work units, multilevel analyses reveal that dispositional resistance to change (time 1) is positively related to emotional exhaustion (time 2). Moreover, a lack of perceived organizational support and a high informational team climate strengthen these effects. The authors conclude that organizations should offer coaching and training programmes to cope with organizational change for employees who are highly change resistant. Furthermore, personal and organizational development strategies should consider the insights gained from the study regarding internal contextual factors that moderate change management processes.     

Servant leadership and employee outcomes: the moderating role of subordinates’ motives

Drawing from implicit leadership theories we advance servant leadership theory by examining moderating mechanisms that explain under what conditions servant leader behaviours impact followers in organizations. Specifically, we focused on the moderating role of subordinates’ motivational orientations—prosocial values or impression management motives—in relationships between servant leadership behaviours and job satisfaction, as well as subordinate organizational citizenship behaviours (OCBs). Using time-lagged data collected from 192 supervisor-subordinate dyads, we found that servant leadership was positively associated with employees’ job satisfaction, but not significantly related to their performance of OCBs. We also found evidence that subordinates’ motives moderate the relationships between servant leadership and outcomes. Specifically, employees high on impression management experienced lower levels of job satisfaction than their lower scoring counterparts. Our findings suggest that servant leadership may not be equally beneficial for all followers. We discuss implications for theory and practice.     

Identity and travel behaviour: A cross-sectional study on commute mode choice and intention to change

IntroductionSocial and self-identities have been conceptualised to prevent travel behaviour change, as threats to one’s identity may cause resistance to change. This study focuses on the role of social, transport, place, and self-identities on commute mode choice and intention to change mode choice.MethodData were collected in June 2015 in Utrecht, the Netherlands. Invitations to participate were distributed by mail using data from the municipality, resulting in 1062 adult participants.The outcome measures were the transport mode shares based on a 14-day travel-to-and-from-work record of trips (i) involving any car use, (ii) involving any bicycling, (iii) involving any walking, and (iv) involving any public transport use. The second series of outcome measures concerned the willingness to change the amount of car use, bicycle use and walking, determined by the question ‘to what extent do you intend to change the use of …?’. Identity was measured on a seven-point disagree/agree scale for 17 items by asking to what extent the respondent ‘sees him/herself as …’. Separate multinomial regression models were estimated stepwise adjusting for socioeconomic and transport characteristics.ResultsMultiple identity items were associated with the use of all commute modes. In the maximally adjusted models, identities associated with the respective modes remained significant. For example, whether someone identified themselves with being a cyclist corresponded with higher likelihood of cycling occasionally (relative risk ratio (RRR): 1.84; 95% confidence interval (CI):1.47–2.30), or always to work (RRR: 2.86; 95% CI: 2.16–3.79). In addition, we found that a family-oriented identity was negatively associated with occasional commuting by car, and a ‘sporty’ identity was negatively associated with always cycling to work.Transport identities were also associated with stated intentions to change as were several social, place, and self-identities. Identifying with being a car driver decreased the likelihood of intending to reduce car use, but it increased the likelihood of intending to increase car use, as did identifying with being career-oriented. Individuals that identified with being a cyclist were less likely to have an intention to reduce bicycle use, whereas countryside-lovers had greater intentions of increasing cycling. Individuals that identified themselves as pedestrians had a lower intention of decreasing their walking levels, and a higher intention of increasing them, as did those who identified themselves as being family-oriented.DiscussionThe results confirm limited previous findings that identifying with users of a transport mode correspond with its use. Nevertheless, questions around causality remain. The intention to change mode choice was associated with several identities, including transport-related identities, place-related identities, social/family-related identities, and self-identities. Future research should focus on the associations between identity and actual behaviour change to further our understanding of the effect of identity on travel behaviour.     

Perceived ethical leadership: Its moderating influence on employees’ organisational commitment and organisational citizenship behaviours

This study investigated the extent to which employees’ perception of ethical leadership moderated their organisational commitment and organisational citizenship behaviour. A non-probability purposive sample (N = 839; females = 32%) of employees in a railway organisation in the Democratic Republic of Congo (DRC) participated in the study. They completed the following measures: the Organisational Commitment Scale (OCS), the Organisational Citizenship Behaviour Questionnaire (OCBQ) and the Ethical Leadership Scale (ELS). Stepwise hierarchical regression analysis was utilised to determine the influence of employees’ perceptions of the relationships between their self-reported organisational commitment and organisational citizenship behaviour. The results indicated employee perceptions of the integrity, fairness and honesty aspects of ethical leadership to explain their affective, continuance and normative aspects of organisational commitment and organisational citizenship behaviour. The results also showed that employee perceptions of high ethical leadership influenced their willingness to engage in positive organisational commitment such as psychological attachment, work continuance, normative commitment and also their organisational citizen behaviours such as altruism, conscientiousness, courtesy and civic virtue. By implication, leaders with high ethical conduct have the potential to positively stimulate the commitment of employees towards supporting the organisational values and mission.     

‘… you kind of frantically go from one thing to the next and there isn’t any time for thinking any more’: a reflection on the impact of organisational change on relatedness in multidisciplinary teams

This paper reflects on the relational impact on Clinical Psychologists of NHS organisational change in the context of cuts and reorganisation. The reflections illustrate one theme drawn from a study of eight Clinical Psychologists working within adult Community Mental Health Multi-Disciplinary Teams. The paper considers the impact of competition and change in healthcare on the ability to engage in reflective practice potentially affecting client care due to reduced joint-working, consistency and creativity. The paper considers how acts of kindness (compassion) within organisational contexts at all levels can facilitate relatedness, reflection and more human care. It concludes by considering how shifting from short-term planning evaluating efficiencies based on perceived financial value, to thinking more widely and long-term about relational value may be of benefit to clinicians, clients and the system as a whole.     

Workplace ethics culture and work engagement: The mediating effect of ethical leadership in a developing world context

This study examined the mediating effect of ethical leadership on the relationship between workplace ethics culture and work engagement among employees in a railway transport organisation in the Democratic Republic of the Congo (DRC). The sample consisted of permanently employed staff in a railway organisation in the DRC (n = 839; females = 32%). The employees were required to complete the Ethical Leadership Scale (ELS), the Ethical Corporate Virtue model (ECV) and the Utrecht Work Engagement Scale (UWES). Mediating regression analyses were conducted to predict work engagement from workplace ethics culture, partialling out ethical leadership. The results show that workplace ethics culture had a significantly positive effect on work engagement. The results further indicated that workplace ethics culture, through the mediation of perceived ethical leadership, had a significantly positive effect on the work engagement dimensions of vigour, dedication and absorption. The findings provide evidence that ethical leadership plays a crucial role in shaping workplace ethics culture and employees’ level of work engagement in an emerging country work setting.     

‘A man after god’s own heart’: charisma,masculinity and leadership at a charismatic Church in Brighton and Hove,UK

This article suggests that the gendered aspects of charisma have so far been overlooked in recent scholarship and seeks to align studies of charismatic religious leaders more fully with studies of masculinity and the ‘masculinisation’ of Charismatic churches. Based on research conducted at the Church of Christ the King (CCK) in Brighton and Hove, UK, I analyses how leadership operates as a key language for mediating masculinity, giving young men ways of being manly within both Christian and church parameters as well as forming links between experienced leaders and their young apprentices. Focusing on a dramatic visit by a notorious international preacher as an instance of charismatic masculinity in action, the author shows how an understanding of a corporate culture of masculinity can lend new insight into our understanding of charisma as both a relational construct and a system of individual authority which is tested at times of crisis and succession.     

Endorsement of achievement goals across secondary school years: Applying a state-trait framework

This study examined stability and change in endorsement of achievement goals across secondary school years. A longitudinal, complementary, integrative approach was utilized with a sample of 6908 Korean eighth graders followed over three years at one-year intervals. The autoregressive models demonstrated differential stability, whereas latent growth curve models showed mean-level changes. Applying a state-trait framework, achievement goals evidenced both trait and state components; endorsement of achievement goals is stable, but may also exhibit change over time. Although all achievement goal types were more state-like than trait-like, avoidance goals (mastery-avoidance and performance-avoidance goals) were more malleable than approach goals (mastery-approach and performance-approach goals); no differences were found between approach or avoidance goals.