Relevant bibliographies by topics / Leader and employees

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Leader and employees'

Author: Grafiati
Published: 1 July 2021
Last updated: 5 February 2022

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Journal articles on the topic "Leader and employees"

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BIN FAUZAN, MUHAMAD FIKRI. "A STUDY ON EFFECT OF LEADERSHIP STYLES ON EMPLOYEES PERFORMANCE IN LOCAL COURIER COMPANY: THE CASE OF “POS LAJU” IN Malaysia." Journal of Public Value and Administration Insights 1, no. 1 (November 13, 2018): 14–20. http://dx.doi.org/10.31580/jpvai.v1i1.138.

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Leadership ability have a great impact in organization where it need an effective approach in managing the employee. In courier service company, the excellent of a company is based on the act of a leader where the interactions between employers and employees will determine the direction whether the company will achieve the organization goal or otherwise. This study presents a capable visionary leader influence on employee’s performance where the analysis for the employee’s performance was conducted to measure the affection on visionary styles. To perform this task Statistical Package for Social Science (SPSS) programs was used to make the analysis.to get the relationship between the visionary leader and employees performance. The result indicates that visionary styles have a positive relationship on employees performance. The analysis finding shows that the job satisfaction, employee engagement and employee attitude have a positive relationship with the visionary leader but only two variable in employee performance is accepted. From the point, we will find that this company have a capable leadership style that can influence employees in Pos Laju Company. The courier services company Pos Laju higher management should use this visionary leadership ability that could influence on their employees to ensure a better affection toward employees performance.
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Ng, Xin Le, Sang Long Choi, and Khairiah Soehod. "The Effects of Servant Leadership on Employee’s Job Withdrawal Intention." Asian Social Science 12, no. 2 (January 11, 2016): 99. http://dx.doi.org/10.5539/ass.v12n2p99.

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<p>This study employed survey research to investigate the effects of servant leadership on employee job withdrawal intention. Employees are valuable assets to organization. Leaders are important to decrease employee's job withdrawal intention. Servant leadership style is important to build a good relationship with their employees. Respondents consist of employees that work at small medium enterprises in Johor Bahru, Malaysia. Using questionnaires to collect data and AMOS to analyze data. The results reveal a negative relationship between servant leadership and employee’s job withdrawal intention. Thus, it provides evidence that servant leadership is able to reduce employee’s job withdrawal intention. This study provides some ideas for leader on how to retain quality workers.</p>
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Tang, Xiu-Li, Ying-Kang Gu, and Lijuan Cui. "Influence of leader and employee emotional labor on service performance: A hierarchical linear modeling approach." Social Behavior and Personality: an international journal 45, no. 8 (September 13, 2017): 1233–44. http://dx.doi.org/10.2224/sbp.6152.

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Given the importance of emotional labor for service-oriented enterprises, it is highly valuable to explore how leader emotional labor affects the emotional labor strategy used by employees. This study was based on affective events theory and we used hierarchical linear modeling to explore cross-hierarchical relationships among leader emotional labor, employee emotional labor, and employee service performance. We tested the model with data from 534 employees and their immediate leaders working in 23 service-oriented enterprises in China. Results showed that leaders' surface acting positively influenced employees' surface acting, and leaders' deep acting positively influenced employees' deep acting and service performance. Employees' deep acting mediated the relationship between leaders' deep acting and employee service performance. Our findings enhance understanding of leader emotional labor and help to advance emotional labor theory in the leadership context.
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Drescher, Gesche. "Delegation outcomes: perceptions of leaders and follower’s satisfaction." Journal of Managerial Psychology 32, no. 1 (February 13, 2017): 2–15. http://dx.doi.org/10.1108/jmp-05-2015-0174.

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Purpose The purpose of this paper is to examine the relationships among delegation, employees’ perceptions of leader’s performance and likeability and follower’s job satisfaction. These variables are significantly associated with leader influence. Design/methodology/approach To test how employees evaluate delegation, an experimental study (study 1: n=304) and a longitudinal field questionnaire (study 2: n=109) were implemented. Findings The results of study 1 showed that leader delegation leads to higher levels of perceived leader ability and performance. Study 2 replicated and extended these results. Mediation analyses revealed that leader likeability mediates the relationship between delegation and employee’s job satisfaction. Practical implications The study emphasizes the meaning of delegation for leaders and organizations. By transferring responsibilities and decision-making responsibilities, leaders can improve their image among their employees and enhance job satisfaction. Originality/value This study investigated employees’ perceptions of leaders with regard to performance-related and affective responses to delegation. The results are combined with findings on employee job satisfaction. The study fills an important gap in leadership research. Experimental data combined with field survey data show that the delegation of responsibilities is associated with positive impressions of leaders.
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MacMillan, Karen, Charlice Hurst, Ken Kelley, Jane Howell, and Youngsuhk Jung. "Who says there’s a problem? Preferences on the sending and receiving of prohibitive voice." Human Relations 73, no. 8 (June 10, 2019): 1049–76. http://dx.doi.org/10.1177/0018726719850282.

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Which employees are likely to warn leaders about threats to the workplace? When employees do speak up, will these messages gain the leader’s interest? In this article, we rely on theories of power to predict how employee characteristics (work prevention regulatory focus, closeness to the leader (leader-member exchange) and rank) influence whether employees send messages about threats (prohibitive voice). We also explore whether employee characteristics (closeness to the leader and rank) affect leaders’ attention to threat messages. In a two-wave field study with 55 leaders and 214 employees, we found that leaders were more likely to show interest in messages about threats from employees who they were not close to, but who had high rank. However, only employees with a strong work prevention regulatory focus and/or those of higher rank were likely to prioritize the sending of such messages. Although we also expected that employees who had a good relationship with the leader would send more information about threats, we found they were less likely to do so. This research suggests that there may be “opaque zones” in organizations, places where employees are unlikely to warn leaders about threats and where leaders will not pay attention even if they do.
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Chen, Jiang-Tao, Zhi-Hui Cheng, Hua-Qiang Wang, and Dan Li. "Does leader narcissism hinder employees taking charge? An affective events theory perspective." Social Behavior and Personality: an international journal 48, no. 10 (October 7, 2020): 1–13. http://dx.doi.org/10.2224/sbp.9377.

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Prior studies have shown that leaders' personality traits potentially have positive effects on employees' taking-charge behaviors; however, in this context, the negative influence of leaders' dark personality traits has largely been neglected in research. On the basis of affective events theory, we proposed a moderated mediation model to explain the impact of leader narcissism on employees' taking-charge behavior Through a 3-stage leader–follower dyadic research design, we collected 195 responses to a survey. The results indicate that leader narcissism had a significant negative effect on employees' taking-charge behavior via the mediator of employees' work engagement, and that leader narcissism decreased employees' work engagement when employees' self-reported proactive personality was low. In addition, the indirect effect of employee work engagement on leader narcissism and taking charge was stronger when employees' self-reported proactive personality was low. Our results have implications for preventing the negative effects of narcissistic leadership and promoting employees' taking-charge behavior.
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Abdillah, Muhammad Rasyid. "Leader Humor and Knowledge Sharing Behavior: The Role of Leader-Member Exchange." Jurnal Manajemen 25, no. 1 (February 21, 2021): 76. http://dx.doi.org/10.24912/jm.v25i1.704.

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A function in using humor in the workplace is to build relationships between employees involved in such behavior. This study seeks to explain the relationship between leader humor and knowledge-sharing behavior using social exchange theory. Specifically, this study endeavors to explain the mechanism process underlying the relationship between leader humor and knowledge-sharing behavior through the leader-member exchange. To test the hypotheses, the current study collected data from employees working at communication and information company in Pekanbaru City, Riau, Indonesia with utilizing PLS-SEM analysis. The finding shows that leader humor can encourage employee knowledge sharing behavior through the relationship quality between leaders and employees.
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Ahmed, Ishfaq, Rabia Afzal, and Siti Zaleha Abdul Rasid. "Employees' task performance and propensity to take charge: the role of LMX and leader's task orientation." Journal of Management Development 40, no. 3 (April 13, 2021): 224–39. http://dx.doi.org/10.1108/jmd-08-2020-0244.

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PurposeRecent literature has focused on the outcomes associated with employee performance, but how and when it leads to work-related outcomes further is an area that has not gained due attention. Against this backdrop, this study entails investigating the effects of employee performance on their taking-charge behavior through the mediation of leader–member exchange (LMX) and the leader's task-oriented behavior's moderating role.Design/methodology/approachUsing a questionnaire-based survey design, the study is based on a sample of 304 employees of pharmaceutical companies' sales departments. The two-stage lag approach has been used for data collection, where leader–follower dyads participated in the study.FindingsThe study's findings reveal that better-performing employees are considered in-group members by their leaders, and the presence of high LMX makes employees reciprocate by adopting charge behavior. Furthermore, a leader's task-oriented behavior fosters the performance – LMX and performance – taking charge relationship mediated through LMX, a moderated mediation mechanism exists.Originality/valueThe study offers a novel explanation by considering employee performance as a predictor instead of an outcome variable. Furthermore, recent literature has considered adverse outcomes of performance, while this study considers the positive aspects of employee performance (i.e. LMX and charge behavior). It also offers the role of both employee- and leader-specific factors in determining the LMX relationship.
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Cha, Sandra E., Sung Soo Kim, Patricia Faison Hewlin, and D. Scott DeRue. "Turning a Blind or Critical Eye to Leader Value Breaches: The Role of Value Congruence in Employee Perceptions of Leader Integrity." Journal of Leadership & Organizational Studies 27, no. 3 (February 26, 2020): 286–306. http://dx.doi.org/10.1177/1548051820906981.

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How do employees react when an organizational leader commits a value breach (i.e., behaves in a way that employees perceive as inconsistent with the organization’s espoused values)? Prior research provides a mixed view: Employees may conclude that the leader lacks integrity, or they may maintain their perception of the leader’s integrity, despite the breach. We focus on the role of person–organization value congruence in determining employee reactions and propose competing predictions that value congruence is positively (“blind eye effect”) or negatively (“critical eye effect”) associated with employee perceptions of leader behavioral integrity following a breach. In Study 1, field survey data suggested that value congruence was positively associated with the perceived integrity of a leader who had committed a breach. However, two follow-up studies using an experimental vignette methodology revealed additional nuance. An integration of our three studies indicated that before the occurrence of any breaches, employees with high value congruence perceive leaders as higher in integrity than do employees with low value congruence (pre-breach sacralization), but when leaders commit one or more value breaches, high value congruence employees react more harshly—lowering their integrity perceptions to a greater extent (the critical eye effect). As a result, as leaders commit more and more breaches, the initially positive relationship between value congruence and perceived leader integrity weakens and eventually becomes negative. Our findings offer important contributions to theory, research, and practice related to organizational values and leadership.
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Li, XuHui, Mingze Li, Jingtao Fu, and Asad Ullah. "Leader humility and employee voice: The role of employees’ regulatory focus and voice-role conception." Social Behavior and Personality: an international journal 47, no. 6 (May 2, 2019): 1–12. http://dx.doi.org/10.2224/sbp.7811.

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In recent years, a bottom-up leadership style has received considerable attention from researchers. However, few empirical studies have been conducted to explore the link between leader humility and employee voice. Drawing on role theory, in this study we examined the relationship between leader humility and employee voice. Using data from 222 employees and their leaders, our results revealed that leader humility was positively related to employee voice. Voice-role conception fully mediated this relationship. Further, we delineate how employees’ regulatory focus moderates the mediated relationship between leader humility and voice, such that when an employee has a high promotion focus or low prevention focus, leader humility will be more positively related to voice via voice-role conception. These findings will provide guidelines for managers promoting employee voice.
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Dissertations / Theses on the topic "Leader and employees"

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Moates, Kenneth Nathan Harris Stanley G. "The role of perspective taking in leader-member exchange." Auburn, Ala., 2007. http://repo.lib.auburn.edu/EtdRoot/2007/FALL/Management/Dissertation/MOATES_KENNETH_7.pdf.

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Gibson, Emily S. H. "Retaining Prison Staff: The Influence of Leader Emotional Intelligence on Employee Job Satisfaction." Diss., Piedmont International University, 2017. http://hdl.handle.net/10919/83946.

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Correctional leadership faces staffing challenges that potentially compromise safety and security and cause stress for remaining prison staff. Leadership is especially crucial in prisons due to threats of danger and stress. Leaders exhibiting emotional intelligence control their own emotions and manage interactions with others. Staffing shortfalls and the significance of prison leadership motivated a quantitative investigation of the relationship between leader emotional intelligence and employee job satisfaction. The researcher disseminated electronic surveys to prison staff in 5 southern states, which resulted in 1,174 surveys for analysis. Participants completed a survey that included the Genos Emotional Intelligence Inventory and the Job Satisfaction Survey. Results from a hierarchical linear regression revealed that both select demographic factors of prison employees and employee perception of their supervisor’s emotional intelligence are significantly predictive of prison employee job satisfaction. Findings provide both practical and theoretical implications for correctional leaders and support further research in the area of correctional leadership.
Doctor of Philosophy
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Martinus, Paul M. "Generic qualitative study on systems conflict as described by employees' leader-member exchanges." Thesis, Capella University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10144290.

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This study addressed the problem of conflict in the workplace as experienced by leader-member exchanges (LMXs). The background and significance of this study concerned the research problem and questions asking about systems conflict in the workplace according to LMXs. The study used a generic qualitative research design; participants were obtained online via purposive and snowball sampling. Participants who were Facebook users were asked to describe their conflict experiences in the workplace that were then thematically analyzed. Results showed that either systems conflict in LMXs described leadership and followership; or that types of members in such exchanges described conflict systems. Addressing the problem by answering the research question fills a knowledge gap that the scientific community and organizational leaders might use to address systems conflict in the workplace.

Keywords: generic, qualitative, systems, conflict, leader-member exchanges.

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Lee, JungHoon. "Antecedents and consequences of employee engagement: empirical study of hotel employees and managers." Diss., Kansas State University, 2012. http://hdl.handle.net/2097/13653.

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Doctor of Philosophy
Department of Hospitality Management and Dietetics
Chihyung Ok
Employee engagement has received a great deal of attention in the last decade in the popular business press and among consulting firms and the practitioner community. They claim employee engagement is a new human resource practice that business organizations can use in order to cope with the uncertainty of turbulent industry conditions. However, in the academic community, the concept remains new, and therefore, the concept requires rigorous seminal studies to validate it. Given that practical interest in work engagement has outstripped the currently available research evidence, fundamental questions, like how it can be increased and how and why it benefits individuals and organizations, still require answers. Therefore, this study empirically tested relationships among antecedents and consequences of employee engagement in the hotel setting. In particular, this study provided theory-based empirical evidence regarding whether employee evaluations of self (i.e., core self-evaluations) and perceptions of organizational environment (i.e., psychological climate) affect employee engagement. This study also investigated how employee engagement directly and indirectly leads to intrinsic rewards, job satisfaction, personal attachment to an organization (i.e., organizational commitment), and the leader-member exchange relationship (LMX). In accordance with the purpose and objectives of the study, 11 hypotheses were proposed based on several theories: Kahn's three psychological conditions theory, job demands-resources model, social exchange theory, and conservation of resources theory. To test the hypotheses, data were collected from 394 hotel employees and managers in the United States. The proposed relationships were examined using hierarchical multiple regression and structural equation modeling. Results of hypothesis testing showed that core self-evaluations and three components of psychological climate (managerial support for service, interdepartmental service, and team communication) positively influence employee engagement. The results also revealed that employee engagement is positively associated with all the outcome variables. This study further demonstrated that LMX mediates the relationships of employee engagement with job satisfaction and organizational commitment; job satisfaction mediates the relationships between employee engagement and organizational commitment and between LMX and organizational commitment. Given that employee engagement is an important current issue for hospitality companies, the findings should provide the hotel industry with a more complete picture of how employee engagement is associated with its antecedents and outcomes. A discussion of managerial implications is included along with theoretical implications of the findings, an evaluation of research limitations, and directions for future research.
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Nilo, James Alvaro. "Strategies That Small Business Leaders Use to Motivate Millennial Employees." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6253.

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Millennial workers occupy the majority of employment positions worldwide, which is a concern to business leaders in the United States related to having knowledge and ability to train, motivate, and retain millennial employees. Using Gilbert's behavior engineering model as a conceptual framework, this multiple case study explored the strategies that business leaders used to motivate their millennial employees. The study population included 4 leaders of small restaurant businesses in eastern North Carolina. Data were collected from semistructured, face-to-face interviews using 7 open-ended questions and review of company documents, websites, and social media. Data were coded and analyzed following Morse's method of data analysis. Three themes emerged from data analysis: rewards and recognition, high-quality leader-member relationship, and professional development. The findings of this research are significant for small business leaders who want to implement effective motivational strategies to manage millennial employees to keep their organizations productive and profitable. The implications of this study for positive social change include the potential to help millennial workers grow in their careers, become financially stable, and develop into prospective leaders prepared to propel their organizations and societies in the future.
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Auten, Dana Anuhea. "Supervisor Mindfulness and Its Association with Leader-Member Exchange." PDXScholar, 2017. https://pdxscholar.library.pdx.edu/open_access_etds/4061.

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Mindfulness has recently gained attention within work contexts. Mindfulness training interventions (e.g., mindfulness-based stress reduction; MBSR) are commonly implemented for employees within organizations. Mindfulness has been associated with multiple employee performance, relational, and well-being outcomes. Although mindfulness has become a popular practice within organizations, empirical research falls behind and has not explored many potential research avenues. As leaders play influential roles within organizations, mindfulness may influence leader behaviors, to an extent that leader mindfulness affects employees. This study examined the relationship between supervisor mindfulness and leader-member exchange (LMX), which entails quality of mutual support, trust, and respect within supervisor-subordinate relationships. In addition, the proposed study sought to empirically support proposed theoretical frameworks by examining affective, cognitive, and behavioral mechanisms of empathic concern, perspective taking, and response flexibility, as mediators in the supervisor mindfulness-LMX relationship. Supervisor workload was also examined as a moderator to assess conditions under which the supervisor mindfulness-LMX relationship exists. A sample of 202 individuals who currently supervise employees was collected using the online survey platform, Amazon's Mechanical Turk. Two approaches towards mediation provided support for the mediating roles of empathic concern and response flexibility in the relationship between supervisor mindfulness and LMX. Theoretical and practical contributions, as well as limitations and future directions are discussed.
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Pierce, Jonathan. "Leaders' Strategies to Support and Accommodate Employees with High-Functioning Autism." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4751.

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Leaders often lack strategies to create supportive and accommodating workplaces that capitalize on the unique skillset of autistic employees. Research has shown that employers benefit from creating supports; however, there is a lack of research on how or why organization leaders provide support and accommodations. The purpose of this descriptive case study was to identify leaders' strategies for supporting autistic employees. The research question centered on managements' support and accommodations for employees while capitalizing on their strengths. The conceptual framework included labor process to address management extracting benefits from labor, and resource-based theory to examine gaining a competitive advantage by using rare resources. Purposive sampling was used to select 11 leaders, managers, or frontline supervisors for in-person semistructured interviews from a northern Illinois organization that recruits and hires employees with autism. Other data sources for triangulation included communications, manuals, observations, photos, artifacts, and field notes following Yin's 5-step analytic model. Eight themes emerged: (a) advocating for self and others; (b) mission, vision, values, and social responsibility; (c) autism challenges; (d) nonphysical support; (e) physical accommodations; (f) policies, procedures, and funding; (g) support personnel; and (h) unique skillset. The results encompass a mission-driven approach to support and accommodation. This study contributes to social change by demonstrating how managers can use disabled employees and assist them in becoming productive members in the workplace and society, while gaining a feeling of self-worth, dignity, and independence. This reduces the burden on taxpayers for care.
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Valle, Dalila Somoza. "The role of acculturation in leader-member exchange." CSUSB ScholarWorks, 2002. https://scholarworks.lib.csusb.edu/etd-project/2214.

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In light of the increase of Hispanic Immigrants (i.e 1st, 2nd, 3rd generation) in the U.S. workforce and the impact that the quality of the leader-member exchange has on the organization's success, this study investigated the quality of the relationship that emerges between hispanic subordinates and Anglo-American leaders (i.e who are most representative of the U.S. dominant culture).
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Zimmerman, Jeffrey R. "The Impact of Supervisor-Subordinate Exchange on State Government Employees." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1561.

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Interactions such as task assignments and communications between supervisors and subordinates have unintended negative consequences on subordinates such as alienation of subordinates that are not members of the 'in' group. These relations are determined by the quality of the leader-member exchange (LMX) between supervisor and subordinate. The purpose of this study was to examine the impact of supervisor-subordinate exchange on state government employees by understanding the essence of these exchanges in state government agencies. The theoretical foundation of this phenomenological study was Graen and Uhl-Bien's conceptualization of LMX. Data were collected through 12 semi structured interviews with subordinates from the North Carolina Motor Vehicle Driver's License Section. This group of employees from the NC DMV were selected because of the geographical convenience to conduct interviews with participants. Supervisors were not interviewed for this study because the focus was the perceived effect on the employees' performance, motivation, and attitudes. The data were coded and analyzed using a modified Stevick-Colaizzi-Keen method. The results of this study supported that supervisor-subordinate exchanges can influence subsequent behaviors in government employees. This study may have future policy implications in that the results can be used to influence new policy or revise current policies concerning supervisor training within local, state, and federal government agencies. Organizations that comprehend how and why supervisor-subordinate exchanges impact them can revise training for both management and employees, improve communication and relationship skills, and reduce negative effects from these exchanges to promote positive social change.
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Nimmer, James G. "The influence of affect on leader evaluations of subordinates: a laboratory simulation employing a process approach." Diss., Virginia Polytechnic Institute and State University, 1988. http://hdl.handle.net/10919/76325.

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Recent work in performance appraisal has focused on the cognitive operations involved in a rating task, but has neglected the influence of affect. The purpose of the present study was to examine the process by which affect influences evaluations and to examine the impact of affeet on outcome variables. A categorization-based model of the rating process was developed that included the influence of affect. According to the model, affect was postulated to influence the categorization process at the superordinate level. The model also postulated that the classification would then influence the processing of subsequent information. To test predictions derived from the model, the present study simulated a work situation. Subjects were required to learn materials, train confederates, and then observe and evaluate confederate's videotaped performance. The impact of affect and item type was examined on process measures and the impact of affect and performance was examined on outcome measures. The results showed that affect biased leader evaluations in the form of leniency and severity. Signal detection analysis indicated that response bias may have been the cognitive mechanism underlying this effect. Leaders attributed non-performed behaviors to confederates in a category consistent manner. Path analysis showed that affect has direct and indirect effects on performance evaluations. The theoretical and applied considerations of the study's findings are discussed and future research directions are highlighted.
Ph. D.
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Books on the topic "Leader and employees"

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The engaging leader: Winning with today's free agent workforce. Chicago: Dearborn Trade, 2003.

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Stahl, Susan S. The empowering supervisor: From supervisor to team leader. King of Prussia, Pa: Organization Design and Development, 1992.

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Agrawal, K. G. Supervisor, man and leader. New Delhi: National Labour Institute, 1988.

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Ār, Cantiran̲ Vī, and Transport & Dock Workers' Union (Madras, India), eds. The indefatigable, fearless labour leader: A biography of the patriotic, veteran trade union leader S.C.C. Anthony Pillai. Chennai: Manimekalai Prasuram, 2001.

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Washington State Combined Fund Drive. 2004 campaign leader handbook. [Olympia, Wash: Washington State Dept. of Personnel, 2004.

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Zieger, Robert H. John L. Lewis: Labor leader. Boston: Twayne Publishers, 1988.

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Seidman, David. Cesar Chavez: Labor leader. New York: Franklin Watts, 2004.

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author, Lim Joanne H., ed. The leader, the teacher & you: Leadership through the third generation. London: Imperial College Press, 2014.

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Cedeño, Maria E. Cesar Chavez: Labor leader. Brookfield, Conn: Millbrook Press, 1993.

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Bergmann, Horst. Everyone a leader: A grassroots model for the new workplace. New York: Wiley, 1999.

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Book chapters on the topic "Leader and employees"

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Peterson, David R. "Are Satisfied Employees Productive or Productive Employees Satisfied?" In Leader Thinking Skills, 98–121. 1 Edition. | New York : Routledge, 2020.: Routledge, 2019. http://dx.doi.org/10.4324/9781315269573-5.

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McHenry, Jeffrey J. "Pinpointing: Matching Job Assignments to Employees." In Experience-Driven Leader Development, 69–75. San Francisco: John Wiley & Sons, Inc., 2014. http://dx.doi.org/10.1002/9781118918838.ch11.

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Winston, Bruce E. "Contrast Leader, Manager, and Administrator." In Biblical Principles of Leading and Managing Employees, 1–5. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-77137-3_1.

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Rokhim, Rofikoh, and Monica Devina. "Contact Employees’ Prosocial Behaviors: The Role of Leader-Member Exchange and Perceived Organizational Support." In Leading for High Performance in Asia, 41–63. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-6074-9_3.

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Sadiq, Tahreem, and Faisal Qadeer. "How Leader Member Exchange Impacts Employees’ Perceptions of Organizational Support, Embeddedness and Satisfaction: Some Evidences from Pakistan." In The Palgrave Handbook of Leadership in Transforming Asia, 273–93. London: Palgrave Macmillan UK, 2017. http://dx.doi.org/10.1057/978-1-137-57940-9_15.

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Tian, Zai-lan, and Pei-lun Huang. "Researches on the Effects of Leader Empowerment Behavior on Employees’ Voice Behavior: The Mediating Effect of Self-Efficacy." In Proceedings of 20th International Conference on Industrial Engineering and Engineering Management, 757–64. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-40063-6_75.

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Thornton, George C., Stefanie K. Johnson, and Allan H. Church. "Selecting Leaders." In Handbook of Employee Selection, 833–52. Second edition. | New York, NY : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315690193-38.

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Roberts, Gary E. "Employee Staffing Principles." In Servant Leader Human Resource Management, 179–97. New York: Palgrave Macmillan US, 2014. http://dx.doi.org/10.1057/9781137428370_8.

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Roberts, Gary E. "Employee Compensation Management Principles." In Servant Leader Human Resource Management, 215–31. New York: Palgrave Macmillan US, 2014. http://dx.doi.org/10.1057/9781137428370_10.

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Roberts, Gary E. "Employee Fair Treatment Principles." In Servant Leader Human Resource Management, 93–124. New York: Palgrave Macmillan US, 2014. http://dx.doi.org/10.1057/9781137428370_5.

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Conference papers on the topic "Leader and employees"

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Tian, Zai-Lan, and Pei-lun Huang. "Leader empowerment behavior, self-efficacy and employees' voice behavior: An empirical research on IT knowledge employees." In 2013 6th International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2013. http://dx.doi.org/10.1109/iciii.2013.6703228.

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He, Jieya, and Daiheng Li. "What the Leader Said Made Me Lose Control: Leaders' Aggressive Humor and Employees' Workplace Deviance Behaviors." In Proceedings of the 5th Annual International Conference on Social Science and Contemporary Humanity Development (SSCHD 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/sschd-19.2019.62.

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Jeseviciute-Ufartiene, Laima. "THE ROLE OF LEADER�S ETHICS MOTIVATING EMPLOYEES IN THE TOURISM ORGANIZATIONS." In 4th International Multidisciplinary Scientific Conference on Social Sciences and Arts SGEM2017. Stef92 Technology, 2017. http://dx.doi.org/10.5593/sgemsocial2017/15/s05.135.

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Turunç, Ömer. "The Role of Culture in the Relationship between Leader Support and Innovative Behaviors: A research in Tourism Sector." In Contemporary Issues in Business, Management and Education. VGTU Technika, 2015. http://dx.doi.org/10.3846/cibme.2015.15.

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This cultural research aims to investigate the direct effects of leader support on employees' innovative behaviors and the moderating effect of Hofstede’s culture dimensions (collectivism, masculinity, uncertainty avoidance and power distance) in the relation between leader support and employees' innovative behaviors. The hypotheses are tested using the data collected from a sample of 396 employees in tourism sector in Antalya, Turkey. The results demonstrate that leader support significantly improves employees' innovative behaviors in this sector. Besides, some culture dimensions have moderating roles on the association between leader support and employees' innovative behaviors. Findings indicate that the moderating role of culture varies from dimension to dimension.
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Ribič, Timotej, and Miha Marič. "LMX – teorija odnosa med vodjo in zaposlenim." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.58.

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Employees represent a key part of the organization. Their satisfaction has direct effect on co-workers and their productivity. Leader is largely responsible to create general satisfaction in work environment. With organizing, choosing appropriate management concepts and correct approach to his employees, he creates good relationships with colleagues and contributes to the internal culture of the organization. Good interpersonal relationships are thus an important factor in building success in the company and the operation of processes, as they directly affect work performance, organizational climate and organizational culture. Many companies use classic and wellknown leadership styles. Regardless of the chosen style, it is noticed an alienated relationship between the manager and the employee. The issue can be attributed to strict adherence to the set organizational structure and, in connection with this, the expression of the legitimate power of leaders, yet to some extent the problem is in different understanding of leadership, both with individuals and leaders themselves. The newer leadership style, called Leader-member Exchange Theory, focuses on building relationships, mutual respect and trust, and treating employees as co-workers on the same horizontal hierarchical level. The implementation of this style of management can be seen mainly in foreign markets. This approach is not well known or widespread in Slovenia, nevertheless it is noticed in some companies. Based on a case study from the business environment, we studied a company with such leadership in Slovenia.
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Nova, Vera, Dr Zulkarnain, and Sherry Hadiyan. "Influence of Perceived Organizational Support and Leader-Member Exchange towards Readiness for Change among Employees of PT. Bank X." In 2nd International Conference on Social and Political Development (ICOSOP 2017). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/icosop-17.2018.53.

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Romanelli, Mauro. "Rethinking Public Administration through Managers as Leaders." In 2nd International Conference Global Ethics - Key of Sustainability (GEKoS). LUMEN Publishing House, 2021. http://dx.doi.org/10.18662/lumproc/gekos2021/2.

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Rethinking public administration helps to drive public managers as agents of change who assume behaviours coherently with a leadership identity. Public administration is rediscovering the sustainability as a key source and goal for strategic and organisational change by promoting the organisational dimension that relies on enhancing the quality of people as human resources, strengthening both the public manager as a leader and public servants as employees who are committed and motivated to public service. Managers as leaders help to drive public administration as an organisation which is able to proceed towards future as a sustainable public organisation which develops the quality of human capital and improves performances, supports public trust and enhances democratic life. Rediscovering the organisational dimension helps to develop the leadership as identity and source for ethical and transformational behaviours of a leader, and enables public managers to assume coherent values, attitudes and behaviours developing the leadership as central identity. Today, driving public administration requires effective public managers who are able to behave as ethical and transformational leaders who motivate, support and drive the employees at work.
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Meliana, Irna, Suryadi Suryadi, and Unifah Rosidi. "Effect of Leader Member Exchange Leadership Style and Organizational Climate on Innovative Work Behavior of Banten Provincial Education Office Employees." In Proceedings of the 3rd International Conference on Research of Educational Administration and Management (ICREAM 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.200130.202.

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Schafheitle, Simon, Antoinette Weibel, and Alice Rickert. "The Bermuda Triangle of Leadership in the AI Era? Emerging Trust Implications From “Two-Leader-Situations” in the Eyes of Employees." In Hawaii International Conference on System Sciences. Hawaii International Conference on System Sciences, 2021. http://dx.doi.org/10.24251/hicss.2021.665.

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Solikhah, Efa, Siswoyo Haryono, and Nuryakin Nuryakin. "The Effect of Organizational Culture and Leader Member Exchange to Intention to Leave is Mediated by Job Satisfaction at Contract Employees of Muhammadiyah Universities in Yogyakarta." In Proceedings of the 2019 Ahmad Dahlan International Conference Series on Education & Learning, Social Science & Humanities (ADICS-ELSSH 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/adics-elssh-19.2019.21.

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Reports on the topic "Leader and employees"

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Deal, Jennifer, Kristin Cullen, Sarah Stawiski, William Gentry, and Marian Ruderman. World Leadership Survey Biannual Report on Employee Commitment and Engagement 2013–2014. Center for Creative Leadership, 2015. http://dx.doi.org/10.35613/ccl.2015.2048.

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" From the Executive Summary: ""The purpose of the World Leadership Survey (WLS) is to provide a window into how professionals, managers, and executives view their life within the organization. This view of the employee experience will help leaders of organizations understand what employees experience, and what the organization can do to improve commitment and reduce turnover. The good news for organizations in the United States and Canada (the sample for this report) is that respondents are mostly committed to their organizations, satisfied with their jobs and their pay, work more than the typical 40-hour workweek, and do not currently intend to leave their jobs. The professionals, managers, and executives surveyed feel supported by their organization and by their direct supervisor, and think that their organizations are economically stable. Unfortunately they also feel overloaded, with their work disproportionately interfering with the rest of life, and that there is a high level of political behavior within their organization. Both overload and overt political behavior can reduce individual and organizational effectiveness. This report describes the current employee experience, and what organizations can focus on to maintain and improve commitment and engagement."
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Thompson, Alison, Nathan M. Stall, Karen B. Born, Jennifer L. Gibson, Upton Allen, Jessica Hopkins, Audrey Laporte, et al. Benefits of Paid Sick Leave During the COVID-19 Pandemic. Ontario COVID-19 Science Advisory Table, April 2021. http://dx.doi.org/10.47326/ocsat.2021.02.25.1.0.

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Multiple jurisdictions have adopted or adapted paid sick leave policies to reduce the likelihood of employees infected with SARS-CoV-2 presenting to work, which can lead to the spread of infection in workplaces. During the COVID-19 pandemic, paid sick leave has been associated with an increased likelihood of workers staying at home when symptomatic. Paid sick leave can support essential workers in following public health measures. This includes paid time off for essential workers when they are sick, have been exposed, need to self-isolate, need time off to get tested, when it is their turn to get vaccinated, and when their workplace closes due to an outbreak. In the United States, the introduction of a temporary paid sick leave, resulted in an estimated 50% reduction in the number of COVID-19 cases per state per day. The existing Canada Recovery Sickness Benefit (CRSB) cannot financially protect essential workers in following all public health measures, places the administrative burden of applying for the benefit on essential workers, and neither provides sufficient, nor timely payments. Table 1 lists the characteristics of a model paid sick leave program as compared with the CRSB. Implementation of the model program should be done in a way that is easy to navigate and quick for employers.
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Gordon, Eleanor, and Briony Jones. Building Success in Development and Peacebuilding by Caring for Carers: A Guide to Research, Policy and Practice to Ensure Effective, Inclusive and Responsive Interventions. University of Warwick Press, April 2021. http://dx.doi.org/10.31273/978-1-911675-00-6.

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The experiences and marginalisation of international organisation employees with caring responsibilities has a direct negative impact on the type of security and justice being built in conflict-affected environments. This is in large part because international organisations fail to respond to the needs of those with caring responsibilities, which leads to their early departure from the field, and negatively affects their work while in post. In this toolkit we describe this problem, the exacerbating factors, and challenges to overcoming it. We offer a theory of change demonstrating how caring for carers can both improve the working conditions of employees of international organisations as well as the effectiveness, inclusivity and responsiveness of peace and justice interventions. This is important because it raises awareness among employers in the sector of the severity of the problem and its consequences. We also offer a guide for employers for how to take the caring responsibilities of their employees into account when developing human resource policies and practices, designing working conditions and planning interventions. Finally, we underscore the importance of conducting research on the gendered impacts of the marginalisation of employees with caring responsibilities, not least because of the breadth and depth of resultant individual, organisational and sectoral harms. In this regard, we also draw attention to the way in which gender stereotypes and gender biases not only inform and undermine peacebuilding efforts, but also permeate research in this field. Our toolkit is aimed at international organisation employees, employers and human resources personnel, as well as students and scholars of peacebuilding and international development. We see these communities of knowledge and action as overlapping, with insights to be brought to bear as well as challenges to be overcome in this area. The content of the toolkit is equally relevant across these knowledge communities as well as between different specialisms and disciplines. Peacebuilding and development draw in experts from economics, politics, anthropology, sociology and law, to name but a few. The authors of this toolkit have come together from gender studies, political science, and development studies to develop a theory of change informed by interdisciplinary insights. We hope, therefore, that this toolkit will be useful to an inclusive and interdisciplinary set of knowledge communities. Our core argument - that caring for carers benefits the individual, the sectors, and the intended beneficiaries of interventions - is relevant for students, researchers, policy makers and practitioners alike.
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Bartel, Ann, Maya Rossin-Slater, Christopher Ruhm, Meredith Slopen, and Jane Waldfogel. The Impact of Paid Family Leave on Employers: Evidence from New York. Cambridge, MA: National Bureau of Economic Research, April 2021. http://dx.doi.org/10.3386/w28672.

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Sanchez, Rudolph. The Role of Trust, Leader-Member Exchange, and Organizational Justice in Employee Attitudes and Behaviors: A Laboratory and Field Investigation. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.5612.

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Gorman, Clare. Exposing the Worst Forms of Child Labour in Bangladesh’s Leather Sector. Institute of Development Studies (IDS), February 2021. http://dx.doi.org/10.19088/clarissa.2021.001.

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As one of the country’s biggest employers and its second largest exporter, the leather sector is big business in Bangladesh. But it is also in crisis. A dramatic decrease in the global demand for leather since COVID-19 has led to the collapse of the supply chain with workers, especially children, bearing the worst of the brunt. As cracks in the industry’s surface widen, new research from the Child Labour: Action-Research-Innovation in South and South-Eastern Asia (CLARISSA) programme shines a light into its hidden corners, revealing examples of the worst forms of child labour (WFCL) at almost every turn.
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Muller, Leslie, and John Turner. The Lack of Persistence of Employee Contributions to Their 401(k) Plans May Lead to Insufficient Retirement Savings. W.E. Upjohn Institute, April 2011. http://dx.doi.org/10.17848/pol2015-008.

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Muller, Leslie A., and John A. Turner. The Lack of Persistence of Employee Contributions to Their 401(k) Plans May Lead to Insufficient Retirement Savings. W.E. Upjohn Institute, February 2013. http://dx.doi.org/10.17848/pol2011-008.

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Ichniowski, Casey, and Anne Preston. Does March Madness Lead to Irrational Exuberance in the NBA Draft? High-Value Employee Selection Decisions and Decision-Making Bias. Cambridge, MA: National Bureau of Economic Research, March 2012. http://dx.doi.org/10.3386/w17928.

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Zhang, Yongping, Wen Cheng, and Xudong Jia. Enhancement of Multimodal Traffic Safety in High-Quality Transit Areas. Mineta Transportation Institute, February 2021. http://dx.doi.org/10.31979/mti.2021.1920.

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Numerous extant studies are dedicated to enhancing the safety of active transportation modes, but very few studies are devoted to safety analysis surrounding transit stations, which serve as an important modal interface for pedestrians and bicyclists. This study bridges the gap by developing joint models based on the multivariate conditionally autoregressive (MCAR) priors with a distance-oriented neighboring weight matrix. For this purpose, transit-station-centered data in Los Angeles County were used for model development. Feature selection relying on both random forest and correlation analyses was employed, which leads to different covariate inputs to each of the two jointed models, resulting in increased model flexibility. Utilizing an Integrated Nested Laplace Approximation (INLA) algorithm and various evaluation criteria, the results demonstrate that models with a correlation effect between pedestrians and bicyclists perform much better than the models without such an effect. The joint models also aid in identifying significant covariates contributing to the safety of each of the two active transportation modes. The research results can furnish transportation professionals with additional insights to create safer access to transit and thus promote active transportation.
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