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Journal articles on the topic 'Leader and employees'
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1
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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Akram, Muhammad, Liaqat Ali ., and Muhammad Muazzam Mughal . "How Leadership Behaviors Affect Organizational Performance in Pakistan." Journal of Economics and Behavioral Studies 4, no. 6 (June 15, 2012): 354–63. http://dx.doi.org/10.22610/jebs.v4i6.335.
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The purposes of this study are to analyze which leadership behavior is most closely related with organizational performances based on both leader’s and employee’s perceived; and to what extent leadership behaviors have impact on organizational performances in public and private organizations. Two questionnaires were developed to capture leaders’ behaviors and employees’ responses. Sample comprises of five hundred managers and five hundred employees of different private and public sector organizations of Pakistan. Correlation analysis and regression analysis are used to analyze relationship and effects of leadership behaviors with and on organizational performances. Results indicate that: firstly, all leadership behaviors are positively interrelated with leader is perceived and employee has perceived organizational performances. Secondly, only monitoring leadership behavior has significant positive impact on leader’s and employee’s perceived organizational performance based on individual analysis; whereas, innovative role modeling, support for innovation, recognition and monitoring leadership behaviors have significant positive impact on leader’s perceived and employee’s perceived organizational performances based on pooled analysis.
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Duan, Jinyun, Émilie Lapointe, Yue Xu, and Sarah Brooks. "Why do employees speak up? Examining the roles of LMX, perceived risk and perceived leader power in predicting voice behavior." Journal of Managerial Psychology 34, no. 8 (November 11, 2019): 560–72. http://dx.doi.org/10.1108/jmp-11-2018-0534.
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Purpose The purpose of this paper is to understand better why employees voice. Drawing on social information processing theory and insights derived from the literature on power, the authors suggest that leader–member exchange (LMX) fosters voice by reducing the perceived risk of voicing. The authors further contend that high perceived leader power will strengthen this mediated relationship. Design/methodology/approach The authors relied on a sample of 265 employee-supervisor dyads collected from Chinese organizations to test the study hypotheses. Findings Results indicated that perceived risk of voicing significantly mediated the positive LMX–voice behavior relationship. In addition, perceived leader power strengthened the effect of LMX on voice behavior via perceived risk of voicing. The relationship of LMX to perceived risk of voicing was more negative, and the indirect effect of LMX on voice behavior was more positive when employees perceived that leader power was high. Practical implications Organizations seeking to promote voice behaviors should support leaders to develop high-quality relationships with employees. Organizations should also ensure that leaders are sufficiently empowered to fulfill their roles, and ensure that employees are aware of their leaders’ influence. Originality/value Findings suggest that, in the context of high quality leader–member relationships, employees’ perceptions of their leaders’ power may help to overcome barriers associated with speaking up. Thus, this study helps explain the conditions that encourage employees to voice.
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Harahap, Rizka Nurhasti Agusta, and Sholihati Amalia. "PENGARUH LEADER MEMBER EXCHANGE TERHADAP KEPUASAN KERJA KARYAWAN." Jurnal Riset Bisnis dan Investasi 2, no. 2 (October 10, 2016): 47. http://dx.doi.org/10.35697/jrbi.v2i2.73.
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Leaders have a responsibility to manage human resources. Thus it is necessary a good relationship between the leader and the employee support the achievement of organizational goals. But in fact, indirectly leaders give higher trust to some employee only and does not do justice to any of his employees. Therefore, the employees may feel dissatisfied with their jobs because they feel unappreciated or unnoticed. It became one of the reasons the employees resign. On 2015 the number of employees who resigned from PT Sandy Globalindo is big enough. It is certainly become a problem for the company and could adversely affect the sustainability of the company. This research aims to determine the influence of leader-member exchange to employee job satisfaction in PT Sandy Globalindo. Leader-member exchange is variable (X) and job satisfaction is a variable (Y). The research method that used is the analytic method with cross sectional approach. Analysis of the data that used is descriptive analysis, classic assumption test, regression test, correlation and hypothesis test. The sample in this research as many as 101 employees. Descriptive analysis showed that the leader-member exchange in PT Sandy Globalindo in the category enough with a mean of 2.91 and job satisfaction of employees at PT Sandy Globalindo in the category enough with a mean of 3.04. Simple linear regression test results, obtained equation Y = 3.681 + 0.382 0,759X with R square which indicates that the variable leader-member exchange impact of 38.2% on job satisfaction while amounting to 61.8% of job satisfaction influenced by other things that are not explained in this research. Therefore, it can be concluded that there is significant influence of leader-member exchange to employee job satisfaction in PT Sandy Globalindo.
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Nugroho, Sukmo Hadi, and Heru Kreshna Reza. "THE ROLE OF LEADER IN EMPLOYEE PERFORMANCE ACHIEVEMENT (STUDIES IN REGIONAL EMPLOYMENT AGENCY SURABAYA)." JOURNAL ASRO 11, no. 03 (August 26, 2020): 135. http://dx.doi.org/10.37875/asro.v11i03.345.
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In the organization of human interaction are incorporated in them, such as the relationship with subordinate leaders, that they will work together in performing the tasks that have been planned to achieve organizational goals. A leader in the proficient and skilled capable expected should also be willing and have the willingness to work effectively and efficiently. The task of a leader is to plan, mobilize and supervise every activity in the organization. One of the main tasks of a leader is to be able to achieve the performance of employees which in turn can achieve the goals and objectives of the organization are in leader. The method used in this research is a descriptive qualitative approach His research focus is 1) the role of the leader in achieving the performance of employees at the Regional Employment Agency of Surabaya (BKD). 2) the performance of employees in the Regional Employment Agency of Surabaya. The results showed that the role of the leader in achieving the performance of employees in Surabaya Regional Employment Agency can already be quite well where leaders are able to carry out their role so as to achieve better performance of employees in order to realize the objectives of the organization.
Keywords: Leader, Employee Performance, Regional Employment Agency Surabaya
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Xu, Feng, and Xiaohong Wang. "Leader creativity expectations and follower radical creativity." Chinese Management Studies 13, no. 1 (April 1, 2019): 214–34. http://dx.doi.org/10.1108/cms-04-2018-0489.
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PurposeThe purpose of this study is to research the effect of leader creativity expectations on follower radical creativity. Highlighting the implications of leader creativity expectations, the authors examined employee creative process engagement as a mediator and follower perceived procedural justice as a moderator in the relationship between leader creativity expectations and employee radical creativity.Design/methodology/approachA sample of 256 dyads comprising full-time employees and their immediate supervisors were collected from the innovation teams of industry-university alliances through questionnaire in China, the authors hypothesized and found support for a moderated mediation model.FindingsThe findings show that leader creativity expectations are significantly and positively related to employee radical creativity; creative process engagement plays a fully mediating role between leader creativity expectations and employee radical creativity; procedural justice moderates the positive relationship between leader creativity expectations and creative process engagement and enhances the positive indirect effect of leader creativity expectations on follower radical creativity.Practical implicationsThe creativity expectations of leaders are prerequisite for leadership to drive followers to be creative, which can pose great effect on extra-role behavior of followers such as radical creativity. Leaders can deliberately set role expectations for subordinates to achieve creative goals. Compared with the traditional management practices emphasizing planning, leaders encourage trial practice, provide enough time to ensure employees fully identify problems and provide resources to facilitate information search and coding, may achieve better results. Organizations should also place greater emphasis on the procedural justice, thereby enhancing the positive impact of other factors on employee radical creativity.Originality/valueThis study examined the relationship between leader creativity expectations and follower radical creativity based on the perspective of creative process engagement. The conclusion expanded the evidence of the impact of leader expectations besides this study strongly demonstrate that procedural justice will affect employees creative process engagement which enriches the literature on radical creativity strategic leadership and work engagement.
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Marginingsih, Ria, and Dani Irawan. "EMPLOYER BRANDING PERSEPSIAN TERHADAP KEPERCAYAN PEMIMPIN DAN DAMPAKNYA PADA INTENSI KELUAR." Jurnal Ilmu Keuangan dan Perbankan (JIKA) 8, no. 1 (July 30, 2019): 25–32. http://dx.doi.org/10.34010/jika.v8i1.1925.
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ABSTRACT
This study aims to see the influence of employer branding on the exit intention of bank employees in Indonesia which is mediated by trust in leaders. In particular, this study tries to identify how the influence of employer perceived branding on outgoing intentions? Does the employee's trust in the leader affect the intention to leave? How does the influence of employer branding perceptions on outgoing intentions mediated by employee trust in the leader? The population of this study is bank employees who work in groups of state-owned commercial banks, groups of regional government-owned banks, groups of private-owned commercial banks. The sample in this study uses non probability sampling, with the sample is that employees have worked at least one year. For hypothesis testing, this study uses SmartPLS analysis with Likert scale measurement points one (strongly disagree) up to five points (strongly agree). The results of the study of 88 respondents of Bank employees in Indonesia showed that employer branding against intention to leave had a negative and insignificant effect, the influence of employer branding on trust in leaders was positive and significant, the trustworthiness of leaders towards intention was positive and significant, and employer perceived branding towards intention out which is mediated by employee trust in leaders is influential and significant.
Keywords: Employer Branding, Intensi Keluar, Kepercayaan pada Pemimpin, Retensi
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Xu, Jia, Yan Liu, and Beth Chung. "Leader psychological capital and employee work engagement." Leadership & Organization Development Journal 38, no. 7 (September 4, 2017): 969–85. http://dx.doi.org/10.1108/lodj-05-2016-0126.
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Purpose The purpose of this paper is to investigate the relationship between leader psychological capital and employee work engagement. Drawing on conservation of resources theory, the authors hypothesize that leader psychological capital is associated with employee work engagement through employee psychological capital. The authors further hypothesize that team collectivism moderates the relationship between leader psychological capital and employee psychological capital. Design/methodology/approach Multi-source data came from 44 team leaders and 307 employees in Mainland China. Findings The results suggest a trickle-down relationship between leader psychological capital and employee psychological capital, which in turn is linked to employee engagement. In addition, the relationship between leader psychological capital and employee psychological capital is stronger (weaker) when team collectivism is lower (higher). Practical implications By paying attention to the psychological capital of both employees and their leaders, organizations can increase employee engagement which is an important work outcome. Originality/value Work engagement is important in the workplace because it is related to a variety of employee work and life outcomes. Prior research has examined the antecedents of work engagement, but little is known about the role of leader psychological capital, a positive psychological state, in shaping employee work engagement. This research applied a resource conservation process model of leader positivity on employee engagement that is mediated by employee psychological capital. This study contributes to a better understanding of the theoretical foundation of leader psychological capital.
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Binyamin, Galy. "Do leader expectations shape employee service performance? Enhancing self-expectations and internalization in employee role identity." Journal of Management & Organization 26, no. 4 (January 3, 2018): 536–54. http://dx.doi.org/10.1017/jmo.2017.68.
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AbstractThis paper expands the Theory of Planned Behavior to explore the role of leaders’ normative expectations in driving employees’ service performance. Two quantitative studies in the context of retailing indicate that leaders’ normative expectations for high-quality service are related to employee service performance, through employee self-expectations for quality service (Study 1; N=75), and service role identity (Study 2; N=226). Both studies apply Kelman’s Theory of Social Influence by exploring how leaders influence employees’ expectations and corresponding behaviors, through the three processes of social influence: compliance, identification, and internalization. Leaders’ normative expectations for high-quality service enhances employee service performance not only by adjusting self-expectations to comply with an authority figure’s expectations or by identification with the leader as a role model, but rather as a deep-rooted process where the leader’s normative expectations are internalized into employee’s role identity. The theoretical and practical implications are discussed.
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Jiang, Jing, Yanan Dong, Bin Li, Huimin Gu, and Larry Yu. "Do feelings matter? The effect of leader affective presence on employee proactive customer service performance." International Journal of Contemporary Hospitality Management 32, no. 7 (May 11, 2020): 2305–23. http://dx.doi.org/10.1108/ijchm-06-2019-0538.
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Purpose Applying affect-as-information theory, this research analyzed the relationship of leader affective presence and employee proactive customer service performance (PCSP) in hospitality organizations. It further explored when and how leader affective presence influenced employee PCSP. Design/methodology/approach Taking a sample of 110 teams with 361 pairs of leaders and employees in Chinese hotels, a moderated mediation model was tested across individual and team levels using hierarchical linear modeling. Findings This study found that leader positive affective presence (LPAP) had a positive effect on employee PCSP, whereas leader negative affective presence (LNAP) had a negative effect on employee PCSP. Employee prosocial motivation mediated the relationship between leader affective presence and employee PCSP. The employee power distance value weakened the LNAP–employee prosocial motivation relationship, which subsequently mitigated the negative indirect effect of LNAP on employee PCSP through employee prosocial motivation. Research limitations/implications The sample was drawn from one hotel group in China, which may limit external validity. Practical implications Hospitality organizations should emphasize the affective traits of leaders in employee initiatives. Leader affective presence should be considered during recruitment and promotion. Management should pay more attention to employee emotional management and value alignment. Originality/value The findings provide deeper insight into the role of LPAP and LNAP in influencing employees’ PCSP. It sheds new light on the mechanisms and conditions through which leader affective presence might heighten or hinder employee PCSP.
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Choi, Yongjun, David Yoon, and Dongkyu Kim. "Leader Behavioral Integrity and Employee In-Role Performance: The Roles of Coworker Support and Job Autonomy." International Journal of Environmental Research and Public Health 17, no. 12 (June 16, 2020): 4303. http://dx.doi.org/10.3390/ijerph17124303.
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The positive relationship between leader behavioral integrity and an employee’s in-role performance is well-established, but explanations for why this effect exists are still in a nascent stage. Drawing upon leader behavioral integrity theory and job-demands resources theory, the authors explain how leader behavioral integrity facilitates employee in-role performance and the boundary conditions influencing the relationship between leader behavioral integrity and employee in-role performance. Using multisource data from 209 employee-manager dyads in South Korea, this paper found support for the mediating effect of coworker support in the positive relationship between leader behavior integrity and employees’ in-role autonomy. Furthermore, compared to those who perceive low job autonomy, the positive indirect effect of leader behavioral integrity on in-role performance via coworker support was stronger for employees who perceive high job autonomy. The findings emphasize the importance of a leader’s individual difference (i.e., leader behavioral integrity) and job resources (i.e., job autonomy) facilitating the receipt of team members’ supporting behaviors which, in turn, energize employee in-role performance. Theoretical and practical implications are discussed.
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Chen, Siyuan, Mingyu Zhang, Yihua Zhang, Wen Wu, Zhimin Xiao, Shaoxue Wu, Pan Liu, and Yuhuan Xia. "Influence of relationship conflicts with leaders and coworkers on employees' voice." Social Behavior and Personality: an international journal 48, no. 11 (November 4, 2020): 1–16. http://dx.doi.org/10.2224/sbp.9120.
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Building on self-determination theory and relational attribution theory, in this study we examined how relationship conflicts with leaders and coworkers simultaneously affect employee voice behaviors. We expanded relational attribution theory by developing two new constructs we labeled leader-relational attribution orientation and coworker-relational attribution orientation to describe employees' different responses to relationship conflicts with leaders and coworkers via psychological needs satisfaction. We surveyed 328 employee–leader dyads who were employed at a semiconductor manufacturer to test our hypotheses. We found that leader-relational attribution orientation can strengthen the influences of relationship conflicts with leaders on psychological needs satisfaction and its indirect effects on employee voice behaviors. Coworker-relational attribution orientation can strengthen the influences of relationship conflicts with coworkers on psychological needs satisfaction and its indirect effects on employee voice behaviors. Theoretical and practical implications are discussed.
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Gede, I. Komang, and Milla Permata Sunny. "PENGARUH LEADER MEMBER EXCHANGE, EMPOWERMENT, TALENT MANAGEMENT TERHADAP TURNOVER INTENTION." WIDYA MANAJEMEN 1, no. 2 (August 1, 2019): 113–37. http://dx.doi.org/10.32795/widyamanajemen.v1i2.359.
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The purpose of this study to examine the influence of leader member exchange, empowerment, talent management to turnover intention on employees of PT Bank BRI Cabang Gatot Subroto. Sample used as many as 55 people with census method (total sampling), the analysis technique used is multiple linear regression. The result of analysis is known that member exchange leader has positive and significant impact to employee intention turnover at PT Bank BRI Cabang Gatot Subroto. Empowerment has a negative and significant effect on employee intention turnover at PT Bank BRI Cabang Gatot Subroto. Talent management has a negative and significant effect on employee intention turnover at PT Bank BRI Cabang Gatot Subroto. Suggestions for management conduct discussions led by employers with employees to deal with problems that occur in the company, as the company's leadership should teach employees to work smart and fast by teaching a good work culture so that employees work again with enthusiasm. Companies must continue to develop talent management as a foundation for educating and developing employee talents. The management of PT Bank BRI Cabang Gatot Subroto in facing the problem of employee turnover intention is much influenced by the level of education, this need to be evaluated by the management and the leader in the future in order to be able to give place to the employee so as to be able to suppress the turnover intention.
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Liu, Xuemei, Zhiwei Zhu, Zheng Liu, and Chunyan Fu. "The influence of leader empowerment behaviour on employee creativity." Management Decision 58, no. 12 (July 9, 2020): 2681–703. http://dx.doi.org/10.1108/md-02-2019-0281.
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PurposeThis study, based on construal level theory, aims to examine the influential mechanism of leader empowerment behaviour on employee creativity. Specifically, it examines the mediating role of cognitive flexibility between leader empowerment behaviour and employee creativity, along with the moderating effect of consideration of future consequences (CFC) on this linkage.Design/methodology/approachA two time-point survey study (n = 214) was conducted to collect information from leaders and employees in terms of mutual evaluation in several Chinese industries. To effectively avoid common source bias, this survey was conducted through pairing leaders and employees. During the survey, the supervisors and subordinates were double-blinded. Correlation analysis and hierarchical regression analysis were used to test the research hypotheses.FindingsFirstly, leader empowerment behaviour can significantly predict employee creativity. Second, cognitive flexibility plays a partial mediating role in the linkage between leader empowerment behaviour and employee creativity. Thirdly, CFC moderates the relationship between leadership empowerment behaviour and cognitive flexibility. The mediating role of cognitive flexibility underlies the overall moderating effect of CFC on the relationship between leader empowerment behaviour and employee creativity.Research limitations/implicationsWe used construal level theory to explain the influence of the mechanism of leader empowerment behaviour on employee creativity. In this manner, this study bridges the gap between theory and practice, as well as enriching the research on leader empowerment behaviour and employee creativity, especially in the Chinese context. Moreover, our study has several practical managerial implications, based on the importance of employee creativity. It inspires the implementation of leader empowerment behaviour, cultivation of employee creativity and introduction of several procedures.Originality/valueThis paper discusses the influential mechanism of leader empowerment behaviour on employee creativity from a new perspective and explains the process of encouraging employee creativity through information-processing methods. It mainly highlights the application of construal level theory to discuss employee creativity and develops a new research frame for employee creativity. Leaders can raise employee creativity through leader empowerment behaviour.
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Wang, Juan, Zhe Zhang, and Ming Jia. "Understanding How Leader Humility Enhances Employee Creativity." Journal of Applied Behavioral Science 53, no. 1 (November 23, 2016): 5–31. http://dx.doi.org/10.1177/0021886316678907.
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Although the construct of leader humility has received increased attention in organizational scholarship, there are large gaps in the empirical studies of leader humility and employee creativity. In this study, we find that leader humility substantially contributes to organizational effectiveness in both normal and crisis situations. Building on social information processing theory and the process model of emotion regulation, we test a model linking leader humility to employee creativity based on 451 member–leader dyads of 129 emergency medical task forces involved in the Wenchuan earthquake. We find that leader humility is positively related to employees’ perspective taking and creativity. We also find that employees’ cognitive reappraisal moderates the relationship between leader humility and employees’ perspective taking, and employees’ perspective taking mediates the interactive effect of leader humility and employees’ cognitive reappraisal on creativity. We also discuss the theoretical and practical implications of our findings.
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Zheng, Yuyan, Xu Huang, Les Graham, Tom Redman, and Saiquan Hu. "Deterrence Effects: The Role of Authoritarian Leadership in Controlling Employee Workplace Deviance." Management and Organization Review 16, no. 2 (January 23, 2020): 377–404. http://dx.doi.org/10.1017/mor.2019.50.
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ABSTRACTDrawing upon two independent samples from mainland China, we propose and investigate the deterrence function of leadership behavior focused on control. We suggest that controlling leadership, specifically, authoritarian leadership, deters employees’ deviance under certain conditions. That is, authoritarian leadership thwarts employees’ interpersonal deviance behavior when leaders send clear signals of potential punishments of non-compliance by showing low leader benevolence, and when employees are highly dependent on the leaders for important work resources. Results from two independent studies largely support our key propositions. Overall, these results add to the range of possible impacts that a leader can play in decreasing employee deviance. Theoretical implications and directions for follow-up research are discussed.
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Liu, Chang-E., Shengxian Yu, Yahui Chen, and Wei He. "Supervision Incivility and Employee Psychological Safety in the Workplace." International Journal of Environmental Research and Public Health 17, no. 3 (January 29, 2020): 840. http://dx.doi.org/10.3390/ijerph17030840.
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Much of the supervision incivility research has focused on the supervisor-subordinate dyad when examining the effects of supervision incivility on employee outcomes. Our study examines a trickle-down effect of supervision incivility across three hierarchical levels, i.e., from the department leader (middle manager), through group leader (supervisor), and to group members (employees), and how it affects group psychological safety. Drawing on a sample of 346 employees and 78 group leaders in 78 work groups, our research found a negative relationship between department leader incivility and group psychological safety, and that this negative relationship was mediated by group leader incivility and moderated by group leader attribution for performance-promotion or injury-initiation motives. We further discuss the theoretical and practical implications of these findings.
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Bao, Yan, Ping Han, Shudi Liao, and Jianqiao Liao. "The effects of leader–subordinate power distance orientation congruence on employees' taking charge behaviors in China: a moderated mediation model." Leadership & Organization Development Journal 42, no. 3 (January 29, 2021): 370–95. http://dx.doi.org/10.1108/lodj-06-2020-0254.
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PurposeBased on the social exchange theory, this study explores the mechanism of leader–subordinate power distance orientation (PDO) congruence with employees' taking charge behavior (TCB) and also verifies the moderated mediation effect of employees' promotion regulatory focus (PROM-F) on leader–subordinate PDO congruence and on employees' TCB through trust in the leader (which is the mediator).Design/methodology/approachBased on 296 questionnaires from 46 teams of Chinese enterprises, the authors use cross-level polynomial regressions and response surface techniques to analyze the effect of leader–subordinate PDO congruence on employees' TCB and use the block variable technique to test the mediating effect of trust in the leader.Findings(1) When leader–subordinates' PDO is congruent, the leader–subordinate low-low PDO matching pattern leads to more employees' TCB than the leader–subordinate high-high PDO matching pattern. (2) When leader–subordinate PDO is incongruent, the leader–subordinate low–high PDO matching pattern will lead to more TCB than the high-low PDO pattern.Practical implications(1) Encourage and promote the development of diverse cultures in enterprises. (2) Respect the power and status of employees and encourage a low-PDO leadership style. (3) Increase credibility by developing and establishing a good corporate leader image.Originality/value(1) The unique background of this survey offers important cross-cultural information on the effects of leader–subordinate PDO congruence. (2) The results of this research enrich the theoretical understanding of the factors that influence TCB. (3) Reveal the internal mechanisms of CPD congruence with TCB and demonstrate an indirect effect of trust in leader. (4) The discussion of the moderating role of employee's PROM-F will also deepen the understanding of the exchange relationship between leaders and subordinates.
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Vogt, Catharina, Suzanne van Gils, Niels Van Quaquebeke, Steven L. Grover, and Tilman Eckloff. "Proactivity at Work." Journal of Personnel Psychology 20, no. 3 (July 2021): 114–23. http://dx.doi.org/10.1027/1866-5888/a000275.
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Abstract. We propose that two aspects of leadership, perceived respectful leadership and the degree of leaders’ prototypicality, positively affect employee proactivity. A multisource and multilevel field study of 234 employees supervised by 62 leaders shows that respectful leadership relates positively to employee proactivity in terms of personal initiative and that leader group prototypicality diminishes this effect. Moreover, perceived respectful leadership and prototypicality substitute for one another in their relation to follower proactivity. This study contributes to previous research that shows leader–follower relationships enhance proactivity by showing the impact of perceived respectful leadership and leader group prototypicality.
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Erkutlu, Hakan, and Jamel Chafra. "Leader Machiavellianism and follower silence." European Journal of Management and Business Economics 28, no. 3 (October 7, 2019): 323–42. http://dx.doi.org/10.1108/ejmbe-09-2018-0097.
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Purpose Drawing on the social exchange theory, the purpose of this paper is to examine the relationship between leader Machiavellianism and employee’s quiescent silence. Specifically, the authors take a relational approach by introducing employee’s relational identification as the mediator. The moderating role of psychological distance in the relationship between leader Machiavellianism and quiescent silence is also considered. Design/methodology/approach Data were collected from nine universities in Turkey. The sample included 793 randomly chosen faculty members along with their department chairs. Hierarchical multiple regression analysis was conducted to test the proposed model. Findings The results of this study supported the positive effect of leader Machiavellianism on employee’s quiescent silence as well as the mediating effect of employee’s relational identification. Moreover, when the level of psychological distance is low, the relationship between leader Machiavellianism and quiescent silence is strong, whereas the effect is weak when the level of psychological distance is high. Practical implications The findings of this study suggest that educational administrators in the higher education should be sensitive in treating their subordinates, as it will lead to positive interpersonal relationship, which, in turn, will reduce workplace silence. Moreover, they should pay more attention to the buffering role of psychological distance for those subordinates with high distrust and showing silence. Originality/value This study contributes to the literature on organizational silence by revealing the relational mechanism between leader Machiavellianism and employee quiescent silence. The paper also offers a practical assistance to employees in the higher education and their leaders interested in building trust, increasing leader–employee relationship and reducing workplace silence.
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Lin, Mei-Mei. "What is the Affect by Leader Emotion in an Organization? Exploring the Effects of Leader Emotion on Leader Role and Employee Impression." International Journal of Business and Management 12, no. 1 (December 28, 2016): 239. http://dx.doi.org/10.5539/ijbm.v12n1p239.
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Because communication media is existence that leads to public figures change public affairs get easier via their speech statement or article. Above lures makes this work considers character of the leader would significant influence to whole enterprise operation. Therefore this work supposes leader emotion maybe positive emotion or negative emotion would affect the relationship between leader role and employee impression. According to the result of statistical analysis reveals emotion that involve with positive emotion and negative emotion of leader is moderator to influence the relationship between leader role and employee impression. If a company would like to create a designate employee impression style could be focus on leader character also employee impression built upon the leader emotion. Thus this work explains rank- and-file employees impression created will be different in positive leader emotion or negative leader emotion. Emotion of leader would deep and far affect a company through employees indirectly.
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Dong, Yanan, Jing Jiang, Yan Rong, and Baiyin Yang. "LMX Differentiation and Voice Behavior: A Resource-Conservation Framework." Journal of Leadership & Organizational Studies 27, no. 3 (March 13, 2020): 307–22. http://dx.doi.org/10.1177/1548051820911354.
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The purpose of this article is to investigate how and when leader–member exchange (LMX) differentiation influences employees’ voice behavior by examining trust as a psychological process and two types of leader power as opposite moderators. Based on a sample of 61 teams from an energy corporation in China, we tested a moderated mediation model using multilevel structural equation modeling. The results show that LMX differentiation is negatively related to employees’ trust in leaders and, in turn, reduces employees’ voice behavior. Moreover, leader reward power negatively moderates the influence of LMX differentiation on employees’ trust in leaders such that the relationship is stronger when leader reward power is low but not significant when leader reward power is high. Leader coercive power positively moderates the relationship such that it is stronger when leader coercive power is high but not significant when leader coercive power is low. Furthermore, these two types of power moderate the indirect relationship between LMX differentiation and employees’ voice via their trust in leaders. This study is the first to unpack the mechanism that links LMX differentiation and voice behavior and the conditions under which LMX differentiation can exert influence. This study delineates a resource-based process with conservation of resources theory through which employees appraise the social stressor (LMX differentiation), perceive the value of future resource investment (trust), strategically respond to resource signals (leader power), and finally make resource investment decisions (voice behavior).
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Liao, Shudi, Beatrice Van der Heijden, Yuhao Liu, Xingchi Zhou, and Zhiwen Guo. "The Effects of Perceived Leader Narcissism on Employee Proactive Behavior: Examining the Moderating Roles of LMX Quality and Leader Identification." Sustainability 11, no. 23 (November 22, 2019): 6597. http://dx.doi.org/10.3390/su11236597.
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The purpose of this quantitative field study is to examine the relationship between perceived leader narcissism and employee proactive behavior, incorporating leader–member exchange (LMX) quality and leader identification as moderators. Within the social identity theory framework, implicit leadership and social categorization theories are used as the underpinning basis for our hypothesized three-way interaction moderation model. The research sample consisted of 90 groups (including 326 employees and 90 leaders) from different companies in China. Results indicate that there is a three-way interaction effect between perceived leader narcissism, LMX quality, and leader identification, which negatively influences employee proactive behavior. Specifically, when LMX quality and leader identification are both at a high level, the negative relationship between perceived leader narcissism and employee proactive behavior is most salient. Theoretical and practical implications are discussed.
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Song, Xiaoling, Wen Wu, Shengyue Hao, Xiaohua Lu, Yihua Zhang, and Yuhuan Liu. "On-work or off-work relationship? An engagement model of how and when leader–member exchange and leader–member guanxi promote voice behavior." Chinese Management Studies 11, no. 3 (August 7, 2017): 441–62. http://dx.doi.org/10.1108/cms-03-2017-0058.
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Purpose Drawing on engagement theory, this study aims to examine how leader–member relationships, including on-work relationship (leader–member exchange [LMX]) and off-work relationship (leader–member guanxi [LMG]), influence employees’ promotive and prohibitive voice. Furthermore, the study uses procedural justice as the moderator to distinguish the effects of LMG and LMX on employees’ psychological states and voice through a mediated moderation model. Design/methodology/approach The authors use a sample from a private and local company in Southern China to test their theoretical model. Findings The study finds that both LMG and LMX have positive effects on employees’ voice behavior through employees’ psychological states (psychological meaningfulness and psychological safety). Research limitations/implications In a Chinese context, leaders have a more direct and powerful influence on employees than their counterparts in the Western society. Thus, the findings of LMX and LMG may not be generalizable to a Western context. A possible extension is to examine and compare the effects of social context (e.g., off-work leader–member relationship) on voice between the East and the West. Practical implications One important implication is that off-work relationship should be used by managers to encourage employee voice. Originality/value This study enriches the antecedents of voice with a new dimension of leader–member relationship, namely, LMG.
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Qiuyun, Guo, Wenxing Liu, Kong Zhou, and Jianghua Mao. "Leader humility and employee organizational deviance: the role of sense of power and organizational identification." Leadership & Organization Development Journal 41, no. 3 (April 16, 2020): 463–79. http://dx.doi.org/10.1108/lodj-07-2019-0287.
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PurposeThe authors examined the relationship between leader humility and employee organizational deviance. They also tested the mediating effects of personal sense of power and the moderating effects of organizational identification on this relationship.Design/methodology/approachThe authors tested their hypotheses using a sample of 186 employees from an information technology (IT) enterprise in China. They used hierarchical regression and bootstrapping analyses to test for direct and indirect relationships.FindingsSense of power mediated the effect of leader humility on organizational deviance and organizational identification moderated the effect of sense of power on organizational deviance. In addition, organizational identification mediated the indirect effect of leader humility on organizational deviance via sense of power. Thus, employees who demonstrate high organizational identification may not conduct organizational deviant behavior, even if they have a high sense of power.Practical implicationsOrganizations should explore and practice effective leader humility. Selection and training programs should be developed to choose humble leaders and teach them how to exhibit moderate humility.Originality/valueThe authors contribute to the literature by revealing the negative effects of leader humility in Chinese culture. They find support for their hypotheses that employee sense of power mediates the relationship between leader humility and employee organizational deviance and that this relationship is weaker when employee organizational identification is higher. This clarifies how and why leader humility stimulates employee organizational deviance.
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Obuobisa-Darko, Theresa, and Kwame Ameyaw Domfeh. "Leader behaviour to achieve employee engagement in Ghana: a qualitative study." International Journal of Public Leadership 15, no. 1 (February 11, 2019): 19–37. http://dx.doi.org/10.1108/ijpl-04-2018-0018.
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PurposeThe purpose of this paper is to identify the behaviour of leaders that enhances employee engagement (EE) in organisations. It locates the importance of EE and the role leaders play within the public sector in a developing country and finds answer to the question on the behaviour of the leader that causes employees to be engaged.Design/methodology/approachThe paper uses qualitative method to identify the behaviour of leaders that causes and enhances employees to be engaged. It proposes a framework outlining what the leader does to ensure EE.FindingsBased on results of data analysed, six behaviours of leaders were identified: seeking employee welfare and caring; openness and information flow; conscientiousness; good and cordial relationship; fairness and trust and lastly involvement in decision making.Research limitations/implicationsLimitation of the study was that it did not focus on the entire public sector but was carried out in only one company. It is therefore recommended that further studies could be carried out with focus on other public sector organisations to confirm the leader behaviour identified. Again, a comparative study between public and private sector organisations could be carried out to ascertain if there are differences in the behaviour of the leaders that cause employees to be engaged in these two different sectors.Practical implicationsThe study develops a framework outlining behaviour which leaders within organisations could exhibit to enhance EE and thus organisational success.Originality/valueThe paper provides a framework that shows leader behaviour that causes EE in organisations in a developing country. This framework will be helpful to leaders in organisations to behave in specific ways to enhance EE and for researchers who want to conduct research in this field of study.
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Thompson, Janalee, Natalie Schwatka, Liliana Tenney, and Lee Newman. "Total Worker Health: A Small Business Leader Perspective." International Journal of Environmental Research and Public Health 15, no. 11 (October 31, 2018): 2416. http://dx.doi.org/10.3390/ijerph15112416.
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Total Worker Health® (TWH) frameworks call for attention to organizational leadership in the implementation and effectiveness of TWH approaches. It is especially important to study this within in the small business environment where employees face significant health, safety, and well-being concerns and employers face barriers to addressing these concerns. The purpose of this study was to gain a better understanding of how small business leaders perceive employee health, safety, and well-being in the context of their own actions. We conducted semi-structured interviews with 18 small business senior leaders and used a qualitative coding approach to analyze the transcripts to determine the frequency with which leaders discussed each code. When we asked leaders about their leadership practices for health, safety, and well-being, leaders reflected upon their business (65%), themselves (28%), and their employees (7%). Leaders rarely discussed the ways in which they integrate health, safety, and well-being. The interviews demonstrate that small business leaders care about the health of their employees, but because of the perceived value to their business, not to employees or themselves. Thus, they may lack the knowledge and skills to be successful TWH leaders. The present study supports a need for continued small business TWH leadership research.
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Erkutlu, Hakan, and Jamel Chafra. "Leader psychopathy and organizational deviance." International Journal of Workplace Health Management 12, no. 4 (July 25, 2019): 197–213. http://dx.doi.org/10.1108/ijwhm-12-2018-0154.
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Purpose The purpose of this paper is to analyze the relationship between leader psychopathy and organizational deviance. In particular, the authors introduce employee’s psychological safety as the mediator. Furthermore, the moderating role of moral disengagement in the relationship between leader psychopathy and organizational deviance is also considered. Design/methodology/approach The data of this study include 611 certified nurses from 9 university hospitals in Turkey. The proposed model was tested by using hierarchical multiple regression analysis. Findings The results of this study supported the positive effect of leader psychopathy on organizational deviance along with the mediating effect of employee’s psychological safety. Furthermore, when the level of moral disengagement is low, the relationship between leader psychopathy and organizational deviance is weak, whereas the effect is strong when the level of moral disengagement is high. Practical implications The findings of the study recommend that administrators in the healthcare industry ought to be sensitive in treating their subordinates, since it will result in positive organizational relationship, which, subsequently, will certainly reduce organizational deviance. Furthermore, they have to pay more focus on the buffering role of moral disengagement for all those subordinates with high distrust and displaying organizational deviance. Originality/value This paper contributes to the literature about workplace deviance by uncovering the relational mechanism between leader psychopathy and employee organizational deviance. Furthermore, it includes practical assistance to healthcare employees and their leaders interested in building trust, increasing leader–employee relationship and reducing organizational deviance.
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Robertson, Ivan, Mark P. Healey, Gerard P. Hodgkinson, Jill Flint-Taylor, and Fiona Jones. "Leader personality and employees’ experience of workplace stressors." Journal of Organizational Effectiveness: People and Performance 1, no. 3 (September 2, 2014): 281–95. http://dx.doi.org/10.1108/joepp-05-2014-0019.
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Purpose – The purpose of this paper is to explore relationships between leader personality traits (neuroticism and conscientiousness) and four specific workplace stressors (control; work overload; work-life balance and managerial relationships) experienced by work group members. Design/methodology/approach – The authors accessed personality data from N=84 leaders and surveyed members of their respective work groups (N=928) to measure established workplace stressors. Multi-level modelling analyses were conducted to explore relationships between leader neuroticism and conscientiousness and work group members’ perceptions of sources of pressure. Findings – The results relate to the general problem of how, and to what extent leaders have an impact on the well-being of members of their workgroups. Although previous research has generally associated conscientiousness with effective leadership, the results suggest that some facets of conscientiousness may be less useful for leadership effectiveness than others. In particular, the results show that leaders’ levels of achievement striving are linked to poor work life balance scores for their workgroups. The results also show that leader neuroticism is not related to work group members’ perceptions of sources of pressure. Practical implications – The findings showed that leader personality influences three out of the four employee stressors hypothesized. The idea that the influence of leader personality may be relatively indirect via employee working conditions is potentially important and suggests implications for practice. To the extent that the negative effects of leader personality are mediated via working conditions, it may be feasible to counter, or at least assuage such effects by implementing appropriate regulations or working practices that mitigate leaders’ ability to influence the specific conditions in question. Originality/value – Most studies have focused on how employee well-being outcomes are influenced through the direct impacts of leadership styles and behaviours, or contagious emotions. The authors explore an alternative and untested proposition that the leaders’ personality influences the working conditions that are afforded to subordinates. No empirical research to date have examined the relationships between leader personality and workplace stressors. The research also demonstrates the importance of using facet-level personality measures, compared with measures at the broad domain level.
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Manurung, Nuriadi. "SISTEM PENDUKUNG KEPUTUSAN PEMBERIAN BONUS KARYAWAN MENGGUNAKAN METODE AHP." JURNAL TEKNOLOGI INFORMASI 1, no. 1 (June 1, 2017): 48. http://dx.doi.org/10.36294/jurti.v1i1.42.
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Abstract - In each company, agency, organization or business entity will provide salary as compensation for the work of an employee, in addition to providing basic salary to employees, each agency often provides salary bonuses in addition to basic salary to spur the performance and work productivity of its employees. As for the way used is to do the selection of employees according to the criteria by the leader, the salary bonus is given together with the salary each month. Criteria for determining employees who have priority to get salary bonuses include responsibility, work attitude, and honesty. Besides still using a conventional system, the closeness of the leader and employees often results in decisions that are different from the right thing. This causes the results of the decision to be inappropriate. The problem in this research is how to build a support system the decision to use the AHP method to help company leaders in determining employees who are entitled to receive bonuses. Keywords - Employee Bonuses, AHP, Decision Supporters.
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Hanafi, Andhi Sukma, Chairil Almy, and M. Tirtana Siregar. "PENGARUH GAYA KEPEMIMPINAN DAN MOTIVASI KERJA TERHADAP KINERJA PEGAWAI." Jurnal Manajemen Industri dan Logistik 2, no. 1 (December 4, 2018): 52–61. http://dx.doi.org/10.30988/jmil.v2i1.25.
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Leadership style is a style used by a leader to lead the organization by using existing resources within the organization to achieve organizational goals. Human resources are one of the resources that exist within the organization that can be utilized leader for the achievement of organizational goals. Employees are human resources that can be utilized by a leader in achieving organizational goals. It is important for a leader to be able to use an appropriate leadership style with the organization, in an effort to improve employee work motivation, which affects the performance of employees who support the achievement of organizational goals. In this study will be discussed about the performance of employees who are influenced by the style of leadership and work motivation. The results showed that employee performance is influenced by the level of work motivation and leadership style. In addition, the appropriate style of leader will affect the level of employee motivation, so it can significantly improve the performance of employees within an organization.
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Atitumpong, Aungkhana, and Yuosre F. Badir. "Leader-member exchange, learning orientation and innovative work behavior." Journal of Workplace Learning 30, no. 1 (February 12, 2018): 32–47. http://dx.doi.org/10.1108/jwl-01-2017-0005.
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Purpose This study aims to examine the effects of leader–member exchange (LMX) and employee learning orientation on employee innovative work behavior (IWB) through creative self-efficacy. Design/methodology/approach Data have been collected from 337 employees and 137 direct managers from manufacturing sector. A hierarchical linear model has been used to test the hypotheses. Findings Results showed that LMX and employee learning orientation are positively related to employees’ IWB, and these relationships are mediated by creative self-efficacy. Originality/value This study expands previous results by empirically testing how LMX and employee learning orientation influence employees’ IWB through creative self-efficacy.
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Rumambi, Nandhitya, and Muhammad Cholil. "Pengaruh Kepemimpinan Transformasional terhadap Komitmen Organisasi pada BPR Kartasura Saribumi PT dengan Leader Member Exchange sebagai Variabel Intervening." Media Riset Manajemen 1, no. 1 (February 4, 2021): 35. http://dx.doi.org/10.20961/mrm.v1i1.5.
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The purpose of this research were explain and measure the direct influence of transformational leadership on the commitment of employee organizations in the Kartosuro Sari Bumi BPR PT. Effect of transformational leadership on Leader member exchange on employees of BPR Kartosuro Sari Bumi PT. Effect of leader member exchange on organizational commitment on employees of BPR Kartosuro Sari Bumi PT. Effect of transformational leadership on commitment leader member exchange mediated organization in employees of BPR Kartosuro Sari Bumi PT. This study took the object of Kartosuro Sari Bumi BPR PT. Located at Jl. Ahmad Yani, No. 142, Kartosuro, Sukoharjo. The research subjects were 320 employees, and 178 employees were taken as samples.The results of the study found that transformational leadership influences organizational commitment; Transformational leadership influences leader member exchange. Leader member exchange fully influences the influence of transformational leadership on the commitment of employee organizations in the BPR Kartosuro Sari Bumi PT.
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Rochman, Taufik Nur, Samian Samian, and Corina D. Riantoputra. "LEADER ENDORSEMENT: THE ROLE OF LEADER PROTOTYPICALITY, LEADER EFFECTIVENESS AND EMPLOYEE’S ORGANIZATIONAL IDENTIFICATION." Jurnal Psikologi 19, no. 2 (April 23, 2020): 108–21. http://dx.doi.org/10.14710/jp.19.2.108-121.
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Leadership occurs when the individuals claimed capable of leading, received endorsements from their subordinates. Without endorsements (i.e., subordinates’ willingness to support and be directed by the leader), no leader will be able to direct and influence their subordinates. Using the Social Identity Theory of leadership, this research aimed to investigate the factors influencing leader endorsement. Through an online survey with good internal consistency (i.e., coefficient reliability ranging from .7 to .9), this study was able to collect data from 186 private employees across Indonesia. The moderated multiple regression analysis showed 1) subordinates tend to endorse prototypical leaders; 2) organizational identification is positively related to leader endorsement; and 3) leader effectiveness weakens the positive relationship between leader prototypicality and leader endorsement. This study contributes to the social identity theory of leadership by demonstrating that low prototypical leaders may still get endorsed, as long as they are showing effective behavior. This new finding sheds light on what kind of leadership behaviors may win the endorsement from their subordinates.
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Merbawani, Raras, Lasiyati Yuswo Yani, and Asef Wildan Munfadlila. "RELATIONSHIP BETWEEN HOSPITAL LEADERSHIP STYLE WITH EMPLOYEE PERFORMANCE AT GENERAL HOSPITAL IN THE COVID-19 PANDEMIC PERIOD." INTERNATIONAL JOURNAL OF NURSING AND MIDWIFERY SCIENCE (IJNMS) 5, no. 1 (April 28, 2021): 76–82. http://dx.doi.org/10.29082/ijnms/2021/vol5/iss1/335.
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The development of an agency is the duty of a leader to make it happen. In this case the leader needs qualified subordinates or employees to realize this vision. Leaders must be able to influence their employees to be responsible for completing their work. The purpose of this study was to identify the relationship between leadership style and employee performance in Sidoarjo Dr Soekandar Hospital Mojosari Hospital. The design in this study was cross-sectional. This study's population were all employees of the Mojosaris hospital as many as 90 employees; the sampling technique was total sampling. The sample in this study is Mojosari hospital employees totaling 90 employees. The crosstabs test results using SPSS 25.0 showed that more dominant in using the strategic leadership style. Results can be seen that respondents with sufficient performance. The leadership style in the Moderate category was more than the leadership style in the high categories. 16 (57%) of respondents. Meanwhile, respondents with good performance. The high category's leadership style was far more than the leadership style in the medium category 47 (75%) of respondents. So it can be concluded that the better the leadership applied by the head of the hospital. The better the quality and quantity of employee performance at the hospital. In advancing the institution, cooperation between leaders and employees is needed. Leaders must be able to understand the character of employees and the conditions they face in order to create an effective leadership style. The implementation of an effective leadership style can improve the quality and quantity of employee performance.
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Wu, Long-Zeng, Yijiao Ye, Xuan-Mei Cheng, Ho Kwong Kwan, and Yijing Lyu. "Fuel the service fire." International Journal of Contemporary Hospitality Management 32, no. 5 (April 16, 2020): 1755–73. http://dx.doi.org/10.1108/ijchm-06-2019-0534.
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Purpose Drawing from self-determination theory, this study aims to examine the effect of leader humor on frontline hospitality employees’ service performance and proactive customer service performance (PCSP) via harmonious passion (HP) for work with employee neuroticism as the moderating mechanism. Design/methodology/approach This study controlled for the nested effect and tested all the hypotheses with Mplus 7.0 using a time-lagged three-wave survey of 232 Chinese supervisor–subordinate dyads. Findings The results indicated that leader humor promotes frontline hospitality employees’ service performance and PCSP by enhancing their HP. Furthermore, neuroticism was shown to strengthen the direct impact of leader humor on employee HP and its indirect impact on employee service performance and employee PCSP through HP. Originality/value First, this research contributes to the leader humor literature through exploring its impact on the service performance and PCSP of frontline hospitality employees. Second, this research develops a new framework to explain the leader humor-employee service outcomes relationship using self-determination theory. Finally, the focus on the moderating role of neuroticism helps to explain the “when” question of leader humor.
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Justina, Sely, Sugeng Susetyo, and Paulus Kananlua. "PENGARUH LEADER-MEMBER EXCHANGE TERHADAP KINERJA KARYAWAN MELALUI PERAN VARIABEL MEDIASI WORK ENGAGEMENT PADA PT. PERUSAHAAN LISTRIK NEGARA (PERSERO) AREA BENGKULU." Managament Insight: Jurnal Ilmiah Manajemen 13, no. 1 (May 30, 2019): 51–62. http://dx.doi.org/10.33369/insight.14.1.51-62.
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Work Engagement is a partial mediator between Leader-Member Exchange and employee performance, so that employees with high Leader-Member Exchange and Work Engagement can develop further contribute to employee performance and advance through Work Engagement performance. The purpose of this study was to examines the effect of Leader-Member Exchange on performance with Work Engagement as a mediating variable at the PT. PLN (Persero) Bengkulu Area. The number of samples taken as many as 69 employees in . PLN (Persero) Bengkulu Area. Data obtained by distributing questionnaires were analyzed using mediated regression analysis. It was found that Leader-Member Exchange is positively effect Work Engagement, Leader-Member Exchange has positively impact on employee performance, Work Engagement has positively impact employee performance, and Work Engagement mediates the relationship between Leader-Member Exchange and employee performance
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Yuan, Ling, Leilei Zhang, and Yanhong Tu. "When a leader is seen as too humble." Leadership & Organization Development Journal 39, no. 4 (June 4, 2018): 468–81. http://dx.doi.org/10.1108/lodj-03-2017-0056.
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Purpose The purpose of this paper is to investigate how leader humility affects the engagement of employees in creative processes, using perceived organizational support (POS) as a mediator and leader competence as a moderator. Design/methodology/approach Data were collected from a two-wave sampling of 113 dyads of leaders and subordinates in China. Findings A curvilinear relationship was found between leader humility and employee engagement in creative processes. Further, POS partially mediates this relationship, and leader competence positively moderates the relationship between leader humility and POS. Practical implications First, organizations should select and train leaders who show humility as a character trait and foster a supportive organizational climate. Second, managers should study the benefits of moderate and harms of superfluous humility, especially in the Chinese cultural context. Third, competent leaders are more effective as humble leaders. Originality/value Few studies have concentrated on leader humility in the eastern cultural context. The results challenge traditional views of the impact of leader humility and shed light on its mechanism and the conditions under which it promotes employee engagement in creation. This study also clarifies the nonlinear influence of leader humility, building a fine-grained theoretical framework integrating the motivation-opportunities-abilities model and Chinese Zhong-Yong theory.
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Jaafar, Syaiful Baharee. "Leadership style: Is it autocratic, democratic or laissez-faire?" ASEAN Journal of Management and Business Studies 3, no. 1 (2021): 1–7. http://dx.doi.org/10.26666/rmp.ajmbs.2021.1.1.
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: The work assigned to employee cannot be completed without clear direction. Therefore, leader's responsibility to provide clear direction leads to the completed task and reduces costs to the organization. Leadership style is essential in inspiring employees to work hard and improve their performance. The purpose of this document is to examine the style of Middle Management Leadership especially, Program Leader. The sample in this study consists of 12 program leaders of Polytechnic of Tuanku Sultanah Bahiyah (PTSB), Kedah. The study finds that most program leaders prefer to use a democratic approach. The program leader tends to brainstorm, collaborate and tolerate with another lecturer to achieve the organizational goal. The findings also show that the previous relationship as a lecturer before heading the program influences the leadership style, democratic.
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Han, Guohong Helen, and Yuntao Bai. "Leaders can facilitate creativity: the moderating roles of leader dialectical thinking and LMX on employee creative self-efficacy and creativity." Journal of Managerial Psychology 35, no. 5 (June 18, 2020): 405–17. http://dx.doi.org/10.1108/jmp-02-2019-0106.
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PurposeResearch has shown that creative self-efficacy is an important antecedent of workplace creativity, but recent research indicates that this relationship may be moderated by contextual factors. The current study investigates whether leader dialectical thinking and leader member exchange moderate the relationship between employee creative self-efficacy and employee creativity.Design/methodology/approachA survey sample of 222 employees in 43 teams from Chinese high-tech companies was collected and HLM was used to test our research model.FindingsThe positive association between employee creative self-efficacy and employee creativity was strengthened when a leader displayed a dialectical thinking style. Additional analyses failed to find support for the moderating role of leader-member exchange (LMX).Research limitations/implicationsThese findings establish leadership cognitive style as a potential boundary condition of the relationship between creative self-efficacy and employee creativity.Practical implicationsCompanies can make an active effort in recruiting and training leaders who have a dialectical mindset as they can play significant roles in facilitating employee creativity.Social implicationsTechnological advancement and innovation is important for social welfare. This paper helps to improve the efficiency of creativity processes and finally benefits the whole society.Originality/valueThis is the first introduction of the leader's dialectical thinking as a moderator of the relationship between creative self-efficacy and creativity.
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Rahayu, Vinona Vamalya, and Harmon Chaniago. "PENGARUH GAYA KEPEMIMPINAN TRANSFORMASIONAL TERHADAP PERILAKU KERJA KARYAWAN." Jurnal Riset Bisnis dan Investasi 2, no. 2 (October 10, 2016): 127. http://dx.doi.org/10.35697/jrbi.v2i2.79.
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Manage the human resources that are owned by the company. Quality leadership is often regarded as one of the important factors in the success or failure of the enterprise. Leadership style is often done at the company leader is transformational leadership style. Leaders with transformational leadership giving effect to the subordinates to include her participation in goal setting, problem-solving, decision making, and provide feedback. Leadership style leader can influence the behavior of its employee's work. This study aims to determine how the transformational leadership style, employee behavior and the effect of transformational leadership style on the behavior of employees at Suzuki Dealer Restu Mahkota Karya Cibadak. The method used in this research is a descriptive method, while the data collection techniques are to do interviews and distributing questionnaires to 102 respondents who were determined by non-probability sampling. Based on the research that has been done, regression equation Y = 0.874 + 0,807X. The study states that the transformational leadership style and behavior of existing employees at the Suzuki Dealer Cibadak Restu Mahkota Karya has a positive correlation of 0.807 and transformational leadership style influence the behavior of the employee as much as 65%.