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1
Taylor, Kathryn, Emily White, Rachael Kaplan, and Colleen M. O’Rourke. "University: The Supervisory Process in Speech-Language Pathology: Graduate Students’ Perspective." Perspectives on Administration and Supervision 22, no. 2 (July 2012): 47–54. http://dx.doi.org/10.1044/aas22.2.47.
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Supervision is a critical component of graduate education in communication sciences and disorders. Students spend a large amount of time with their supervisors, who guide them through clinical experiences in graduate school. Thus, students believe certain supervisor characteristics may enhance or inhibit their success as a student clinician. This study investigated the opinions of graduate students about the supervisor behaviors and attributes that create a positive supervisory experience. Twenty-three students in the graduate Communication Disorders Program at Georgia State University completed a survey regarding their thoughts and opinions on the supervisory process. The results of the study indicated that students prefer supervisors who are knowledgeable and supportive and who create a collegial atmosphere for supervisory conferences. The results further suggested that supervisors should provide timely feedback to supervisees in a written or face-to-face form. The results of this study can be used to offer advice to clinical supervisors on the types of feedback and interpersonal characteristics that can maximize the student clinician's success.
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Tourigny, Louise, Jian Han, and Vishwanath V. Baba. "Does gender matter?" Gender in Management: An International Journal 32, no. 8 (November 7, 2017): 554–77. http://dx.doi.org/10.1108/gm-05-2016-0106.
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Purpose This study aims to explore how gender influences the impact of interpersonal trust among subordinates on spontaneous work behaviors such as sharing responsibility and knowledge and engaging in organizational citizenship behavior (OCB). The goal is to understand factors that contribute to the effectiveness of women as supervisors and subordinates in the manufacturing sector. Design/methodology/approach Data were gathered from 308 subordinates and 71 supervisors working in the manufacturing sector in mainland China using a survey methodology. Descriptive statistics, correlation, confirmatory factor analysis and hierarchical moderated regression were the statistical techniques used. Findings Results indicate that both affect- and cognition-based trust among subordinates positively impact responsibility- and knowledge-sharing behaviors, OCB-individual (OCB-I) and OCB-organization (OCB-O). For female subordinates, the gender of the supervisor alters the relationship between both forms of trust and responsibility-sharing behavior and OCB-O, but not knowledge-sharing behavior and OCB-I. Cognition-based trust plays a dominant role for male subordinates, while affect-based trust is more relevant to female subordinates. Finally, while the gender of the supervisor moderates the impact of both affect- and cognition-based trust, it is significant for female subordinates only. Research limitations/implications This study is not without limitations. First, the authors had access to a limited sample of female supervisors and female subordinates, which is not uncommon in the manufacturing sector that is mostly composed of male employees. Second, the cross-sectional nature of the study does not allow the capture of the impact of change in trust over time. However, it is believed that the multi-source design, the novelty of the study’s findings and their implications to interpersonal trust theory and supervisory practice compensate for the limitations. For starters, this study endorses the crucial role of interpersonal trust among employees in predicting important organizational behaviors. It corroborates the conceptual distinction between affect- and cognition-based trust and empirically validates the concepts of affect- and cognition-based trust, RSB, KSB and OCB in China. It uses multi-source data and measures behavioral outcomes of workers as observed by their immediate supervisors. These contributions speak to the empirical viability of our theoretical framework that may be useful to those contemplating cross-cultural research. Practical implications The study started with the question, does gender matter. The answer is that it does and that it has implications for human resource management. The gender of both supervisors and subordinates affect the way interpersonal trust among workers elicit desirable organizational behaviors such as sharing responsibilities, sharing knowledge and other forms of citizenship behavior. Female supervisors need to build trust among their female employees before they can expect effective organizational behavior. The story is different for male supervisors and male employees. This has implications in the way male and female supervisors are trained. It also has implications for work group formation and composition. What the study does not know is whether these findings are limited to the manufacturing sector or unique to China. It is recommended that a cross-cultural comparative research be undertaken to address those questions. Social implications In light of the study’s findings, it is proposed that supervisory training and development programs should take into consideration that female supervisors encounter more challenges in eliciting favorable behaviors on the part of female subordinates in a work environment that is male-dominated. Originality/value The unique value contribution of the study pertains to the role of gender – the gender of the supervisor and the gender of the subordinate in shaping organizational behavior. Specifically, the authors show that the supervisor’s gender influences the relationship between affect-based trust and RSB, KSB and OCB-O and the relationship between cognition-based trust and OCB-O. Their point is that these relationships are significant only for female supervisors. In addition, they show that gender similarity between the supervisor and the supervised matters, only when both are female. These findings limit the role of interpersonal trust in eliciting favorable organizational behavior across the board and question the portability of interpersonal trust theory across industries and cultures.
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López-Ibort, Nieves, Ana I. Gil-Lacruz, Luis Navarro-Elola, Ana C. Pastor-Tejedor, and Jesús Pastor-Tejedor. "Positive Psychology: Supervisor Leadership in Organizational Citizenship Behaviors in Nurses." Healthcare 10, no. 6 (June 3, 2022): 1043. http://dx.doi.org/10.3390/healthcare10061043.
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Introduction: In nursing, identifying factors encouraging positive work attitudes is extremely important since a nurse’s performance directly impacts the quality of the care they provide, and, therefore, their patients’ health. Objective: The main objective of this research is to analyze whether the supervisor–nurse relationship is positively correlated with a nurse’s organizational citizenship behaviors. Thus, we established a main hypothesis as follows: the quality of the supervisor–nurse interpersonal relationship is positively related to the job satisfaction of the nurse, controlled by moderating the effects of psychological empowerment, the perceived organizational support, and leader–leader exchange. Methodology: This is a cross-sectional descriptive study with individuals as the units of analysis. The population studied comprised all the nurses and supervisors working in nine public hospitals in the autonomous community of Aragon (Spain). The sample consisted of 2541 nurses, 192 supervisors, and 2500 paired dyads. Self-report questionnaires were used to ensure workers’ anonymity. The dependent variable was the nurse’s organizational citizenship behaviors; the main independent variable was the supervisor’s leadership; the moderating variables were the nurse’s empowerment, the organizational support the nurse perceived, and the quality of the supervisor–superior relationship. Results: Empirical evidence demonstrates that the quality of the supervisor–nurse relationship is positively correlated with organizational citizenship behaviors. The results also confirm the moderating effect of nurses’ empowerment and of the organizational support they perceive. Discussion: Our research shows how important it is for organizations to establish management practices promoting high-quality nurse–supervisor relationships; thus, hospital management should monitor both the supervisors’ performance and leadership. Conclusions: The quality of the relationship the supervisor establishes with their nurses is vitally important since it is a necessary requirement for beneficial results for the organization as a result of citizenship behavior practice.
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Wulani, Fenika, and Marliana Junaedi. "Passive leadership and deviant behaviors: the moderating effect of power distance and collectivism." Journal of Management Development 40, no. 5 (July 23, 2021): 324–38. http://dx.doi.org/10.1108/jmd-07-2020-0216.
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PurposeThis study investigates the relationship between passive leadership and deviant behaviors targeted to supervisors (supervisor-directed deviance) and coworkers (interpersonal deviance), and the moderating effect power distance and collectivism have on these relationships.Design/methodology/approachThis study uses a survey questionnaire. Respondents were 310 non-managerial employees working in various industries in Surabaya, Indonesia. This study uses partial least squares structural equation modeling (PLS-SEM) to examine hypotheses.FindingsThis study indicates that passive leadership has a positive relationship with supervisor-directed deviance, but not with interpersonal deviance. Moreover, power distance moderates these relationships. Additionally, the findings show that collectivism moderates the relationship between passive leadership and interpersonal deviance, but not with supervisor-directed deviance.Practical implicationsManagers need to be aware of the roles and responsibilities of their positions and understand their subordinates' expectations, specifically related to their cultural values.Originality/valueFew studies have investigated the relationship between passive leadership and deviant behaviors, especially those directed at supervisors and coworkers. Also, there is little study that explored the role of cultural values in these relationships. The present study provides new insight regarding the moderating role power distance and collectivism have in the relationship between passive leadership and deviant behaviors.
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Yao, Siqin, and Ting Nie. "Boss, Can’t You Hear Me? The Impact Mechanism of Supervisor Phone Snubbing (Phubbing) on Employee Psychological Withdrawal Behavior." Healthcare 11, no. 24 (December 14, 2023): 3167. http://dx.doi.org/10.3390/healthcare11243167.
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With the excessive smartphone use in the workplace, supervisor phubbing has drawn broad concerns in managerial and academic fields. Though the neglect is unintentional, this behavior can generate counterproductive working behaviors. The basic assumptions of this study are that supervisor phubbing can impact employee psychological withdrawal behavior directly and indirectly via work alienation. To provide empirical evidence for the assumptions, the two-wave online survey of 302 Chinese employees without any supervisory functions was conducted on the Questionnaire Star platform. Based on the stressor-emotion model, work alienation is proved to be the psychological path in the positive relationship between supervisor phubbing and employee psychological withdrawal behavior. Different from the current studies exploring the impact mechanism of phubbing behavior on psychological withdrawal behavior between parents and children, couples, or friends, we put this mechanism into the workplace and focus on subordinate–superior relationships. In addition, the positive indirect effects are enhanced when employees have higher interpersonal sensitivity. In practice, these findings suggest that organizations should normalize the smart devices use in the workplace, and supervisors should balance their working roles with other roles. In addition, organizations should strengthen training on adjusting to negative emotions and interpersonal sensitivity control at work. Although two rounds of the time-lagged data were collected in a one-month interval, the limitations of cross-section data still exist, so the conclusions cannot establish causality. Hence, future research may conduct experimental or longitudinal research designs to make the conclusion more rigorous.
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Deng, Hong, Yanjun Guan, Chia-Huei Wu, Berrin Erdogan, Talya Bauer, and Xiang Yao. "A Relational Model of Perceived Overqualification: The Moderating Role of Interpersonal Influence on Social Acceptance." Journal of Management 44, no. 8 (September 20, 2016): 3288–310. http://dx.doi.org/10.1177/0149206316668237.
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Theories of perceived overqualification have tended to focus on employees’ job-related responses to account for effects on performance. We offer an alternative perspective and theorize that perceived overqualification could influence work performance through a relational mechanism. We propose that relational skills, in the form of interpersonal influence of overqualified employees, determine their tendency to experience social acceptance and, thus, engage in positive work-related behaviors. We tested this relational model across two studies using time-lagged, multisource data. In Study 1, the results indicated that for employees high on interpersonal influence, perceived overqualification was positively related to self-reported social acceptance, whereas for employees low on interpersonal influence, the relationship was negative. Social acceptance, in turn, was positively related to in-role job performance, interpersonal altruism, and team member proactivity evaluated by supervisors. In Study 2, we focused on peer-reported social acceptance and found that the indirect relationships between perceived overqualification and supervisor-reported behavioral outcomes via social acceptance were negative when interpersonal influence was low and nonsignificant when interpersonal influence was high. The implications of the general findings are discussed.
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Belgasm, Hatem, Ahmad Alzubi, Kolawole Iyiola, and Amir Khadem. "Interpersonal Conflict and Employee Behavior in the Public Sector: Investigating the Role of Workplace Ostracism and Supervisors’ Active Empathic Listening." Behavioral Sciences 15, no. 2 (February 12, 2025): 194. https://doi.org/10.3390/bs15020194.
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In today’s dynamic organizational environments, interpersonal conflict and social exclusion can significantly impact employee behavior and organizational effectiveness. This study explores the complex interplay between interpersonal conflict, workplace ostracism, and interpersonal deviance in Jordan’s public sector, emphasizing the moderating role of supervisors’ active empathic listening. Using the stressor–emotion model, conservation of resources (COR) theory, and conflict expression (CE) framework, this study examined these relationships through a two-wave survey design. Data were collected from 501 public sector employees using validated scales, and an analysis was conducted using SPSS and AMOS, with structural equation modeling employed for hypothesis testing. The findings reveal that interpersonal conflict strongly predicts workplace ostracism and interpersonal deviance. Workplace ostracism mediates the relationship between conflict and deviance, while supervisors’ active empathic listening moderates these effects, reducing the likelihood of deviant behaviors. These results underscore the importance of fostering empathetic leadership and inclusive workplace environments to mitigate conflict’s negative impact. This research contributes to understanding workplace dynamics by highlighting the critical role of supervisors in moderating conflict and ostracism. The findings have practical implications for public sector organizations. Beyond training programs, supervisors can implement active empathic listening in practical settings by regularly holding one-on-one meetings in which they actively listen to employee concerns, using verbal and non-verbal cues to show engagement, asking open-ended questions to encourage deeper discussion, reflecting employee emotions to validate their feelings, and following up on issues raised to demonstrate concrete action based on what they have heard; this creates a culture of open communication in which employees feel heard and valued, leading to increased employee engagement and improved problem-solving abilities.
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Asencio, Hugo, and Edin Mujkic. "Leadership Behaviors and Trust in Leaders: Evidence from the U.S. Federal Government." Public Administration Quarterly 40, no. 1 (March 2016): 156–79. http://dx.doi.org/10.1177/073491491604000105.
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This study contributes to our knowledge about the effectiveness of different leadership behaviors in building interpersonal trust within public organizations. It employs survey data on U.S. federal employees to investigate the relationship between employee perceptions of transactional and transformational leadership behaviors and employee perceptions of trust in leaders. Findings from OLS multivariate regression analysis indicate that both transactional and transformational leadership behaviors are positively related to employee trust in leaders. On average, transformational leadership behaviors were found to build higher levels of interpersonal trust. Thus, given the fundamental differences between private and public organizations, this study suggests that public sector leaders need to emphasize transformational leadership behaviors to build higher levels of interpersonal trust within their organizations. Since doing so is crucial for motivating employees and thus for increasing organizational performance, in their leadership development programs, public agencies—particularly those managed by transactional leaders—need to invest more in improving the transformational leadership competencies of their executives, managers, and supervisors.
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Chen, Yuting (Tina), Douglas Hyatt, Arash Shahi, Awad Hanna, and Mahdi Safa. "How Can Conflicts with Supervisors or Coworkers Affect Construction Workers’ Safety Performance on Site? Two Cross-Sectional Studies in North America." Buildings 14, no. 5 (April 27, 2024): 1245. http://dx.doi.org/10.3390/buildings14051245.
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A safety plateau in the construction industry has been reported in the US and Canada, which has prompted researchers to seek new factors affecting construction safety performance. Tapping into advancements in the theory of human and organizational behaviors can yield valuable new perspectives. Therefore, by leveraging the advancement of the Job Demand Control Support model in the field of occupational safety and health, this paper firstly tested the impact of one newly added hindrance stressor (i.e., interpersonal conflicts on construction sites) by researchers on organizational behaviors on the safety performance of construction workers, based on two cross-sectional studies in the US and Canada. Differentiations were made between conflicts with supervisors and conflicts with coworkers. One personal resource factor, i.e., individual resilience, was also considered in this paper. A “causal” chain that shows the mitigation impact of individual resilience on conflicts with supervisors or coworkers, and the adverse impact of conflicts with supervisors or coworkers, on unsafe events were found to hold true for both US and Canadian construction sites, based on the results from measurement invariance tests and structural equation modelling. Recommendations regarding how to improve construction workers’ individual resilience and reduce interpersonal conflicts on site, thereby reducing safety incidents on site, are provided.
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L. Kisamore, Jennifer, Eric W. Liguori, Jeffrey Muldoon, and I. M. Jawahar. "Keeping the peace." Career Development International 19, no. 2 (May 6, 2014): 244–59. http://dx.doi.org/10.1108/cdi-09-2013-0115.
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Purpose – The purpose of this paper is to investigate the interaction between self-reported proactive personality, competence, and interpersonal conflict in the prediction of supervisor ratings of organizational citizenship behaviors directed at individuals (OCBI) and organizations (OCBO). Design/methodology/approach – Data were obtained from 165 full-time subordinate-supervisor dyads. Employees self-reported personality and control variable information in wave 1 and competence and interpersonal conflict information in wave 2. Data regarding employee OCB performance were collected from supervisors in wave 3. Findings – Results suggest that OCBs are performed less frequently in stressful circumstances but that proactive personality appears to assuage the effects of stress. Significant two- and three-way interactions suggest the interplay of personal and situational characteristics are more complex in predicting OCBO than OCBI, likely due to its more distal nature. Practical implications – Results of the current study suggest steps managers may want to take to increase employee performance of OCBs, specifically, selecting proactive individuals, creating training programs to bolster employees’ competence, and minimizing interpersonal conflict at work. Originality/value – The current study confirms and extends extant research. The current study goes beyond previous work to consider a more complex interaction of factors that are related to employee engagement in OCBs.
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Kim, Kyungmin. "Supervisor Leadership and Subordinates’ Innovative Work Behaviors: Creating a Relational Context for Organizational Sustainability." Sustainability 14, no. 6 (March 9, 2022): 3230. http://dx.doi.org/10.3390/su14063230.
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Under turbulent environmental changes during the pandemic, organizational sustainability requires employees of all levels to perform innovative work behaviors in their daily jobs. Since virtual work environments could deteriorate the quality of collaborative interactions and interpersonal bonds among employees, organizations need to create more relation-focused contexts to trigger innovative behaviors from people. This study aims to explore the influence of supervisors’ relational leadership on the contexts in which subordinates are drawn to innovative work behaviors. Particularly, this study explains the process of this relationship by considering the psychological contract construct as the mediating variable, assuming that the social exchange between employees and the organization influences their decision to perform innovative behaviors. A total of 237 newcomers from a Korean conglomerate participated in the study, and surveys were conducted at two time points for the same participant to detect changes over time. The results showed that the perception of supervisors’ relational leadership was positively related to employees’ performance in innovative work behaviors over time. This relationship was partially mediated by an individual’s perception of employee promises, implying that a sense of obligation towards the organization could be an essential condition for innovative work behaviors. The theoretical and practical implications are discussed.
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Gebretsadik Estifo, Zelalem, Luo Fan, and Naveed Ahmad Faraz. "Effect of Employee Oriented Human Resource Management Practices on Counterproductive Work Behaviors." INTERNATIONAL JOURNAL OF INNOVATION AND ECONOMIC DEVELOPMENT 5, no. 2 (2019): 23–41. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.52.2002.
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This research investigated the link between employee-orientated human resource management (EOHRM) counterproductive work behaviors targeted at individual members and organization in Ethiopia. Relaying on social exchange theory, organizational support theory, signaling theory, and relevant literature we examined how employee-oriented HRM practice affects counterproductive work behaviors by using perceived organizational support as a mediator. Data had been obtained from 555 workers and 150 supervisors from eight companies in Ethiopia. Partial least squares structural equation modeling (PLS-SEM) methods via SmartPLS has been used to determine the hypothesized links pertaining to employee-oriented HRM and counterproductive work behavior directed towards individual members and the organization. Final results confirmed that perceived organizational support fully mediated the relationship between employee-oriented HRM and counterproductive work behaviors. The impact of employee-oriented HRM on counterproductive work behavior-organizational via perceived organizational support were stronger than the impact of employee-oriented HRM on counterproductive work behavior – individual (interpersonal). The findings suggest that organizations may minimize (reduce) employees’ counterproductive work behavior by putting into action employee-oriented HRM practices that would uplift perceived organizational support that finally prevents the tendency to act against the organization and its members.
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van Houwelingen, Gijs, and Marius van Dijke. "Investing to gain others’ trust: Cognitive abstraction increases prosocial behavior and trust received from others." PLOS ONE 18, no. 4 (April 14, 2023): e0284500. http://dx.doi.org/10.1371/journal.pone.0284500.
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Being trusted has many positive implications for one’s wellbeing (e.g., a better career, more satisfying interpersonal relationships). Scholars have suggested that people actively attempt to earn trust. However, it is not clear what makes people invest in actions that may earn them trust. We propose that cognitive abstraction (more than concreteness) facilitates seeing the long-term benefits of performing behaviors (i.e., prosocial behaviors) for gaining trust. We conducted a survey among employees and their supervisors and two yoked experiments—total N = 1098 or 549 pairs. In support of our claim, we find that cognitive abstraction leads to more prosocial behavior, which subsequently increases trust received. Furthermore, the effect of abstraction on the performance of prosocial behavior is limited to situations where such behavior can be observed by others (and thus be a basis for gaining observers’ trust). Our research shows when and why people decide to act in ways that may gain them trust and clarifies how cognitive abstraction influences the display of prosocial behavior and the subsequent trust received from fellow organization members.
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Samreen, Farah, and Sadaf Nagi. "Abusive Supervision: Group-Level Perception and Retaliation." Global Social Sciences Review V, no. II (June 30, 2020): 494–503. http://dx.doi.org/10.31703/gssr.2020(v-ii).47.
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Prior research provides various views on subordinates' workplace deviated behavior as retaliation against supervisory abuse, the effect of abusive supervision (AS) on subordinates as a group and their interpersonal relations gets poor attention. Grounded on the social exchange theory, the present study presents a model where a group of subordinates exhibits seemingly opposite discretionary behaviors in integration to combat supervisory abuse. In particular, this study posits that subordinates who experience abuse from the same supervisor form a group. This group bond provides them with enough power to involve in deviant behavior against their supervisor and supervisor's favored coworkers. Multiple source data were collected, and linear hierarchal regression in addition to process macro methodology was used for data analysis. Findings support the mediation hypotheses partially.
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Lyu, Yijing, Xing Zhou, Weiwen Li, Junbao Wan, Jie Zhang, and Canhua Qiu. "The impact of abusive supervision on service employees’ proactive customer service performance in the hotel industry." International Journal of Contemporary Hospitality Management 28, no. 9 (September 12, 2016): 1992–2012. http://dx.doi.org/10.1108/ijchm-03-2015-0128.
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Purpose On the basis of social identity theory, this paper aims to predict and test the influence of abusive supervision on service employees’ proactive customer service performance (PCSP) in the hotel industry. Design/methodology/approach Data were collected from 198 service employee-coworker dyads from 12 hotels in China. Previously developed and validated measures of abusive supervision, organizational identification, collectivism and PCSP were used and found to be highly reliable in this study. Findings Time-lagged data from 12 hotels in China reveal that abusive supervision negatively influences service employees’ PCSP, through organizational identification. In addition, employees’ collectivistic value orientation also strengthens the negative relationship between abusive supervision and organizational identification. These findings have several theoretical and managerial implications, especially for hospitality context. Practical implications First, the study suggests that hotels should design supervisors’ selection, training and monitoring to reduce mistreatment, which could be highly costly to employees’ identification and hence proactive behaviors. In addition, hotel supervisors are encouraged to learn to regulate their emotions by developing emotional management skills and interpersonal skills. Second, because collectivists are more likely to be affected by abusive supervisors, organizations should pay special attention to them by allocating more supportive resources, providing psychological comfort and expert counseling. Finally, hotels and managers should seek to meet individuals’ basic needs by fostering positive relationships between supervisors and employees, offering favorable treatment and connecting an organization’s goals with employees’ individual values. By doing so, employees’ organizational identification will be enhanced and hence contribute to PCSP. Originality/value First, scarcely any study has focused on negative types of leadership styles and how they affect employees’ PCSP. The authors address the research gap by extending the antecedent scope of PCSP to dark side management and provide empirical evidence about the suppressing effects of abusive supervision on PCSP. Second, the focus on organizational identification provides a new extension for social identity theory in application for incurring employees’ proactive behaviors. Third, this study provides a novel contribution by suggesting that the level of collectivism an employee holds can exacerbate the salience of abusive supervision.
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Kasamatsu, Tricia M., Thomas G. Bowman, Ashley B. Thrasher, and Sarah M. Lyons. "Exploration of Anticipatory Socialization and Transition to Practice: Multistakeholder Perspectives." Athletic Training Education Journal 18, no. 1 (January 1, 2023): 51–61. http://dx.doi.org/10.4085/1947-380x-22-036.
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Context The transition to practice of novice athletic trainers (ATs) has been explored from the perspectives of ATs, supervisors, and faculty separately. Objective To investigate multiple stakeholders' perceptions of and experiences with novice ATs and their transition to practice. Design Qualitative study. Setting Telephone/online. Patients or Other Participants Seventeen novice ATs (age = 26 ± 5 years, experience = 9.5 ± 5 months; professional degree: bachelor's = 5, master's = 12), 10 faculty and 8 preceptors (age = 43 ± 10 years), and 16 supervisors of novice ATs (age = 52 ± 11 years) participated. Data Collection and Analysis Participants were purposefully recruited through the National Athletic Trainers' Association survey service and social media posts. We followed the consensual qualitative research tradition while conducting individual, semistructured interviews. Interviews were recorded, transcribed, and deidentified before analysis. Three researchers confirmed data saturation and analyzed transcripts over multiple rounds using a consensus codebook. To enhance trustworthiness, multiple researchers, member checking, and auditors were used. Results Four themes emerged regarding the anticipatory socialization of students and their transition to practice. Novice ATs' personal characteristics and behaviors were described as facilitating or impeding their professional interactions. Their content knowledge and skills were considered sound, but they struggled with health care administrative tasks and interpersonal skills. Professional preparation that included a variety of clinical experiences and practical applications was identified to be most helpful, yet more opportunities to purposefully engage in daily responsibilities of ATs were needed. Lastly, when reciprocal learning occurred it was deemed valuable among stakeholders. Conclusions Novice ATs are perceived to be energetic, eager, and academically prepared. However, underdeveloped professional or interpersonal skills and limited familiarity with health care administrative tasks can hinder their transition to practice. Therefore, faculty and preceptors should work collaboratively to engage students in all facets of AT job responsibilities to enhance their ability to navigate the workplace.
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Bell, Morris, Paul Lysaker, and Gary Bryson. "A behavioral intervention to improve work performance in schizophrenia: Work behavior inventory feedback." Journal of Vocational Rehabilitation 18, no. 1 (January 2003): 43–50. http://dx.doi.org/10.3233/jvr-2003-00172.
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Objective: Situational assessments of work performance can be used repeatedly to measure progress in work rehabilitation and used for feedback and goal setting. Design: Sixty-three people with schizophrenia or schizoaffective disorder participating in a 6-month paid work program were randomly assigned to receive a behavioral intervention utilizing work performance feedback and goal setting or to receive usual support services. Results: Results showed that those receiving the behavioral intervention (BI) had significantly greater improvement on the WBI subscales overall and specifically on Social Skills, Personal Presentation, and Cooperativeness. Those in BI also worked significantly longer, 36% more hours and 22% more weeks. Additionally, those in BI showed a trend toward greater improvements on measures of motivation, sense of purpose, and enjoyment in life. Conclusions: Results indicate that BI can improve work performance, particularly for interpersonal behaviors that are less likely to be addressed by work supervisors, increase job retention, and may enhance feelings of motivation, sense of purpose and enjoyment in life.
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Huang, Jiaxin, Lihua Shi, Jun Xie, and Lin Wang. "Leader–Member Exchange Social Comparison and Employee Deviant Behavior: Evidence from a Chinese Context." Social Behavior and Personality: an international journal 43, no. 8 (September 18, 2015): 1273–86. http://dx.doi.org/10.2224/sbp.2015.43.8.1273.
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We explored the effect of leader–member exchange social comparison (LMXSC) on employee deviant behavior within a Chinese context. We modified the measures for use in the Chinese context and used a multisource survey to collect data from employees in Chinese companies. The results of analysis of responses from a sample of 203 supervisor-subordinate dyads showed that LMXSC was negatively related to organizational deviance and supervisor-directed deviance. Procedural justice mediated the relationship between LMXSC and organizational deviance, and interpersonal justice mediated the relationship between LMXSC and supervisor-directed deviance. Furthermore, the negative relationship between interpersonal justice and supervisor-directed deviance was weaker for subordinates working with supervisors who had a higher degree of organizational embodiment. The results implied that supervisors need to balance the double-edged sword effect of LMXSC as well as strengthen their organizational embodiment.
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Shikuku, Wanyama, and Zachary Mosoti. "Factors Affecting Employee’s Perception on Job Satisfaction: Case of United States International University (USIU)." Human Resource and Leadership Journal 9, no. 1 (January 18, 2024): 54–76. http://dx.doi.org/10.47941/hrlj.1633.
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Purpose: This study sought to establish the factors that affect employee’s perception on job satisfaction in USIU. Specifically, the study assessed the effect of employee’s perception of personal factors, social factors, and organizational factors on job satisfaction.
Methodology: The research design was descriptive in nature, across-sectional survey based on selection of elements regarding the population of interest and presented in frequency and percentage distributions. The population in this study comprised 365 full time employees (both academic and administrative). A sample of 79 full time employees was targeted to represent the population of interest. The sampling technique used consisted of a non-probability sampling technique that was purposive sampling based on the population of interest. Questionnaires were tested through a pilot testing process and thereafter were distributed to 79 full time employees. The data was coded and entered in Statistical Package for the Social Sciences (SPSS), and analyzed via descriptive statistics then presented in tables for clarity and ease of understanding.
Results: With respect to personal factors and job satisfaction, this study concluded that employees with strategic management styles were more characterized by conscientiousness and openness to experience, while those with strong interpersonal management styles were most characterized by extraversion, agreeableness, and high emotional stability. Thus, all Big Five traits should be given attention in the study and application of organizational behavior. In addition, social factors and job satisfaction, the study concluded that job satisfaction is affected by the demographic similarity between supervisors and subordinates by the way in which supervisors assign tasks, the extent to which subordinates and supervisors like and respect each other, and the role of fairness in the workplace. And final, in regard to the organizational factors and its effect on job satisfaction, the research study concluded that organizational reward system must be as objective and as fair as possible and be administered contingently on the employee’s exhibiting critical performance behaviors. Thus, employees should be rewarded in accordance to their contribution in the achievement of organization goal and observation.
Unique contribution to theory, practice and policy: The study made several recommendations among them that employer (USIU) ought to give attention to all Big Five traits in the study and application of organizational behavior. It also recommended that USIU human resource department should propose organizational restructuring that influences the natures of interactions at work which affect coworker relationships and which in turn affect job satisfaction. It further recommended that USIU should go through a trial-and-error approach before they settle into unique reward systems that works best for their full-time employees.
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Dang, Thuy T., and Anh D. Pham. "What make banks’ front-line staff more customer oriented? The role of interactional justice." International Journal of Bank Marketing 38, no. 4 (February 17, 2020): 777–98. http://dx.doi.org/10.1108/ijbm-09-2019-0321.
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PurposeWhile technological advances have been changing the way that services are delivered to customers, direct interaction between banks’ front-line staff and customers still holds its distinct position in the banking sector. This research investigates the relationship between interactional justice and the willingness of commercial banks’ front-line staff to engage in customer-centric behaviors, as well as the mediators behind this relationship.Design/methodology/approachThis research combined both qualitative and quantitative research methods. In-depth interviews were employed to explore the potential mechanisms underlying the relationship between interactional justice and customer-centric behavior and to develop the specific measurement scale for customer-centric behavior in the banking service context. A survey was conducted to test the conceptual model using a sample of 312 customer contact employees working in Vietnamese commercial banks.FindingsThe research results indicate that interactional justice significantly enhances employees’ willingness to engage in customer-centric behaviors, and this relationship is partially mediated by overall job satisfaction and the leader-member exchange relationship.Research limitations/implicationsThis research faces several limitations. The first limitation concerns the fact that the data are based on self-reports, which might lead to common method biases. Second, this study used a sample drawn from the North of Vietnam only. Third, this study adopted a limited set of measurement items due to the concerns of model parsimony and data collection efficiency. Fourth, we followed prior justice work to assume the linear relationship between interactional justice and leader-member exchange, in which the leader-member exchange is hypothesized to be the outcome of fair treatment (Erdogan and Liden, 2006; Masterson et al., 2000). Last, we only considered how leaders treat their followers through the lens of interactional justice, while interactional justice differentiation has also been affirmed as a crucial determinant of leader-member exchange and employees’ performance. Originality/valueThis research is noteworthy that it is the first to take a social exchange perspective to examine customer-oriented behavior as an outcome of interpersonal interactions in the workplace. Accordingly, it delivers a key message to bank supervisors: “Treat employees the way you want your customers to be treated.”
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Peng, Jui-Chen, and Julian Lin. "Linking supervisor feedback environment to contextual performances." Leadership & Organization Development Journal 37, no. 6 (August 1, 2016): 802–20. http://dx.doi.org/10.1108/lodj-10-2014-0207.
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Purpose – The purpose of this paper is to examine the relationships among supervisor feedback environment (SFE), leader-member exchange (LMX), organizational citizenship behavior (OCB), and workplace deviant behavior (WDB). Specifically, it analyzed the mediating role of LMX. Design/methodology/approach – With the data collected from 258 subordinate-supervisor pairs at various organizations in Taiwan, the authors examined the hypotheses by conducting structural equation modeling analyses. Findings – The results revealed that: SFE is positively related to LMX; LMX is positively related to OCB, and negatively related to WDB; furthermore LMX fully mediates the relationships among SFE and both OCB and WDB. Research limitations/implications – This data are collected in Taiwan, hence it may affect the generalizability of the results. Practical implications – Previous studies investigating the relationship between the feedback environment and organizational outcome variables focus on positive outcome variables. Thus, studies examining whether there is a negative effect on negative outcome variables such as WDB are insufficient. The study addresses this deficiency by including WDB as an outcome variable. The results empirically indicate that SFEs are negatively related to WDBs, but the effect diminishes when LMX is controlled. Social implications – This study presents the following practical implications for managers. To reduce employee deviant behavior, to improve employee supplementary performance, and further improve overall organizational operating performance, organizations can adopt methods for implementing SFE that promote good interpersonal relationships between supervisors and employees, and thus increase employees’ positive expression of OCB, and reduce deviant behavior. Originality/value – It can be argued that when supervisors and subordinates form good relationships, the supervisors would provide favorable feedback that may result in more OCBs and less WDBs. It is also possible to argue that the traditional LMX theory suggests that supervisors are dominant in determining the quality of LMX, and therefore good LMX relationships cannot be developed based on supervisory feedback. This study shows otherwise, and addresses the rival hypothesis by drawing from previous studies and theories as well as in comparing the proposed alternative model by conducting χ2 differences.
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Boukis, Achilleas, and Spiros Gounaris. "Linking IMO with employees' fit with their environment and reciprocal behaviours towards the firm." Journal of Services Marketing 28, no. 1 (February 4, 2014): 10–21. http://dx.doi.org/10.1108/jsm-03-2012-0056.
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Purpose – The purpose of this paper is to integrate the fit theory and the equity theory in order to stress the importance of retail supervisor's IMO adoption for enhancing contact employees' fit with their environment and for shaping positive employee extra-role behaviours towards their firm and their supervisor. Design/methodology/approach – A hierarchical research design is employed with evidence from 89 from retail store supervisors through personal interviews and 417 contact employees. Findings – This study contributes by suggesting IMO as a mechanism which can raise employees' fit with their organization and their supervisor. Another finding of this study lies on the role of IMO for positive employee-outcomes such as higher patronage and motivation to report service complaints. Research limitations/implications – Additional research is necessary to identify whether different individual characteristics and background influence employees' fit with their organization or their supervisor. The results presented in this study clearly suggest an important first step in understanding the importance of IMO adoption for employees' better fit with their environment. Practical implications – Considering that supervisor's level of IMO accounts for a significant portion of contact employees' IMO adoption, it is imperative that top management must first sell the organization itself especially to middle level managers before implementing an internal marketing program across the whole firm. As IMO increases employees' fit with their environment, this paper departs from the view that managers can mainly achieve “fit” into their organization and avoid misfit only by carefully attracting and selecting individuals. moreover, managers should take into account that IMO increases employees' willingness to report service complaints to their supervisor. Originality/value – This study is intended to be a key step in bringing internal marketing and fit research together while also formally including IMO into multilevel marketing research and providing an important shift for extant research by discussing how interpersonal interactions between different organizational groups shape IMO adoption. From a theoretical view, the paper extends fit theory by establishing IMO implementation as a key strategy for recovering or increasing employees' fit with their environment.
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Nienaber, Ann-Marie, Philipp Daniel Romeike, Rosalind Searle, and Gerhard Schewe. "A qualitative meta-analysis of trust in supervisor-subordinate relationships." Journal of Managerial Psychology 30, no. 5 (July 6, 2015): 507–34. http://dx.doi.org/10.1108/jmp-06-2013-0187.
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Purpose – Interpersonal trust is often considered as the “glue” that binds supervisors together with their subordinates, and creates a positive organisational climate. The purpose of this paper is to investigate factors affecting subordinates’ trust to their supervisor, and the consequences of such a trusting relationship. Design/methodology/approach – The authors conducted a qualitative meta-analysis of the trust literature between 1995 and 2011, to identify 73 articles and review 37 theoretical propositions, 139 significant model parameters and 58 further empirical findings. Findings – Four distinct clusters of trust antecedents are found: supervisor attributes; subordinate attributes; interpersonal processes and organisational characteristics. Similarly, the authors identify three categories of trust consequences: subordinates’ work behaviour; subordinates’ attitude towards the supervisor; and organisational level effects. Research limitations/implications – The authors find a bias towards studying supervisor attributes and interpersonal processes, yet a dearth of attention on subordinate attributes and organisational characteristics. Similarly, the conceptual attention on trust between supervisors and subordinates has been limited, with empirical work reporting predominantly significant findings. Social exchange has dominated as the theoretical perspective, and cross-section as the main research approach. In order to advance this important field more heterogeneity is needed, utilising a range of different theoretical schools and employing different methodologies. Originality/value – This seems to be the first qualitative meta-analysis explicitly directed to understanding trust between supervisors and subordinates. The authors contribute to the field of trust by revealing current gaps in the literature and highlighting potential areas of future research.
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Ayawli, Francis Alorwordor, Frederick Owusu Danso, and Daniel Opoku. "Emotional Intelligence Competencies Relevant to Construction Workers' Safety Management in the Ghanaian Construction Industry: A Case Study of Abuakwa South Municipality, Ghana." Asian Journal of Advanced Research and Reports 18, no. 12 (December 5, 2024): 262–71. https://doi.org/10.9734/ajarr/2024/v18i12823.
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The study was conducted to investigate the competencies of emotional intelligence most relevant to construction workers’ safety management in the Ghanaian construction industry, specifically focusing on the Abuakwa South Municipality. Despite the recognized importance of emotional intelligence in enhancing interpersonal relationships and conflict resolution in project environments, its specific influence on construction workers' safety behaviors has not been extensively studied. To address this gap, the study adopted the quantitative research method. A closed-ended questionnaire was distributed to 143 respondents, including architects, quantity surveyors, civil engineers, project managers, contractors, and site supervisors. The data collection yielded a 74% response rate, and responses were analyzed using SPSS to compute Cronbach's alpha and descriptive statistics. The study revealed that construction personnel within the municipality are relatively well-read, this improves their capacity to comprehend and implement emotional intelligence principles in their safety practices on the construction site. Also, the study concluded that the Key components of emotional intelligence such as self-awareness, self-regulation/ management, social awareness/ empathy, social skills/ relationship management, motivation, and job satisfaction are vital for construction workers’ effectiveness in their safety management on sites underlining it as an important asset in managing safety in the Ghanaian construction industry. The study recommends further research into the effect of construction workers’ emotional intelligence on safety management in the Ghanaian construction industry, also research into the specific emotional intelligence competencies that most significantly affect safety management across different contexts within the construction industry.
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Diamond-Smith, Nadia, Lakshmi Gopalakrishnan, Purnima Menon, Sneha Nimmagadda, Dilys Walker, and Sumeet Patil. "Can Person-Centered Interactions with Community Health Care Workers Improve Women's Breastfeeding and Infant Feeding Practices in India?" Current Developments in Nutrition 4, Supplement_2 (May 29, 2020): 972. http://dx.doi.org/10.1093/cdn/nzaa054_044.
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Abstract Objectives Breastfeeding and complementary feeding practices in India do not meet recommendations. Community health care workers (CHWs) are often the primary source of information for pregnant and postpartum women about Infant and Young child Feeding (IYCF) practices. While existing research has evaluated the effectiveness of content and delivery of information through CHWs, little is known about person-centric soft-skills in interpersonal communication. We analyzed the effect of high quality person-centered interactions based on respect and trust on recommended IYCF practices. Methods We use data from evaluation of an at-scale mHealth intervention in India that serves as a job aid to the CHWs and as a monitoring tool for their supervisors (N = 6635 mothers of children <12 m from 841 villages in 2 Indian states). The binary indicator variable for high-quality interaction is constructed using a set of 7 questions related to trust, respect, friendliness during these interactions. The binary outcomes variables are exclusive breastfeeding, timely introduction of complimentary feeding, and minimum diet diversity for infants. The estimation controlled for socio-economic-demographic characteristics, exposure to other health workers, number of interactions with the CHW, and other CHW services. Results Overall, 66% mothers reported exclusive breastfeeding, 69% reported timely introduction of complimentary feeding, but only 13% reported minimum dietary diversity in infant feeding. Perhaps because of the low base levels, mothers who reported higher-quality interactions were more likely to feed at least 4 food groups to infants 6–12 m (b = 0.05). Associations also existed for increased exclusive breastfeeding (b = 0.07). There was no effect on timely introduction of complimentary feeding. Conclusions Person-centered interactions with CHWs appears to be significantly associated with some behaviors around infant feeding. Focusing on improving social and soft skills of CHWs that can translate into better CHW-beneficiary interactions can pay rich dividend for certain behaviors which are currently less prevalent such as minimum dietary diversity or those which are perhaps more in mothers control such as exclusive breastfeeding. Funding Sources The Bill and Melinda Gates Foundation.
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Segrest, Sharon L., Martha C. Andrews, Scott W. Geiger, Dan Marlin, Patricia G. Martinez, Pamela L. Perrewé, and Gerald R. Ferris. "Leapfrogging at work: influencing higher levels in the chain of command." Personnel Review 49, no. 8 (March 2, 2020): 1769–86. http://dx.doi.org/10.1108/pr-07-2019-0382.
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PurposeActs of interpersonal influence are observed throughout organizations, and most typically, in direct supervisor–subordinate relationships. However, researchers have focused less on subordinates bypassing the chain of command and targeting their supervisor's supervisor with influence attempts. We conceptualize a new term, “leapfrogging,” as subordinates' attempts to influence and manage the impressions of their supervisor's supervisor. Here we focus on influencing the target's perception of likability (the focus of ingratiation) and competence (the focus of self-promotion). This study focuses on its personal and situational antecedents.Design/methodology/approachGiven the central role of social exchange and psychological processes within this phenomenon, we build on a social exchange and a social cognition approach. Using a sample of 131 university support personnel service employees, hierarchical regression is used to test the hypotheses.FindingsThe following antecedents of leapfrogging are hypothesized and tested: the subordinate personal characteristics of Machiavellianism, need for achievement, and fear of negative evaluation, and the situational/relational characteristic of leader–member exchange (LMX). Of these potential antecedents, subordinate Machiavellianism and LMX were the strongest predictors, and subordinates' need for achievement and fear of negative evaluation were moderate predictors.Practical implicationsLeapfrogging occurs when actors are frustrated with their current situation and desire change. However, influence tactics aimed at a subordinate's supervisor's supervisor may further strain a low-quality leader–subordinate relationship. As actors become increasingly dissatisfied and leave, this may result in increased organizational costs related to the loss of experienced employees and the hiring and training of new ones.Originality/valueMost upward influence research has largely ignored subordinate influence attempts that go outside of the normal chain of command and target their boss's boss. The present study addresses this gap in the literature by examining leapfrog behaviors. Although acknowledged in a limited manner as a legitimate organizational behavior, this topic has received virtually no empirical attention.
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Haydar, Bishr, Jonathan Charnin, Terri Voepel-Lewis, and Keith Baker. "Resident Characterization of Better-than- and Worse-than-Average Clinical Teaching." Anesthesiology 120, no. 1 (January 1, 2014): 120–28. http://dx.doi.org/10.1097/aln.0b013e31829b34bd.
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Abstract Background: Clinical teachers and trainees share a common view of what constitutes excellent clinical teaching, but associations between these behaviors and high teaching scores have not been established. This study used residents’ written feedback to their clinical teachers, to identify themes associated with above- or below-average teaching scores. Methods: All resident evaluations of their clinical supervisors in a single department were collected from January 1, 2007 until December 31, 2008. A mean teaching score assigned by each resident was calculated. Evaluations that were 20% higher or 15% lower than the resident’s mean score were used. A subset of these evaluations was reviewed, generating a list of 28 themes for further study. Two researchers then, independently coded the presence or absence of these themes in each evaluation. Interrater reliability of the themes and logistic regression were used to evaluate the predictive associations of the themes with above- or below-average evaluations. Results: Five hundred twenty-seven above-average and 285 below-average evaluations were evaluated for the presence or absence of 15 positive themes and 13 negative themes, which were divided into four categories: teaching, supervision, interpersonal, and feedback. Thirteen of 15 positive themes correlated with above-average evaluations and nine had high interrater reliability (Intraclass Correlation Coefficient >0.6). Twelve of 13 negative themes correlated with below-average evaluations, and all had high interrater reliability. On the basis of these findings, the authors developed 13 recommendations for clinical educators. Conclusions: The authors developed 13 recommendations for clinical teachers using the themes identified from the above- and below-average clinical teaching evaluations submitted by anesthesia residents.
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Xu, Yin, and Brad M. Tuttle. "The Role of Social Influences in Using Accounting Performance Information to Evaluate Subordinates: A Causal Attribution Approach." Behavioral Research in Accounting 17, no. 1 (January 1, 2005): 191–210. http://dx.doi.org/10.2308/bria.2005.17.1.191.
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One important role of accounting information is to provide objective information to assist decision makers in evaluating the performance of their subordinates. Yet whether decision makers use accounting data in an objective fashion, independent of interpersonal factors, is an open question. The purpose of this study is to investigate whether similarities in work style (innovator versus adaptor) between a manager and a subordinate influence the manager's causal attributions and subsequent performance evaluation for the subordinate, given accounting performance indicators. The study is conducted in an experimental setting and the research analysis used is developed within the framework of a structural equation model. The results of the study provide initial evidence that interpersonal factors such as work style similarity and personal liking moderate how supervisors use accounting information when they make performance evaluation decisions. The more similar work style between supervisor and subordinate, the more the supervisor likes the subordinate. This, in turn, directly influences what the supervisor believes is the cause of the subordinate's performance.
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Kyei-Poku, Ivy. "The benefits of belongingness and interactional fairness to interpersonal citizenship behavior." Leadership & Organization Development Journal 35, no. 8 (October 28, 2014): 691–709. http://dx.doi.org/10.1108/lodj-09-2012-0117.
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Purpose – The purpose of this paper is to examine the main and indirect effects of belongingness and interactional fairness on interpersonal citizenship behavior. Design/methodology/approach – Field data were obtained from 141 subordinate-supervisor dyads from diverse occupations and organizations within Canada. The study was cross-sectional in nature. Findings – Consistent with expectations the findings demonstrates that interactional fairness positively predicts employee sense of belongingness, and employees show more helping behavior (supervisor rated) when they have a stronger sense of belongingness at work. Belongingness partially mediates the relationship between interactional fairness and interpersonal behavior. Research limitations/implications – Future research could involve investigating a broader range of mediating mechanisms that might promote interpersonal citizenship behavior; for example, trust. As previously indicated, belongingness partially mediates the relationship between interactional fairness and interpersonal citizenship behavior, implying other possible mechanisms through which interactional fairness influences follower behaviors. Moreover, this research can be extended to include to other forms of prosocial behaviors (e.g. innovative behavior). Practical implications – Satisfying employees’ need for belonging is an important aspect of organizational life and useful in promoting helping behaviors among coworkers, it is essential for organizations to, therefore, create a work culture of inclusiveness. It is prudent for organizations to also expend greater effort to maximize interactional fairness by introducing programs intended for training organizational leaders how to be fair. Originality/value – Interpersonal citizenship behavior is important for group and organizational functioning; however, current psychological models are insufficient for understanding these behaviors. To advance the understanding, this study attempts to directly test individuals’ sense of belongingness as the psychological mechanism through which interactional justice can influence interpersonal citizenship behavior.
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Rofcanin, Yasin, Mireia Las Heras, Maria Jose Bosch, Geoffrey Wood, and Farooq Mughal. "A closer look at the positive crossover between supervisors and subordinates: The role of home and work engagement." Human Relations 72, no. 11 (December 18, 2018): 1776–804. http://dx.doi.org/10.1177/0018726718812599.
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How can we explain the crossover of positive experiences from supervisors to their subordinates? Drawing on crossover research and social learning theory (SLT), our main goal in this study is to explore mechanisms and boundary conditions to understand how positive crossover occurs from supervisors to their subordinates. We focus on the nature and foundations of positive crossover in the domains of work and home, and explore the downstream consequences for subordinates’ domain-specific outcomes. Using matched supervisor–subordinate data, the results of multi-level analyses demonstrated that perceived organization support (POS) of subordinates does not impact the positive association between supervisors’ and subordinates’ work engagement. However, family supportive supervisor behaviours (FSSBs), as perceived by subordinates, strengthen the positive association between supervisors’ and subordinates’ home engagement. Importantly, subordinates’ work and home engagement explains why supervisors’ state of engagement in work and home domains, respectively, influences subordinates’ functioning in work and home domains, underscoring a trickle-down model. We contribute to crossover research through demonstrating that crossover occurs from supervisors to their subordinates in work and family domains. Firstly, we highlight the role of relational mechanisms as boundary conditions of crossover process. Secondly, we extend the understanding of how crossover impacts on subordinates’ key outcomes at work and home. Thirdly, we expand crossover research in an understudied context, Chile. In doing so, we contribute to the literature on hierarchical market economies, through providing further insights on the operation of interpersonal ties and relations in such contexts.
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Alo, Obinna, and Ahmad Arslan. "The antecedents of leader-member-exchange (LMX) relationships in African context: the influence of the supervisor’s feedback delivery-tactic." International Journal of Organizational Analysis 30, no. 7 (February 9, 2022): 67–94. http://dx.doi.org/10.1108/ijoa-07-2021-2878.
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Purpose The current paper aims to analyse the antecedents of leader–member exchange relationships (LMX) by specifically focusing on the influence of the supervisor’s feedback delivery tactic. Design/methodology/approach This study uses qualitative research methods with primary interviews as the main data source. Primary interviews with 40 managers from top supermarkets in Nigeria, South Africa and the UK were undertaken. Findings The authors found that both high-quality positive feedback and constructive criticisms produced the same feelings – more positive interpersonal relationships with their supervisors, higher levels of commitment to their organisations, higher job satisfaction and thus, high-quality LMX relationships. Where criticisms were delivered without greater interpersonal treatment, feedback was perceived as negative, and participants revealed lack of job satisfaction, lack of commitment to their organisations, poor interpersonal relationship with their supervisors, high turnover intent and thus low-quality LMX relationship. Originality/value To the best of the authors’ knowledge, the current paper is one of the first studies to highlight the consequences of different feedback delivery tactics on subsequent LMX quality particularly in African context. The authors specifically develop a process-based model of enhancing high-quality LMX, which shows the role of the supervisor’s feedback delivery tactic in the process. The authors also develop a process-based model that illustrates how negative/unconstructive feedback could result in a low-quality LMX. Finally, to the best of the authors’ knowledge, this paper is also one of the first to offer a comparative assessment between African and British (the UK) empirical settings and highlight some interesting dynamics concerning LMX quality and role of supervisor’s feedback delivery tactic.
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Zhu, Dongqing, Zhiying Zhang, and Chunzhen Wang. "Performance matters: when supervisors socially accept unethical behavior." Journal of Managerial Psychology 36, no. 3 (March 23, 2021): 213–25. http://dx.doi.org/10.1108/jmp-12-2019-0686.
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PurposeIt is generally believed that supervisors would deter employee unethical behavior. However, drawing from social exchange theory and the theory of moral disengagement, we posit that supervisors are more willing to tolerate employee unethical behavior through moral disengagement when the perpetrator is a high performing employee.Design/methodology/approachStudy 1, which measured employee unethical behavior in a specific group of doctors through a time-lagged survey, and Study 2, which manipulated employee unethical behavior with a diverse sample by a vignette-based experiment, provided convergent support for our hypothesized 1st-stage moderated mediation model. Hierarchical regression, bootstrapping and ANOVA are used to test our hypotheses.FindingsAlthough supervisors generally showed a low social acceptance of an employee who engaged in unethical behavior, they were more likely to socially accept the perpetrator through moral disengagement when the employee was a high rather than a low performer.Practical implicationsGiven that supervisor's tolerance of employee unethical behavior may be more dangerous than employee unethical behavior itself, organizations should set up an ethics committee to handle top managers' unethical behavior and consider morality equally important with performance in management practice.Originality/valueThe current research extends research on the interpersonal consequences of employee unethical behavior, explains how moral disengagement promotes social acceptance and identifies the moderating effect of job performance in the process.
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Fernandes, Ana Raquel, Márcia Duarte, and Mário Basto. "When Supervision is Abusive: What Explains it and What are the Consequences?" European Conference on Management Leadership and Governance 20, no. 1 (November 13, 2024): 174–81. http://dx.doi.org/10.34190/ecmlg.20.1.2914.
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Currently, people spend most of their daytime at work, therefore, it is essential that organisations offer their employees benefits that go beyond the salary, because people value their psychological well-being, which contributes to the quality of life in the workplace and a good work life balance. It is also important to note that interpersonal relationships at work are significant when it comes to organisational well-being. Relationships between subordinates and supervisors must be healthier and trustable relationships. When the opposite occurs, we are faced with abusive supervision with a negative influence on employees' well-being. This study focus on the relationship between supervisors and subordinates. In order to analyse the impact of a supervisor's attitudes on the relationship with their subordinates, it matters to understand that these attitudes are influenced by their personality traits. The aim of this study is to realise how different personality traits of the supervisor, namely those related to the dark triad, contribute to the development of abusive supervision that will affect the employees’ psychological well-being at work. To develop this study, a survey was applied to a sample of 232 employees from different Portuguese organisations, to measure the dark triad, abusive supervision and psychological well-being at work, respectively. After analysing the results using structural equations, it was possible to conclude that psychopathy and machiavellianism, which are two of the dark triad concepts, influence the supervisor's behavior, and further lead to an abusive supervision. Abusive supervision negatively influences the employees’ psychological well-being at work. The greater the abusive supervision, the greater the negative emotions felt by employees at the workplace, and therefore, the employees’ psychological well-being is lower. This study also highlighted differences in the way men and women perceive abusive supervision, concluding that, although men perceive more abusive supervision than women, they present fewer negative emotions than women. Finally, some conclusions, limitations and possible future research were drawn.
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Andiola, Lindsay M., Denise Hanes Downey, Brian C. Spilker, and Tracy J. Noga. "An Examination of the Interactive Effect of Feedback Source and Sign in the Offshoring Environment: A Social Identity Perspective." Behavioral Research in Accounting 30, no. 2 (July 1, 2018): 1–21. http://dx.doi.org/10.2308/bria-52182.
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ABSTRACT Public accounting firms regularly rely on offshore professionals to assist with client work. However, differences in interpersonal dynamics between offshore staff members and the supervisors they report to may yield positive and/or negative work outcomes. We examine how feedback source (offshore or onshore supervisor) and feedback sign (negative or positive) interact to affect offshore staff members' satisfaction with feedback. This is an important issue because subordinate satisfaction with performance feedback is a key determinant of future performance and turnover intentions. We find that offshore staff members are less satisfied with negative feedback from an offshore (local Indian) supervisor, a member of their in-group, than an onshore (remote U.S.) supervisor, a member of their out-group. However, their satisfaction with positive feedback does not significantly differ between feedback sources. Further analysis reveals that greater satisfaction is associated with increases in the effort the staff member plans to put forth in the future. JEL Classifications: M40; M41; M54; D91. Data Availability: Please contact the authors.
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Wang, Hongli, and Qihai Huang. "Feeling trusted and employee outcomes: the double-edged sword of political behaviour." Personnel Review 48, no. 7 (November 4, 2019): 1653–68. http://dx.doi.org/10.1108/pr-11-2017-0368.
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Purpose Interpersonal trust between supervisors and subordinates plays an important role in management. The impact of trust from management is through employees’ perception and more specifically their perception of being trusted, termed feeling trusted or felt trust. Politics is associated with the level of trust of organizational members. So far, little is known how employees respond to feeling trusted with regard to political behaviour resulting in employee outcomes. The paper aims to discuss this issue. Design/methodology/approach The paper develops a conceptual model to examine the double-edged sword effect of political behaviour on employee outcomes. Findings The authors designed a two-wave survey to test the model. The analysis of 286 supervisor–employee dyads found that feeling trusted is associated with supervisor-rated organization citizenship behaviour (OCB) and overload reported by employees. Furthermore, political behaviour partially mediates the relationship between feeling trusted and supervisor-rated OCB, which may be desired by both the supervisors and employees. It also mediates the relationship between feeling trusted and employee perceived overload, which is undesired by employees. Originality/value The current research aims to fill in the gap and answer this question: what is the role of political behaviour in the relationship between feeling trusted and employee outcomes? Guided by an “antecedents–behaviours–consequences” framework (Ferris et al., 1989), the paper develops a conceptual model to examine how feeling trusted directly and indirectly influences employee outcomes, with the latter being mediated by political behaviour.
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Deshpande, Amruta, and Ritu Gupta. "Antecedents of New Recruit's Adjustment." International Journal of Knowledge Management 14, no. 4 (October 2018): 1–12. http://dx.doi.org/10.4018/ijkm.2018100101.
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The transition of newly hired employees from educational institutes to the corporate world thrusts them into unfamiliar environments. The reality shocks during a new employee's early days can lead to behavioral withdrawal, interpersonal conflict, lack of work engagement, lack of productivity, dissatisfaction, and turnover. The purpose of this article was to explore the antecedents of new recruits' adjustment in the Indian IT industry. The study considered three antecedents: supervisor support behavior, psychological empowerment, and feedback-seeking behavior. Data was collected from 607 newly hired employees working in the Indian IT industry and was analyzed using structural equation modeling (SEM). The article highlights that supportive supervisors can encourage new employees to seek feedback and help them to ‘fit into' the organization. Managerial implications suggest that organizations conduct training programs to make managers more approachable and available for new recruits during their early days to ensure adjustment and engagement in the organization.
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Thiel, Chase E., Jennifer A. Griffith, Jay H. Hardy, David R. Peterson, and Shane Connelly. "Let’s Look at This Another Way: How Supervisors Can Help Subordinates Manage the Threat of Relationship Conflict." Journal of Leadership & Organizational Studies 25, no. 3 (January 16, 2018): 368–80. http://dx.doi.org/10.1177/1548051817750545.
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Despite decades of scholarly and practitioner attention on conflict management, few studies have addressed the important role that supervisors play in managing relationship conflict (RC). The current research addresses this gap by investigating the use of supervisory interpersonal emotion management in helping subordinates manage perceptions of RC. Examining RC through a threat framework, we propose that when individuals perceive RC in their workgroup, they are less likely to identify with their group and more likely to withdraw from the group in ways that affect critical team processes, both of which have performance implications. Furthermore, we propose that supervisors can mitigate the consequences of perceiving RC by encouraging subordinates to reappraise past negative events that contribute to such perceptions. Using a field sample of 917 employees, we tested and found support for these predictions. This research primarily has implications for conflict theory, RC management theory, and RC management practices.
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Varma, Arup, Ivana Zilic, Anastasia Katou, Branimir Blajic, and Nenad Jukic. "Supervisor-subordinate relationships and employee performance appraisals: a multi-source investigation in Croatia." Employee Relations: The International Journal 43, no. 1 (September 21, 2020): 45–62. http://dx.doi.org/10.1108/er-06-2019-0248.
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PurposeThe purpose of this paper is to empirically examine supervisor-subordinate relationships and their impact on performance appraisal in Croatia. Specifically, we were interested in examining how supervisor-subordinate relationships impact subordinate perceptions of performance evaluation and the subordinate's reactions to the performance evaluation.Design/methodology/approachThis paper uses matched data from a sample of supervisors and subordinates (n = 53) in a leading organization in the hospitality industry in Croatia, as well as objective performance appraisal data to examine the impact of supervisor-subordinate relationships on subordinate reactions to performance appraisal.FindingsThe key findings of this study include (1) supervisor trustworthiness determines the quality of their relationship with subordinates and leads to interpersonal liking, and (2) supervisor-subordinate relationship quality has a significant impact on subordinate reactions to performance appraisal process and outcomes.Research limitations/implicationsThe overall sample size (n = 53) of this study is small, and limits our ability to make generalizations beyond a point. Also, since the sample included only Croatian individuals, the findings maybe an artifact of the fact that they all hold similar values. Future studies should examine these relationships in supervisor-subordinate dyads comprised of individuals of different cultural backgrounds.Practical implicationsSupervisors should attempt to have high quality relationships with most, if not all, subordinates, as this would lead to higher acceptance of the performance appraisal process, which can impact future performance. Also, trustworthiness is closely related to the subordinate's perception of the quality of relationship he/she shares with the supervisor.Originality/valueThis is the first known paper to empirically study performance appraisal processes and relationships in Croatia, which also included both supervisor and subordinate perspectives.
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Pradhan, Sajeet, and Lalatendu Kesari Jena. "Getting even." South Asian Journal of Business Studies 8, no. 3 (October 7, 2019): 332–47. http://dx.doi.org/10.1108/sajbs-06-2018-0072.
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Purpose Unlike most empirical investigations that have tested the relationship between abusive supervision and subordinate’s workplace deviance in a large and formal organizational setup, this study investigates the effect of abusive behavior of owner-manager of small entrepreneurial establishments on subordinate’s workplace deviance. The purpose of this paper is twofold: first, it explores the moderating effect of intention to quit on the relationship between abusive supervision and organizational as well as interpersonal deviance; and second, it investigates whether the moderating effect between abusive supervision and intention to quit will be stronger for organizational deviance (supervisor directed) than for interpersonal deviance (others directed). Design/methodology/approach The participants of this study were 240 restaurant and hotel employees working in three small entrepreneurial organizations in the eastern state of India. The authors have collected data on the predictor and criterion variables at two time points with a separation of three to four weeks for reducing common method bias (Podsakoff et al., 2012). At Time 1, participants completed measures of the perception of their owner-manager’s abusiveness and their intention to quit. At Time 2, participants responded to organizational deviance and interpersonal deviance. Findings The findings of the study is in line with previous research studies (Tepper et al., 2007; Thau et al., 2009) that reported intention to quit will moderate the positive relationship between abusive supervision and organizational deviance and interpersonal deviance such that the relationship will be stronger when intention to quit is high rather than low. The finding of the study also corroborates the prediction that the interactive effect between abusive supervision and intention to quit will be stronger for organizational deviance (supervisor directed) than for interpersonal deviance (aimed at other members of the organization) when intention to quit is higher. Originality/value This study is among the very few empirical research studies that have investigated the effect of abusiveness of owner-manager on subordinate’s workplace deviance in small organizations. Another unique aspect of the study is that it is one of few to propose and test, how (whether organizational deviance or/and interpersonal deviance) and to what extent (more organizational or supervisor directed than interpersonal or others directed deviance) subordinates of abusive supervisor retaliate by engaging in workplace deviant behaviors.
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Karriker, Joy H., and Margaret L. Williams. "Organizational Justice and Organizational Citizenship Behavior: A Mediated Multifoci Model †." Journal of Management 35, no. 1 (October 26, 2007): 112–35. http://dx.doi.org/10.1177/0149206307309265.
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This research explores the differential effects of multifoci organizational justice perceptions on organizational citizenship behavior. Based on data collected from 217 employee—supervisor dyads, our findings clarify the bi-focal nature of distributive and procedural justice, illuminate the mono-focus of interpersonal justice, and support the premise that justice investments yield exponential behavioral responses that are sometimes mediated by the quality of the employee— supervisor relationship.
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Ionescu, Anata-Flavia, and Dragos Iliescu. "LMX, organizational justice and performance: curvilinear relationships." Journal of Managerial Psychology 36, no. 2 (February 26, 2021): 197–211. http://dx.doi.org/10.1108/jmp-03-2020-0154.
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PurposeOrganizational research has long been dominated by the assumption that relationships between variables are linear, which can be overly simplistic or even misleading. This study proposes and tests a model in which subordinate organizational justice perceptions influence the linearity of the relationship between leader–member exchange (LMX) and subordinate task performance.Design/methodology/approachA time-lagged anonymous survey study was conducted in Romania on a sample consisting of 274 subordinates nested under 42 leaders from a wide range of work settings. Supervisors rated the performance of their direct reports, while subordinates rated LMX and justice perceptions.FindingsHierarchical linear modeling results revealed that the associations of LMX and LMX affect with task performance were best described by an inverted U shape when perceptions of supervisory interpersonal justice were high. Relationship strength was also affected. No such moderating effects were confirmed for other types of justice. We also found an unmoderated nonlinear effect of LMX-professional respect on task performance.Practical implicationsResults suggest that for supervisors who are perceived as fair in terms of interpersonal justice, a moderate level of LMX (especially LMX affect), slightly above the mean, maximizes subordinate task performance, while high LMX is preferable otherwise. Similarly, a moderate level of LMX professional respect seems optimal for performance.Originality/valueThe present paper challenges the linearity assumption for the established LMX–performance association, demonstrating that both the linearity and strength of the association may be influenced by justice. Second, results suggest that the too-much-of-a-good-thing effect may be the result of additive effects. Third, differential effects of LMX and justice dimensions are revealed.
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Song, Ying, and Zhenzhi Zhao. "Social Undermining and Interpersonal Rumination among Employees: The Mediating Role of Being the Subject of Envy and the Moderating Role of Social Support." International Journal of Environmental Research and Public Health 19, no. 14 (July 10, 2022): 8419. http://dx.doi.org/10.3390/ijerph19148419.
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Rumination is a common problem and is associated with reduced psychological well-being. However, little is known about how rumination in the workplace is affected by interpersonal relationships. We propose that negative workplace behavior could serve as a potential influencing factor for rumination. Therefore, the current study constructed a multilevel moderated mediation model to investigate the relationship between workplace unit social undermining and interpersonal rumination. We also examined whether unit social support moderated that relationship and whether being the subject of envy mediated that relationship. Survey data were collected from 630 employees in China. The results indicate that: (1) a high level of unit social undermining by either a supervisor or co-workers has a significant positive influence on interpersonal rumination; (2) being the subject of envy exerts a mediating effect between unit supervisor social undermining and interpersonal rumination, as well as between unit co-worker social undermining and interpersonal rumination; and (3) unit social support moderates the associations between unit supervisor/co-worker social undermining and interpersonal rumination. These findings extend the research on rumination to the field of management and interpersonal relationships and emphasize the potential mechanisms of rumination, providing significant guidance for reducing staff rumination and improving psychological well-being.
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Mao, Hsiao-Yen. "Learning goal orientation and abusive supervision." E+M Ekonomie a Management 26, no. 3 (September 2023): 33–50. http://dx.doi.org/10.15240/tul/001/2023-3-003.
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Employee learning for competence development is more salient for today’s organizations facing frequent changes from inside and outside, and accordingly, employees’ learning goal orientation (LGO) is noteworthy. This study examines how and why employees’ LGO relates to leadership effectiveness, i.e., employees’ perception of abusive supervision. Competing hypotheses and the mediating mechanisms of a work attitude from LGO, i.e., work enjoyment, and a work behavior from LGO, i.e., compliance behavior, were proposed. In a three-wave panel survey, 304 employees in a variety of occupations completed questionnaires. Results indicate LGO had a negative relationship with abusive supervision and employees with higher LGO had more enjoyment of work, and in turn, less perception of abusive supervision. The positive LGO-abusive supervision relationship was not empirically supported. While employees with higher LGO had less compliance behavior, this reduced compliance did not lead to increased abusive supervision. Hence, the suggestion is that supervisors should let subordinates feel that by performing required tasks, subordinates are learning by doing to facilitate leadership effectiveness. This study uses intrinsic motivation perspective to address an underlying process by which LGO manifests itself in an interpersonal and managerial outcome, abusive supervision. The findings suggest intrinsically motivated actions may mitigate negative perception of supervisors’ interactions. Employees’ intrinsic motivation at work may be a stance to understand their workplace interactions. Goal orientation is an important factor in leadership. Literature shows leaders’ LGO facilitates leadership effectiveness. Corresponding to emerging importance of followers in leadership effectiveness, this study found subordinates’ LGO facilitated their perception of leadership effectiveness in terms of reduced perception of supervisory behavior as abuse. In addition, this study enriches abusive supervision literature by corresponding to a call for examining the characteristics of subordinate and the work in concert to complement the limited work on understanding abusive supervision. Suggestions for future study are provided.
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Meyer, Maryline, Marc Ohana, and Florence Stinglhamber. "The impact of supervisor interpersonal justice on supervisor-directed citizenship behaviors in social enterprises: a moderated mediation model." International Journal of Human Resource Management 29, no. 20 (September 25, 2017): 2927–48. http://dx.doi.org/10.1080/09585192.2017.1380060.
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Quan, Xuezhe, Myeong-Cheol Choi, and Xiao Tan. "Relationship between Organizational Climate and Service Performance in South Korea and China." Sustainability 15, no. 14 (July 10, 2023): 10784. http://dx.doi.org/10.3390/su151410784.
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Both South Korea and China have collective cultures; however, there are significant differences in employee behavior due to cultural, economic, and environmental factors. This study explores the influence of organizational climate on employee innovative behavior and service performance using a competitive value model, as well as the mediating effects of social capital and organizational silence. Adopting the interpersonal relationship, rational goal, and internal process approaches, it focuses on three aspects: supervisory support, pressure to produce, and formalization. A total of 773 valid questionnaires were collected from four- and five-star hotels in South Korea and China, and the data were analyzed using SPSS and AMOS. The results showed that supervisory support and pressure to produce positively affected employee social capital, thereby affecting their service performance. Formalization positively affected organizational silence and negatively affected employees’ innovative behaviors. This study confirmed the mediating effects of social capital and organizational silence in the organizational environment. The positive effects of supervisory support and pressure to produce on social capital were similar in South Korea and China. However, among the effects of organizational silence, Korean employees were more likely to benefit from formalization. This study identified the differences in organizational climate and organizational performance between South Korea and China and provides implications for enterprises’ sustainable development.
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Zappalà, Salvatore. "Perspective Taking in Workplaces." Journal for Perspectives of Economic Political and Social Integration 19, no. 1-2 (July 17, 2014): 55–70. http://dx.doi.org/10.2478/v10241-012-0007-5.
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Abstract Workplaces are often described as places in which individuals are motivated by their self-interests and in which negative events like time pressure, anxiety, conflict with co-workers, miscomprehensions, difficulties in solving problems, not-transmitted or not-exchanged information that lead to mistakes, and in some cases to injuries, stress or control, are part of everyday life (Dormann & Zapf, 2002; Schabracq, Winnubst and Cooper, 2003). Such situations are often the result of the limited comprehension of needs, skills, or information available to colleagues, supervisors, subordinates, clients or providers. However, workplaces are also places in which employees take care of clients, support colleagues and subordinates (Rhoades & Eisenberger, 2002), are enthusiastic about their job (Bakker et al., 2008), are motivated by leaders that encourage employees to transcend their own self-interests for the good of the group or the organization and provide them with the confidence to perform beyond expectations (Bass, 1997). Thus positive relationships at work are becoming a new interdisciplinary domain of inquiry (Dutton & Ragins, 2006). Within this positive relationships framework, in this paper we focus on a positive component of workplaces, and particularly on an individual cognitive and emotional process that has an important role in the workplace because it facilitates interpersonal relations and communications: it is the perspective taking process. In order to describe perspective taking, we will refer to some empirical studies and particularly to the review published by Parker, Atkins and Axtell in 2008 on the International Review of Industrial and Organizational Psychology. Perspective taking is a well established psychological construct, investigated both in the field of human development, as an important component of reasoning and moral development, and also in social and clinical psychology, where it is considered a component of social behaviors and of the therapeutic process (Parker & Axtell, 2001). It has also been conceptualized in different ways. Duan and Hill (1996) describe three approaches to explain reasons for perspective taking behavior: a dispositional approach, that considers empathy as a relatively stable trait or a general ability; a cognitive-affective experience influenced by situational conditions; and finally as a multiphased experiential process. However, although in modern organizations working cooperatively and taking into account customers’ needs and experiences are becoming even more important (Schneider, White, and Paul, 1998; West, Tjosvold and Smith, 2003), very few studies have considered perspective taking process within organizations (Parker & Axtell, 2001). This is interesting because taking into account the perspective of others may contribute to more collaborative workplaces, where it is pleasant to work, as also enlighted in the title of the Parker, Atkins and Axtell’s (2008) paper: “Building better workplaces” is one of the possible outcomes of perspective taking. This paper aims to make available to a large audience such studies and, in relation to the topic of the conference organized by “Psychology and Communion”, consider connections between this concept and ideas and writings by Chiara Lubich.
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Mehmood, Bushra, Muhammad Ramzan, Bushra Yasmeen, and Javeria Zafar. "WORKPLACE INCIVILITY AND ORGANIZATIONAL CITIZENSHIP BEHAVIOUR: AN EMPIRICAL ASSESSMENT OF FEMALE BANKING PERSONALS." Journal of Arts & Social Sciences 10, no. 1 (June 30, 2023): 28–33. http://dx.doi.org/10.46662/jass.v10i1.310.
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ABSTRACT
Organizational Citizenship Behaviour (OCB) and workplace incivility has been investigated and examined by academics for over twenty-five years, and it continues to be a subject that academics are interested in studying. This research analyzes the influence of incivility shown by coworkers and supervisors on OCB by examining the role that interpersonal deviance plays as a mediator, as well as the role that perceived organizational support plays as a moderator in this relationship. Participants in the research are female workers currently working in the banking industry in Pakistan. The research was conducted with participation from 360 female workers who were working in various places throughout Pakistan. Data from respondents was collected using the structured questioner that was provided. The data were examined using correlation and regression analysis, and AMOS was used to examine the mediating and moderating effects of the relationships. According to the findings, interpersonal deviance acts as a partial mediator between incivility shown by coworkers and supervisors and behavior that demonstrates organizational citizenship. In addition, the findings demonstrated that the perception of organizational support moderates the association between incivility shown by coworkers and supervisors and behavior that demonstrates organizational citizenship. In order to analyze the connection between the many observable characteristics, the present research exclusively focuses on the female banking personnel.
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Kim, Myungsun. "Linking Leader’s Other-Oriented Perfectionism, Close Monitoring Behavior, and Employee Emotional Exhaustion: A Leader-Centric Approach." Korean Academy of Organization and Management 46, no. 4 (November 30, 2022): 141–66. http://dx.doi.org/10.36459/jom.2022.46.4.141.
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Although the influence of perfectionist leaders has been acknowledged by practitioners, only few studies have explored the possible consequences of leaders with perfectionism. Recognizing the importance of leader perfectionism as a potential predictor of leadership behaviors as well as employees’ attitudes and behaviors, the current study explores the interpersonal consequences of leader perfectionism in the context of leadership. Drawing upon the trait approach to leadership and conservation of resources theory, this study examines the effects of leaders’ other-oriented perfectionism on their close monitoring behavior, and in turn employees’ emotional exhaustion. Moreover, this study tests the moderating role of leaders’ trust in followers on the relationship between leaders’ other oriented perfectionism and close monitoring behavior. Using multi-sourced data from 158 supervisor-employee dyads in South Korea, this study found that leaders with other-oriented perfectionism are likely to engage in close monitoring behaviors toward employees, thereby leading to employee emotional exhaustion. Unlike the prediction, however, the results do not support the moderating effect of leaders’ trust in followers in the hypothesized model. Theoretical and practical implications are discussed.
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Sari, Hijrayanti. "Peningkatan Konsep Diri Mahasiswa melalui Komunikasi Interpersonal Pembimbing Akademik." Nukhbatul 'Ulum 3, no. 1 (December 22, 2017): 265–74. http://dx.doi.org/10.36701/nukhbah.v3i1.21.
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The advanced transformation of the era and technology gives influence to human personality today. Specifically to the students which are still in the process ofpersonality development. By the advanced transformation, the competitive environment causes confusion and future disorientation to the students with theirsurroundings. Any behavior is influenced by the self-concept. The self concept is formed through the environment either it is the family, friends, books, or other things seen and listened. The objective of the study is to explain the improvement of the students’ self-concept through the interpersonal effective communicative approach via the supervisors.
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Ma, Bing, Shanshi Liu, Hermann Lassleben, and Guimei Ma. "The relationships between job insecurity, psychological contract breach and counterproductive workplace behavior." Personnel Review 48, no. 2 (March 4, 2019): 595–610. http://dx.doi.org/10.1108/pr-04-2018-0138.
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PurposeThe purpose of this paper is to examine the mediating effect of psychological contract breach on the relationship between job insecurity and counterproductive workplace behavior (CWB) and the moderating effect of employment status in this relationship.Design/methodology/approachData were collected from 212 supervisor–subordinate dyads in a large Chinese state-owned air transportation group. AMOS 17.0 software was used to examine the hypothesized predictions and the theoretical model.FindingsThe results showed that psychological contract breach partially mediates the effect of job insecurity on CWB, including organizational counterproductive workplace behavior and interpersonal counterproductive workplace behavior. In addition, the relationships between job insecurity, psychological contract breach and CWB differ significantly between permanent workers and contract workers.Originality/valueThe present study provides a new insight into explaining the linkage between job insecurity and negative work behaviors as well as suggestions to managers on minimizing the harmful effects of job insecurity.