It's not you, it's me: How follower perceptions of utility affect impressions of self‐serving leader behavior

PurposeThe purpose of this paper is to posit and empirically demonstrate that positive and negative leader behaviors have a linear relationship with subordinate outcomes. The authors challenge this notion, and test a model where leader positive and negative behaviors have a curvilinear relationship (inverse-U shaped) with subordinate job satisfaction.Design/methodology/approachCross-sectional design, based on a sample of 131 employees working across organizations and industries in the USA. Subordinates provided information on all study measures.FindingsThe authors show that higher levels of positive and negative behaviors from the leader will not generate a corresponding linear increase in employees’ satisfaction. Instead, the relationship is non-linear, with diminishing returns in subordinate job satisfaction for positive leader behaviors and higher ones for negative leader behaviors. In addition, subordinates with high levels of hardiness are more satisfied with positive leader behaviors, and report less dissatisfaction with negative leader behaviors.Research limitations/implicationsLimitations are cross-sectional design, self-reported data, measurement of a limited number of leader behaviors as representative of leader positive and negative behaviors, and focus on only one dependent construct (subordinate job satisfaction).Practical implicationsAbove a certain point, leaders’ positive behaviors have limited effect on increasing subordinates’ job satisfaction. Likewise, leaders’ negative behaviors decrease subordinates’ job satisfaction only above specific levels of leader behaviors.Originality/valueThe authors challenge this notion of linearity by theorizing and demonstrating that subordinates’ job satisfaction is influenced by leader positive and negative behaviors in non-linear relationship characterized by an inverse-U-shaped and a specific increase and decrease pattern.

Purpose This study aims to examine the relationship between leadership behavior, organizational justice, person–organization fit and organizational citizenship behavior in the context of Vietnamese academic libraries. Using social exchange theory, this research indicates the impact of leadership behavior on organizational citizenship behavior. This study also examines the mediating role of organizational justice and person–organization fit in the relationship between leadership behavior and organizational citizenship behavior. Design/methodology/approach A total of 248 responses are obtained from academic library personnel in Vietnam, which are used to examine the research hypotheses. Findings The findings partially support the hypotheses because two leadership dimensions significantly influence organizational citizenship behavior, and organizational justice mediates the relationship between relationship-oriented leadership and organizational citizenship behavior. However, person–organization fit does not mediate the relationship between leadership behavior and organizational citizenship behavior. Practical implications Results indicate that two types of leadership behavior can significantly impact the organizational citizenship behavior of the librarians. Academic libraries should provide opportunities to librarians to engage in citizenship behavior by implementing organizational justice intervention. Originality/value This research contributes to the social exchange theory by integrating leadership behaviors, organizational justice, person–organization fit and organizational citizenship behaviors. Given that no prior studies have investigated the associations among four constructs, the obtained findings are a new exploration.

Much of the research on negative leader behavior focuses on the antecedents and consequences of said behavior; follower reactions are less understood. The present research explores how social categorization induces followers to support self-serving leaders. Building on social identity theories, we hypothesize that leader prototypicality leads followers to make inferences with respect to how much they expect to benefit (i.e., subjective expected utility) and this impact follower perceptions of the leader’s effectiveness and their willingness to support that leader. The results of two experimental studies and one correlational study support our hypotheses and stresses the importance of follower-centric perspective in understanding self-serving leader behavior.

BackgroundAs medical professional roles diversify, it is essential to understand what makes effective medical leaders. This study develops and validates a medical leadership competency framework that can be used to...

Leaders typically operate within an organizational structure that often puts them in a hierarchically superior position over subordinates. Despite this ubiquitous arrangement, there has been little attention on leaders' overall beliefs about hierarchical relationships and how these beliefs affect leader behavior and team functioning. Specifically, more research is needed on how leaders' orientations, such as dominance and power orientations, affect leadership styles and outcomes. I address this gap by examining how leaders' hierarchical perceptions affect their leadership behaviors, and ultimately team performance. In this study, I explore the effects of leaders' social dominance orientation (SDO) and power distance orientation (PDO) on their empowering leadership and abusive supervision behaviors directed toward their teams. Utilizing social dominance theory as a theoretical framework, I propose that leaders' SDO will be positively related to their abusive supervision, and SDO and PDO will be negatively related to their empowering leadership of their teams. I also predict that leaders' leader self-efficacy will interact with SDO, and followers' team-level PDO will interact with leaders' PDO, in influencing these leadership behaviors. I then examine moderated mediation models, and test how the proposed interactions and leadership behaviors ultimately impact team performance. To test my hypotheses, I collected multi-source data with 52 teams in the physical therapy industry. I found that teams' PDOs moderated the relationship between leader PDO and empowering leadership, such that higher levels of empowering leadership occurred as the teams had more congruent PDOs to the leaders. Post-hoc analyses also revealed that leader self-efficacy moderated this effect, such that leader self-efficacy had both positive and negative effects on empowering leadership depending on team and leader PDO congruence. The post-hoc results also revealed that leader gender qualified the relationships between leader SDO and leadership behaviors, with differing effects for male and female leaders, and the gender make-up of the subordinate team was also relevant to abusive supervision. Taken together, the research contributes to our understanding of leadership behavior by beginning to integrate social dominance theory with leadership theory, and offers a number of promising avenues for future theoretical development and research.

MP96-01 SURGEON LEADERSHIP IN THE OR: THE EFFECTS OF POSITIVE AND NEGATIVE BEHAVIORS ON SURGICAL TEAM PERFORMANCE

Teaching and Learning Guide for: Why Do People Join Groups? Three Motivational Accounts from Social Psychology

This study began with the question of whether there is an indicator that can accurately measure the importance of the role of a leader in organizational life. Strictly speaking, the behavior of a leader is bound to have a positive or negative effect on his or her subordinates, that is, subordinates of the organization. It may be due to the influence of the power of the leader. Leadership research mostly studies the leadership effect in a positive aspect. It can be said that the term Leadership has a positive meaning. Although the concepts and definitions of leadership revealed through positive leadership behavior are different, many studies have suggested that they have a positive effect on a number of variables such as job attitude, job performance, and organizational performance of members. However, research on the negative effects of leaders' actions, that is, negative leadership, is increasing recently. It was revealed that the negative leadership type, named Destructive Leadership, negatively affects the job satisfaction of subordinates. Einarsen et al. (2007) defined leaders' destructive behavior as behavior that negatively affects not only members but also organizations, negatively affecting organizational goals, tasks, resources, effectiveness, motivation, and well-being or job satisfaction of subordinates. Several types of negative leadership behavior have been suggested, but this study intensively studied autocratic leadership. A number of previous studies have shown that autocratic leadership induces negative feelings for leaders' behaviors by ignoring subordinates' opinions or excluding them from the decision-making process, ultimately adversely affecting job attitudes and commitment for achieving organizational goals. This study is an empirical study conducted to clarify the mediating effect of the leader-member exchange(LMX) in the relationship between autocratic leadership and subordinate proactive behavior. As a result of analyzing 272 ROK Air Force officers and NCOs, it was found that autocratic leadership had a negative (-) relationship that negatively affected the leader-member exchange, and that the leader-member exchange mediated the negative effect of autocratic leadership on proactive behavior. In addition, the effect of controlling the relationship between autocratic leadership and leader-member exchange was also confirmed by the strength of the subordinates' growth needs. The higher growth need strength, the stronger the negative effect of autocratic leadership on the leader-member exchange. Through this study, it was confirmed that autocratic leadership undermines the leader-member exchange, and through this, subordinates engage in less proactive and non-participating behaviors. Research revealing the negative effects of autocratic leadership is increasing abroad, but there are few cases of empirical research on domestic cases. The results of this study show that leader's negative behavior can negatively affect the proactive behavior of subordinates for the organization are examples of how important leaders' roles and behaviors can have, and provide implications in many aspects.

In this paper, we challenge the commonly held assumption that actors in the education sector are largely ethical, and that there is therefore little need to scrutinize leader behaviors in this sector. We also overcome past scholars’ tendencies to either focus selectively on positive leader behaviors, or to stay content with categorizing leader behaviors into effective and ineffective (if at all they do focus on negative leader behaviors). Using data (Critical Incidents) from three case studies previously conducted in eight British and French academic establishments, we show that not only do negative leader behaviors abound in the education sector, but they can also be differentiated into three types: (1) behaviors emanating from leaders’ lack of functional skills i.e., ineffective behaviors, (2) behaviors emanating from leaders’ insouciance toward harming the organization and its members i.e., dysfunctional behaviors, and (3) behaviors emanating from leaders’ lack of honesty, integrity, ethicality, and transparency i.e., unauthentic behaviors. We enrich current understanding on ineffective, dysfunctional, and unauthentic leader behaviors, and offer a unified (yet differentiated) framework of negative leader behaviors in the academic sector. Since each type of negative behavior emanates from different motivational drivers, different measures are required to curb them. These are also discussed. A comparison of our findings with those from leadership studies in other sectors reveals that negative leader behaviors in the education sector are quite similar to those in other sectors.

The influence of leadership behavior on miners’ work safety behavior

Though increasing numbers of women are entering the workforce, a disproportionate number of women are placed into upper level management positions. Social role and role congruity theory both posit that women in leadership positions are likely to face more negative criticism than men in leadership positions. The purpose of the current study was to examine the influence of gender roles on leader behaviors as well as leaders' self perceived effectiveness. The study also examined third party raters' views of female and male leaders. Videotapes of forty-seven mixed sex groups with randomly appointed male and female leaders were used to examine leader behaviors as well as raters' effectiveness ratings. Leaders' self perceived effectiveness ratings were also used. Gender roles of the leaders were assessed using the Bem Sex Role Inventory (BSRI). Results of a MANOVA indicated that leader gender roles did not lead to differences in leader behaviors exhibited among those in feminine, masculine, and androgynous groups. For female leaders, femininity was not related to feminine behaviors. Unexpectedly, for male leaders, masculinity was inversely related to masculine behaviors. With regard to raters' effectiveness ratings of the leaders, no differences were found in ratings based on leader gender. Further, for female leaders, degree of femininity and masculinity was not related to raters' effectiveness ratings. However, exploratory analyses indicated a significant positive relationship to exist between raters' effectiveness ratings of female leaders and total time female leaders spoke. A significant inverse relationship was found between raters' effectiveness ratings and frequency of speech initiations used among female leaders. Significant correlations between male and female leaders' self perceived effectiveness ratings and self perceived gender roles were found. Specifically, masculinity was positively related to female leaders self perceived effectiveness while femininity was negatively related to male leader self perceived effectiveness. Overall, the results of the current study were not consistent with social role theory and role congruity theory. Implications for organizations and women's career development are discussed. Limitations and suggestions for future directions in research are presented.

Author index for volume 2

The present research examined positive and negative leadership behaviors as predictors of stigma and practical barriers to mental health treatment. Soldiers completed measures of noncommissioned officer (NCO) and officer leadership, stigma, and practical barriers to getting mental health treatment at 2, 3, and 4 months following a 15-month deployment to Afghanistan. The results revealed that positive and negative NCO and officer leader behaviors were predictive of overall stigma and barriers to care (collapsed across the three time periods), with only NCO positive and negative behaviors being uniquely predictive of stigma when included in the same model with officer behaviors. In addition, negative and positive NCO leader behaviors were predictive of stigma within participants over the course of the three month time period, and positive NCO leader behaviors were inversely related to practical barriers to mental health treatment within participants across the same time period. The results are discussed in terms of how different leader behaviors may be linked to different factors influencing a soldier's decision to seek mental health treatment.

Although the effects of leader behaviors on organizational citizenship behaviors is well documented, research on the leader–subordinate relationship as a boundary condition of this relationship is less clear. Drawing on social exchange and personal identification theories, we demonstrate that leader–member exchange moderates the relationship between relations- and change-oriented leader behaviors and organizational citizenship behaviors. Overall, these findings suggest that how subordinates perceive and respond to leader behaviors depends on the nature of the leader–subordinate relationship. Implications for theory and practice are discussed, and areas for future research are explored.

This study followed a correlational cross-sectional approach that investigates the relationship between teachers’ perceptions of principals’ leadership behaviors and teachers’ own innovative work behavior (IWB). The Person-environment fit model guided the study. The results indicated positive and moderate correlations between the dimensions of principals’ leadership behaviors and teachers’ innovative work behaviour except for monitoring which is negatively correlated with teachers’ IWB. A coefficient analysis indicated that providing resources, support for innovation, and recognition are possible predictors for the teachers’ innovative work behaviors.