Leader-subordinate Relationships Research Articles

When work–life balance fails to boost organizational citizenship behaviors: the moderating role of leader–member exchange

PurposeSupporting employees’ work–life balance (WLB) has been a standard human resource management practice, thus the concern is now shifted toward its outcomes. The present study predicts that while WLB can boost organizational citizenship behaviors (OCBs), this positive effect may depend on the quality of leader–member exchange (LMX) relationships. The study seeks evidence to clarify how the WLB–OCBs relationship can be moderated by the LMX quality.Design/methodology/approachA sample of 216 frontline employees in New Zealand was used to test two moderation models using SPSS, AMOS and PROCESS macro.FindingsWLB was found to have substantial effects on OCBs-individual (OCBs-I) and OCBs-organization (OCBs-O) if the quality of LMX was high. Under low LMX quality, however, WLB failed to boost OCBs-I and OCBs-O. Thus, the influence of WLB on OCBs seems to be conditional on the leader–subordinate relationship as a boundary factor.Practical implicationsSupporting low-LMX-quality employees to balance their work–life roles seems insufficient to push OCBs. Managers and organizations need to improve the quality of leader–subordinate relationships to unblock the desired effects of WLB toward OCBs, and, ultimately, organizational effectiveness and performance.Originality/valueThe findings extend the research stream around the boundary impact of LMX relationships on the employees’ WLB – OCBs link in which the OCBs construct was especially examined in terms of OCBs-I and OCBs-O.

Explaining Self-Rated Performance of Nurse Educators at Nursing and Midwifery Training College in Asante Mampong, Ghana: The role of Leader-subordinate Relationship

Explaining Self-Rated Performance of Nurse Educators at Nursing and Midwifery Training College in Asante Mampong, Ghana: The role of Leader-subordinate Relationship

Sense and sensibility: dual routes from ethical leadership to moral voice

PurposeEthical leadership has been recognized as a critical factor in encouraging employees’ moral voices. This study offers a dual-route model to understand this process. The boundary conditions of these two routes are discussed herein.Design/methodology/approachThe data originate from a multiwave, multisource survey study of 212 leader–subordinate dyads in Taiwan drawn from a variety of industry sectors.FindingsThe findings validate both the cognitive (moral efficacy) and affective (affective attachment) pathways from ethical leadership to moral voice, influenced by the organizational factor of political climate. While the moral efficacy pathway is more pronounced in a situation of weak political climate, the affective attachment pathway remains effective regardless of the climate’s strength.Practical implicationsManagers need to identify if their organization prioritizes rational professionalism or interpersonal affection. In the former case, they should focus on the learning effects of ethical leadership. Conversely, in the latter, the emphasis should be on the leader-subordinate relationship. Doing so optimizes the effectiveness of ethical leadership in growing moral voices.Originality/valueConsidering both cognitive and affective routes from ethical leadership to moral voice could integrate social learning theory (SLT) and social exchange theory (SET). Identifying factors influencing these two routes resonates with the leader–situation interaction perspective. This research deepens the understanding of ethical leadership's effects on encouraging and protecting employee moral voice.

Corruption in Bank Lending: The Role of Culturally Endorsed Leadership Prototypes

This paper examines the impact of three culturally endorsed leadership prototypes on bank lending corruption. We bring together studies that approach the corruption of bank lending officers from the perspective of a principal-agent problem and studies from the leadership literature, suggesting leadership as an alternative to contractual solutions to agency problems. We hypothesize, based on these views, that culturally endorsed leadership styles that improve (worsen) the leader-subordinate relationships have a negative (positive) effect on bank lending corruption. Using a sample of around 3,500 firms from 36 countries, we find that the prosocial leadership prototype and the nonautonomous leadership prototype do not matter, whereas the self-serving leadership prototype has a positive and statistically significant effect on bank lending corruption. These findings are robust to the inclusion of various control variables in the regressions, and alternative estimation approaches, including ones that account for endogeneity concerns. Furthermore, we find that the power of bank regulators and the age of the credit information sharing mechanism play a moderating role in the relationship between the self-serving leadership prototype and bank lending corruption.

Uncovering paradoxes of compassion at work: a dyadic study of compassionate leader behavior.

In today's business world, organizations tend to overlook that employees face suffering caused by work and non-work-related events that can negatively impact business organizations in the long run. One way to address this challenge is through leadership acknowledging and alleviating employees' suffering to ensure a company's success. However, research on compassion and leadership in business settings is still relatively scarce. In this study, we aim to extend the organizational compassion literature by addressing our research question: "What are paradoxes induced by compassionate leader behavior in the workplace in the context of social hierarchy?". We conducted a qualitative exploratory study based on 12 semi-structured interviews with six dyads of leaders and their direct subordinates from small, medium, and large firms representing different industries. The findings of our study indicate that compassionate leader behavior goes hand-in-hand with paradoxical situations that both leader and member face in the workplace, supporting the proposition that compassion as a social, interpersonal process is complex and multi-faceted. Our analysis identified 6 compassion paradoxes that spring from compassion from a leader towards a member. Our study differentiates from other research of compassion paradoxes in the sense that it also focuses on the interplay between leader and member. From that perspective, the findings of our study indicate that social hierarchy is playing a crucial role and exacerbating some paradoxical tensions. This consideration implies that to be effective, compassionate leaders need to have or develop the ability to continuously transcend those compassion paradoxes, as well as support their members in transcending the paradoxes they find themselves dealing with. Thus, the findings of our study contribute to management literature in the field of Positive Organizational Scholarship (POS) by highlighting compassion as a critical element of dyadic leader-subordinate relationships that could be reinforced by systematically building more competence in leaders and members to navigate the tensions emerging from the identified compassion paradoxes. Additionally, we provide limitations and recommendations for further research, along with several theoretical and practical implications of the results, which are particularly relevant for practitioners such as managing directors, leaders, employees, human resource managers, academics, and business and HR consultants.

The Sino-Soviet Alliance: An International History by Austin Jersild

<i>The Sino-Soviet Alliance: An International History</i> by Austin Jersild

The relationship of the leader member exchange mediated by the perception of romantic relationships at workplace

This study aims to examine the relationship between Leader-Member Exchange (quality of the direct leader-subordinate relationship) with Motivation and Commitment mediated by the Perception of Romance in the workplace. This analysis uses the dependent variable (commitment and motivation) and the independent variable (LMX (quality of direct superior-subordinate relationship) and perceptions of romantic relationships at work). The sampling method used in this study used a purposive sample distributed to all employees in the South Jakarta Area, with an unknown population and SEM sampling with the gameshow formula with a sample size of 100 respondents. The data analysis method in this study used Partial Least Square (PLS), with Smart PLS running on computer media. The results of this study show that all variables are valid and reliable. Thus, the superior-subordinate relationship also positively impacts the perception of romantic relationships in the workplace. Interestingly, LMX towards commitment and motivation mediated by perception of romantic relationship has a positive impact but is not significant. Therefore, this study suggests that the company arrange a clause or policy regarding the relationship between employees.

Improving Workplace Climate in Large Corporations: A Clustered Randomized Intervention

Abstract We evaluate the impact of a training program aimed at improving the relational atmosphere in the workplace. The program encourages prosocial behavior and the use of professional language, focusing primarily on leaders’ behavior and leader-subordinate interactions. We implement this program using a clustered randomized design involving over 3,000 headquarters employees of 20 large corporations in Turkey. We evaluate the program with respect to employee separation, pro- and antisocial behavior, the prevalence of support networks, and perceived workplace climate. We find that treated firms have a lower likelihood of employee separation at the leadership level, fewer employees lacking professional and personal help, and denser, less segregated support networks. We also find that employees in treated corporations are less inclined to engage in toxic competition, exhibit higher reciprocity toward each other, and report higher workplace satisfaction and a more collegial environment. The program’s success in improving leader-subordinate relationships emerges as a likely mechanism to explain these results. Treated subordinates report higher professionalism and empathy in their leaders and are more likely to consider their leaders as professional support providers.

Workers' relational identification with supervisors influences safety behaviour in construction projects

PurposeThis research aims to examine the influence of workers' identification with their supervisors on safety behaviour in construction projects.Design/methodology/approachEmploying the job demands–resources theory, this research tested the relationships among relational identification as a personal resource, respectful engagement as a job resource, employee safety voice as a positive work behaviour and safety behaviour as the outcome. Partial least squares structural equation modelling (PLS-SEM) was used to analyse 120 quantitative data collected using a questionnaire survey.FindingsRelational identification, which reflects workers' identification with their supervisors, is a significant predictor of safety behaviour. Furthermore, respectful engagement and employee safety voice sequentially mediate the relationship between relational identification and safety behaviour.Research limitations/implicationsThe internalisation of safety norms, values and practices in construction projects is contingent on the identification of workers with their supervisors.Originality/valueSafety behaviour of workers is a significant predictor of safety performance in construction projects. Research on numerous antecedents of safety behaviour points out that leadership is a significant predictor of construction workers' safe behaviour. Contributing to research on construction safety leadership, this research found that leader-subordinate relationship is key to make construction workers more psychologically ready to internalise the importance of safety behaviours at work.

First impression effects in organizational psychology.

The study of first impressions, which consistently demonstrate meaningful and surprisingly durable impacts on attitudes, behaviors, and cognitions, is pervasive across psychological disciplines. In this integrative conceptual review, we focus on first impressions within the organizational psychology literature, which have been explored across an impressive variety of topical domains (e.g., selection, socialization, leader-subordinate relationships, job performance, and teams) though largely in fragmented ways. Our review attempts to resolve major differences in how researchers have approached first impression effects to build consensus on what first impression effects are, how they occur, and how long they take to develop. In synthesizing this seemingly disparate body of research, we develop an integrative framework of first impression effects comprising four fundamental elements-cues, motives, processes, and outcomes-that must be considered both individually and collectively to understand first impression effects in organizational settings in their entirety. Using this framework, we take stock of the existing literature and identify important through lines, including the focus on displayer- or perceiver-centric effects and whether first impression effects are presumed to be biased or valid. Our fundamental elements framework can be used to systematically catalog and reconcile prior work, as well as develop stronger, more theoretically cohesive studies in the future. We outline major implications for theory and practice on first impressions in the workplace. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

A CONCEPTUAL PAPER ON THE INFLUENCE OF MUTUAL RESPECT ON LEADER-SUBORDINATE RELATIONSHIP IN THE MALAYSIAN PUBLIC SERVICES

Respect has a crucial role in a dyadic relationship, especially between leader and subordinate, because of the reciprocal costs in the relationship when respect is gained or earned. Leaders can be respected because of their position or fair treatment given to their subordinates. Respect has been featured in the leadership literature; however, few touches on the perspective of mutuality in respect, especially in a dyadic leader-subordinate relationship. The impact of the leader-subordinate relationship is significant in the Malaysian public services, as the scheme of grades determines the employees’ hierarchy. The Malaysian public services organizations' issues often arise from employees’ behavior and working relationships that affect their delivery. A high exchange of the dyadic leader and subordinate relationship correlated with desirable outcomes such as positive performance and attitudinal outcomes. One of the significant elements of the subordinates’ response is the attitude of respect towards the leader. Hence, this paper aimed to investigate the influence of mutual respect on the leader-subordinate working relationship in the public services that has implications for performance and service delivery.

Ethical leadership and quality of leader-subordinate relationship among women working in multinational enterprises in Malaysia, moderating role of employee psychological empowerment

PurposeThe purpose of this study is to investigate the relationship between ethical leadership and the quality of the manager-subordinate relationship, as well as the moderating effect of female employees’ psychological empowerment on this relationship.Design/methodology/approachThis is quantitative research in which an online questionnaire was distributed to female subordinates from multinational enterprises in Malaysia (n = 120). A partial least square is used for analysis in this research.FindingsThe findings confirm a strong positive correlation between all the seven ethical leadership dimensions and the quality of manager-subordinate relationship (leader member exchange). However, the moderating effect of psychological empowerment was found to be insignificant for two of the seven dimensions of ethical leadership.Originality/valueThis study contributes to highlighting new perspectives of women empowerment. Moreover, it also uncovers psychological factor that influences manager-subordinate relationship using cognitive evaluation theory. The seven dimensions of ethical leadership have not been tested in the past studies (only identified, not tested separately).

The Importance of Leadership Development and Self-Development within the Organization

Abstract Leadership being a process of social influence, it is imperative to train true leaders, emotionally intelligent, able to motivate and mobilize people in the organizations they lead, in order to achieve beneficial results for all parties involved: organizations, leaders, disciples. Within the military organization, the military leader must fulfill his mission in theaters of operations, not in the context of the “the end justifies the means”, not by minimizing the human component “ stepping over bodies”, but by exercising effective servant leadership from a multicultural perspective. The leader-subordinate relationship is reciprocal and influences both the performance of the individual and the organizational one. Leadership can be based on a personality trait or can be seen as a behavioral category, being related to motivation, interpersonal behavior and the communication process. Good leadership involves the actual process of delegation, but not before leaders form and train other leaders, as real leadership is exercised “face to face” and trough interaction. The fundamental premise from which we start our approach is that the leader matters, that the people at the top of the hierarchy certainly influence the efficiency of any organization. By setting standards, goals and priorities a leader can bring about changes in daily performance. It can permanently influence the meaning of the evolution of the organization by establishing a strategic vision and formulating long-term objectives.

The effect of honest and humble leadership on salesperson customer orientation

Drawing on Leader-Member Exchange Theory, our study explores how salesperson perceptions of their leaders influence leader-salesperson relationship quality and ultimately salesperson outcomes, including customer orientation and performance. Extending prior research on sales leadership, our model proposes that an important personality trait of a leader — honesty-humility — influences leadership style (i.e., servant leadership). Servant leadership has a positive effect on salesperson outcomes because it enhances leader-subordinate relationship quality. Data from 317 professional salespeople representing a variety of industries lend support for the proposed serial mediation model: honesty-humility → servant leadership → relationship quality → customer orientation. We conclude that the personality trait of honesty-humility affects leadership style, which in turn impacts salesperson customer orientation and performance via a positive effect on relationship quality. Additionally, we show that salesperson perceptions of difficulty in attaining quota moderate the relationship between relationship quality and customer orientation.

Improving Workplace Climate in Large Corporations: A Clustered Randomized Intervention

We evaluate the impact of a program aiming at improving the workplace climate in corporations. The program is implemented via a clustered randomized design and evaluated with respect to the prevalence of support networks, antisocial behavior, perceived relational atmosphere, and turnover rate. We find that professionals in treated corporations are less inclined to engage in toxic competition, exhibit higher reciprocity toward each other, report higher workplace satisfaction and a more collegial atmosphere. Treated firms have fewer socially isolated individuals and a lower employee turnover. The program's success in improving leader-subordinate relationships emerges as a likely mechanism to explain these results.

Improving Workplace Climate in Large Corporations: A Clustered Randomized Intervention

We evaluate the impact of a program aiming at improving the workplace climate in corporations. The program is implemented via a clustered randomized design and evaluated with respect to the prevalence of support networks, antisocial behavior, perceived relational atmosphere, and turnover rate. We find that professionals in treated corporations are less inclined to engage in toxic competition, exhibit higher reciprocity toward each other, report higher workplace satisfaction and a more collegial atmosphere. Treated firms have fewer socially isolated individuals and a lower employee turnover. The program's success in improving leader-subordinate relationships emerges as a likely mechanism to explain these results.

Why employees endorse abusive leaders: the role of trust

ABSTRACT All mentoring and feedback-seeking processes depend on the leader–subordinate relationship that emphasizes the role of trust. This understanding is extended in the present study, which investigates the moderating role of trust in the association between abusive supervision and leader endorsement. Using relational leadership and social exchange theory, this paper contends that cognitive and affective trusts form the boundary condition that potentially determines the relationship between abusive supervision and leader endorsement. This study utilized a time-lagged data collection and managed to collect data from 165 employees in a government-owned company in Indonesia. The analysis found that (1) abusive supervision was negatively associated with leader endorsement; (2) cognitive trust increased the negative association of abusive supervision and leader endorsement, and (3) affective trust reduced the negative association of abusive supervision and leader endorsement. The findings thus advance the current scholarly understanding of the leader-follower relationship by demonstrating that trust is the determinant of the extent to which employees endorse their leaders, even in situations when the leaders are abusive. Practical implications, such as supervisory training strategies to build affective trust and approaches to encourage ethical climates, are discussed as leadership development strategies to strengthen positive leader-follower relationships.

Spanning leader–subordinate relationships through negative interactions: An examination of leader–member exchange breaches

The study aims to discover the dynamic and processual nature of a supervisory relationship (here a leader–member exchange) through a novel, theoretical concept termed leader–member exchange breach, and by examining the characteristics of negative exchange interactions within the leader–member exchange relationship. The notion of the leader–member exchange breach is empirically defined through data on 336 responses to open-ended questions on negative interactions between leaders and subordinates, analyzed through qualitative analysis methods. The results of the study raise questions about the complexity of leader–member exchange relationships and show that breaches of the leader–member exchange relationship might lead to a reassessment of the dyadic relationship between leaders and their subordinates, spanning or even breaking the exchange relationships. This study extends current knowledge on leader–member exchange relationships by providing a viewpoint on the leader–member exchange breach that helps explain the processual and dynamic nature of those relationships through interpersonal interactions and exchanges.

LEADERS’ BEHAVIOUR AND SITUATIONAL FACTORS ON THE ORGANIZATIONAL PERFORMANCE AT ABU DHABI NATIONAL OIL COMPANY (ADNOC)

In both public and private businesses, to capacity building and sustenance of competitive advantage, the necessity of effective leadership has remained critical. Yet, leadership effectiveness has continued to be a multi-dimensional construct, and not many efforts have been done to conceptualise models in this level. In view of the case of Abu Dhabi National Oil Company (ADNOC), to attain a more reliable model that is suitable for modern organisations, the major objective of the current study was to update and empirically support the traditional Contingency Model of Leadership Effectiveness. Leader characteristics and hierarchy structure are not suitable factors of leadership behaviour in the organisation. To validate the Contingency Model of Leadership Effectiveness through the assistance of data collected in the current study, a final effort was made. Data validates the traditional model of leadership to a large degree; this is particularly factual for task-oriented leadership behaviour as contrasting to relationship-oriented leadership behaviour. Future researchers should consider activity-based constructs for the measurement of variables to find more significant and validate critical relationships in the model. Furthermore, the ADNOC and other corporations are recommended in the region stretch equal attention to male and female employees and leaders. Where leader-subordinate relationships are critical for complete organisational accomplishment, females would predominantly endeavour in positions. JEL : L20; L22; L72 Article visualizations:

CONSTRUCTING LEADERS’ BEHAVIOUR AND SITUATIONAL FACTORS TOWARD ORGANIZATIONAL PERFORMANCE AT ABU DHABI NATIONAL OIL COMPANY (ADNOC) IN THE UNITED ARAB EMIRATES (UAE)

The need for effective leadership has remained critical to capacity building and sustenance of competitive advantage in both public and private businesses. Nonetheless, leadership effectiveness has remained a multi-dimensional construct, and not many attempts have been made to conceptualise models in this area. Considering the case of Abu Dhabi National Oil Company (ADNOC), the principal aim of the present study was to update and empirically support the traditional Contingency Model of Leadership Effectiveness in order to achieve a more credible model useful to contemporary organisations. It was observed that leader characteristics and hierarchy structure are not good determinants of leadership behaviour in the organisation. A final attempt was made to validate the Contingency Model of Leadership Effectiveness with the help of data gathered in the present study. Data validates the traditional model of leadership to a large extent; this is especially true for task-oriented leadership behaviour as opposed to relationship-oriented leadership behaviour. It is recommended that future researchers consider activity-based constructs for the measurement of variables to obtain more significant and validate critical relationships in the model. It is also recommended that ADNOC and other corporations in the region give equal attention to male and female employees and leaders. Females would particularly strive in positions where leader-subordinate relationships are critical for overall organisational success. Article visualizations: