86 research outputs found
Entrepreneurial success, gender and leadership behavior / Mahfooz A. Ansari, Rehana Aafaqi and Sharmila Jayasingam
No full textWe examined the effects of entrepreneurial success, entrepreneur gender, and respondent gender on entrepreneurial leadership behavior, in a 2 x 2 x 2 between-subjects factorial design, with two levels of entrepreneurial success (most successful/least successful),
two levels of entrepreneur gender (male/female), and two levels of respondent gender (male/female). The first factor (i.e., entrepreneurial success) was manipulated by using a scenario. We randomly assigned the 305 managers—representing
diverse manufacturing organizations—to one of the two versions of the scenario: most successful (n = 157) or least successful (n = 148). A varimax rotated principal
components analysis revealed three significant, independent dimensions of leadership behavior: supportive-taskmaster, autocratic, and participative. The preliminary analysis clearly indicated the success of experimental manipulation. We tested our main hypothesis in a 3-way ANOVA. Results disclosed that, relative to the least successful entrepreneurs, the most successful ones received significantly higher ratings on supportive-taskmaster and participative leadership behavior but lower on autocratic
behavior. Some significant interactions were also observed. Implications of the findings for those entrepreneurs in small business and in large corporations are discussed and directions for future research are suggested
Fairness of human resource management practices, leader-member exchange, and intention to quit / Mahfooz A. Ansari, Daisy Kee Mui Hung and Rehana Aafaqi
No full textWe examined the impact of perceived fairness of human resource management (HRM) practices and quality of leader-member exchange (LMX) on the intention to quit the organization. In addition to the unique (negative) contribution of fairness of HRM practices and LMX, we hypothesized their interaction to predicting intention to quit. Two hundred twenty-four managers from nine diverse multinational, manufacturing companies in northern-Malaysia, voluntarily participated in the study. While certain interaction effects were significant, hypotheses for direct effects received substantial support. Key implications of the survey findings both for theory and for practice are discussed, and directions for future research are suggested
Predicting career success using multiple conceptualizations of person-environment fit
No full textThis study extends previous research on career success prediction by using multiple conceptualizations of person-job (PJ) and person-organization (PO) fit. Specifically, I relate demands-abilities (DA) PJ and PO fit to objective career outcomes such as promotion and salary level, and I relate needs-supplies (NS) PJ and PO fit to subjective career outcomes such as job satisfaction and career satisfaction. A survey assessing the perception of fit with the organization and job, promotion, salary, job satisfaction, and career satisfaction was gathered from 149 employees in Nigeria. Fit hypotheses were tested by means of hierarchical multiple regression analysis. The analysis indicated that demands-abilities fit related positively with promotion and salary, but DAPO fit and DAPJ fit did not have a significant relationship. Needs-supplies fit related positively with job satisfaction and career satisfaction. NSPJ fit had a stronger relationship with job satisfaction than NSPO fit, whereas NSPO fit did not exhibit a stronger relationship with career satisfaction than NSPJ fit as hypothesized. Implications for theory and practice and future research directions are discusse
Assertiveness and leadership perceptions : the role of gender and leader-member exchange
No full textThis study extends the recent research on the significant non-linear association between perceived assertiveness and a leader’s social and instrumental outcomes. Using a 3 X 2 X 2 between-participants experimental design (N = 469), with three levels of assertiveness (high; moderate; low), two levels of gender (male; female), and two levels of Leader-Member Exchange (LMX) quality (low; high), this study tested the main effects of assertiveness on leader social and instrumental outcomes, as well as the moderating effects of gender and LMX quality. The main effects hypotheses for assertiveness were supported, and as expected the moderate assertiveness condition was more predictive of positive leader outcomes when compared to the other two conditions. Gender did not significantly alter the main effects of assertiveness on leadership outcomes. However, LMX did interact significantly with assertiveness in predicting leadership effectiveness
Vicarious justice and work outcomes : the role of specific emotions
No full textvii, 76 leaves : ill. ; 29 cmThis study used an emotion-centered model (Spector & Fox, 2002) to examine predictions about the effect of customer vicarious justice on the three domains of job performance: task performance, counterproductive work behavior (CWB) and organizational citizenship behaviour (OCB). Service-oriented employees (N = 196) completed a survey assessing their justice perceptions of their organizations’ treatment of customers, emotions at work, and several work outcomes. Employees who perceived their organization as treating customers unfairly (vicarious injustice interactional) engaged in more CWB, while employees who perceived fair treatment of customers engaged in more OCB. Different emotions mediated these relationships. Anger and guilt mediated the relationship between vicarious interactional injustice and employee CWB. Pride mediated the relationship between vicarious interactional justice and employee OCB. It was also expected that employees who perceived fair treatment of customers would also exhibit better task performance; however, this hypothesis was not supported
Efficacy beliefs and team effectiveness : a meso approach / Ilona Berth
No full textix, 105 leaves ; 29 cmFollowing a meso-contingency approach (Rousseau & House, 1994), this study examined the relationship between efficacy beliefs and effectiveness outcomes in a team context. Specifically, the interaction effects of self-efficacy and group efficacy as well as their direct effects on effectiveness outcomes at the individual level and at the group level were examined. Forty-two work teams (174 members and 42 supervisors) from several industries within Western Canada completed a survey assessing their efficacy beliefs, their attitudes at work, and their performance. The cross-level hypotheses revealed that self-efficacy positively related to individual effectiveness and to team attitudes but not to team performance. Group efficacy positively correlated with team effectiveness but not with individual effectiveness. Moreover, group efficacy as a shared belief and as a perception of individual team members was hypothesized to moderate the relationship between self-efficacy and team members’ effectiveness. However, these moderation hypotheses were not supported
Leader-member congruence in mindfulness and work outcomes: the mediating role of leader-member exchange
No full textThis study extends the mindfulness literature by introducing the constructs of congruence and leader-member exchange (LMX) into the mindfulness model. I collected dyadic data from 210 subordinates and 58 supervisors in universities and banks in south-west Nigeria. The study revealed that leader mindfulness was positively related to leaders' job satisfaction and work engagement but was not significant for job performance and LMX. Member mindfulness was also positively related to members' job satisfaction, work engagement, and job performance. Further, I found that leader-member mindfulness congruence was positively related to the leaders' job satisfaction and members' job satisfaction and work engagement. Finally, leader LMX mediated the relationship between leader-member mindfulness congruence and member work engagement but did not mediate other work outcomes. This study contributes to the organizational behavior literature by showing the benefits of mindfulness, LMX, and congruence in Sub-Saharan African culture
Leader-member exchange and work outcomes : a multiple leadership perspective
No full textix, 105 leaves : ill. ; 29 cmThis study focused on multiple leader-member exchange (LMX) relationships between employees and two different supervisors. Furthermore, the study focused on the relationship that the leaders themselves had with each other (the leader-leader exchange (LLX)). Last, the study focused on the moderating effect that leadership structure (hierarchical or distributed) has on the relationship between LMX and employee outcomes. The study consisted of 111 employee and supervisor dyads from various business sectors. Analysis showed that LMX significantly correlated with affective organizational commitment, job performance, and organizational citizenship behavior (OCB). LMX with a second supervisor did not significantly moderate the relationship between LMX and employee outcomes, but did prove to be an additional predictor with regards to OCB. LLX moderated the relationship between LMX and OCB, but had little effect on affective organizational commitment and job performance. Finally, leadership structure did not moderate any of the hypothesized relationships
Do you mind the way I mind?: mindfulness contagion in leader-member exchange relationships
No full textMindfulness has captured the attention of organizational scholars and practitioners alike, in large part due to the positive effects it can have for employees. Recently, researchers have begun to look beyond the personal benefits of mindfulness at work, investigating its interpersonal consequences in leader-follower relationships. While this line of research has generated promising findings suggesting the benefits of leader mindfulness for followers, it is not well understood how mindful leaders exert this positive influence. Using dyadic data collected from supervisors and subordinates working in a Canadian public sector organization, this study examines whether mindful leaders can improve follower well-being and performance by nurturing high-quality leader-member exchange relationships and promoting follower mindfulness. The results indicate that both the size and direction of the effects of leader mindfulness on follower mindfulness and well-being are contingent upon the quality of LMX relationships nurtured by group members and their leaders
Perceived disability severity and employee outcomes : the role of leader-member exchange and leader empathy
No full textThis research investigates the extent to which the relationships between perceived disability severity and employee outcomes are moderated by leader empathy and mediated by the quality of leader-member exchange (LMX). The proposed model is built on the premise that a high level of leader empathy can serve as a source of social support thereby mitigating the negative effect of perceived disability. We conduct two independent studies to examine the conditional indirect effect of perceived disability severity on resilience, job accommodation, job satisfaction, performance, and presenteeism through LMX relationships. Data are obtained from employees with musculoskeletal injuries (Study 1, N = 264) and leaders who have supervised employees with musculoskeletal injuries in the past two years (Study 2, N = 224). The results of conditional process analyses partially support the hypothesized moderated mediation model. This research highlights similarities and differences in employees’ and supervisors’ perspectives
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