Leadership & Organization Development Journal最新文献_第8页

Managerial coaching: a paradox-based view 管理教练：一种基于悖论的观点

IF 4.9 3区管理学

Leadership & Organization Development Journal Pub Date : 2022-01-25 DOI: 10.1108/lodj-07-2021-0326

Udayan Dhar

引用次数: 1

How servant leadership affects organizational citizenship behavior: the mediating roles of perceived procedural justice and trust 服务型领导如何影响组织公民行为:感知程序公正和信任的中介作用

IF 4.9 3区管理学

Leadership & Organization Development Journal Pub Date : 2022-01-24 DOI: 10.1108/lodj-04-2021-0146

Shaoping Qiu, L. Dooley

{"title":"How servant leadership affects organizational citizenship behavior: the mediating roles of perceived procedural justice and trust","authors":"Shaoping Qiu, L. Dooley","doi":"10.1108/lodj-04-2021-0146","DOIUrl":"https://doi.org/10.1108/lodj-04-2021-0146","url":null,"abstract":"PurposeThe paper aimed (1) to examine the mediating effects of procedural justice perception and trust in leaders between servant leadership and customer-oriented organizational citizenship behavior and (2) to investigate the relationships between procedural justice perception and trust in leaders in the context of Chinese hotel industry.Design/methodology/approachThe paper opted for a quantitative study using online survey to collect data. Data screening was carried out to ensure all the data met the underlying statistical assumptions. This paper adopted structural equation modeling (SEM) to test the hypotheses.FindingsThe paper found that procedural justice perception and trust in leaders have a full mediating effect on the relationship between servant leadership and customer-oriented organizational citizenship behavior. Procedural justice perception was positively associated with trust in leaders.Originality/valueThe paper provided a framework to enhance the theoretical understanding of interconnectedness of servant-leadership-related variables. It filled a theoretical gap by proposing an integrative model that examined the relationships among the variables of interest.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2022-01-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43539106","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 23

The mediating effect of moral courage in the relationship between virtuous leadership and moral voice 道德勇气在道德领导与道德话语关系中的中介作用

IF 4.9 3区管理学

Leadership & Organization Development Journal Pub Date : 2022-01-21 DOI: 10.1108/lodj-07-2021-0350

F. Alshehri, Mervat Elsaied

引用次数: 0

Organizational culture perceptions and change frequency: the moderating effect of members' hierarchical level in the organization 组织文化感知与变革频率:组织成员层级的调节作用

IF 4.9 3区管理学

Leadership & Organization Development Journal Pub Date : 2022-01-20 DOI: 10.1108/lodj-10-2021-0464

James Krauss, Adam J. Vanhove

{"title":"Organizational culture perceptions and change frequency: the moderating effect of members' hierarchical level in the organization","authors":"James Krauss, Adam J. Vanhove","doi":"10.1108/lodj-10-2021-0464","DOIUrl":"https://doi.org/10.1108/lodj-10-2021-0464","url":null,"abstract":"PurposeDespite considerable conceptual interest in the relationship between organizational culture and various types of organizational change, empirical evidence regarding this relationship at different levels and types of change is surprisingly absent. This study examines whether organizational culture perceptions differ in frequently versus infrequently changing organizations, and whether this relationship is moderated by members' hierarchical level in the organization (i.e. staff, manager, executive).Design/methodology/approachStudy includes culture survey data for 904 staff, managers and executives from one frequently changing and two infrequently changing organizations in the education sector.FindingsResults show multiple non-monotonic organization-by-organizational level interaction effects on cultural style scores. In the frequently changing organization, executives report lower constructive cultural style scores and higher defensive cultural style scores than do managers and staff. In the infrequently changing organizations, executives, managers and staff report similar constructive and defensive style scores.Practical implicationsIn frequently changing organizations, leaders are more likely to be discontent with the status quo and continuously encourage change efforts, while lower level members' have considerable experience with change and are empowered to continuously create change. The result is systematic differences in culture perceptions across levels, but also an agile organization capable of pursuing opportunities to improve organizational performance.Originality/valueThe authors’ findings show that systematic differences in perceptions of cultural styles across organizational levels relate to organizational change frequency. This contrasts with existing literature emphasizing the importance of culture perceptions being pervasive throughout the organization.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2022-01-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45436938","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 2

My LMX standing with my leader as compared to my coworkers: conditional indirect effect of LMX social comparison 与同事相比，我与领导的LMX立场：LMX社会比较的条件间接效应

IF 4.9 3区管理学

Leadership & Organization Development Journal Pub Date : 2022-01-19 DOI: 10.1108/lodj-08-2020-0371

G. Afshan, Carolina Serrano-Archimi, Zubair Akram

{"title":"My LMX standing with my leader as compared to my coworkers: conditional indirect effect of LMX social comparison","authors":"G. Afshan, Carolina Serrano-Archimi, Zubair Akram","doi":"10.1108/lodj-08-2020-0371","DOIUrl":"https://doi.org/10.1108/lodj-08-2020-0371","url":null,"abstract":"PurposeThe paper examines the effect of relative leader-member exchange (LMX) on follower's in-role performance, citizenship behaviour and cynicism via relational identification. Moreover, LMXSC (LMXSC) moderates the direct and mediating relationship.Design/methodology/approachBased on multi-level (individual and group level) model, dyadic data were collected from 298 employees working under 47 group managers in the banking sector in Pakistan.FindingsThe multi-level moderated mediation model tested in Mplus and HLM software showed the full support for direct, mediating and moderating hypothesized relationships; however, the moderated mediation hypothesis was partially supported. It reveals that relative LMX standing of followers predicted in-role performance, organizational citizenship behaviour at an individual level (OCB-individual) and cynicism. Relational identification with the leader mediated the relationship. Moreover, at high LMXSC, the relationship between relative LMX and relational identification and consequently the outcomes were stronger.Originality/valueLMX has widely been studied at dyadic level, despite the suggested high and low LMX quality relationships that exist in a workgroup. This study not only investigates the role of relative LMX on employee performance through relational identification but also reports that subjective evaluation of LMXSC plays a major role in promoting employee performance.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2022-01-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45937213","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 4

Paradoxical leadership as sensegiving: stimulating change-readiness and change-oriented performance 悖论式领导:激发变革准备和变革导向绩效

IF 4.9 3区管理学

Leadership & Organization Development Journal Pub Date : 2022-01-17 DOI: 10.1108/lodj-04-2021-0161

Jennifer L. Sparr, D. van Knippenberg, Eric Kearney

引用次数: 9

Effects of managerial coaching on employees' creative performance: cross-level moderating role of a climate for innovation 管理指导对员工创造性表现的影响：创新氛围的跨层次调节作用

IF 4.9 3区管理学

Leadership & Organization Development Journal Pub Date : 2022-01-11 DOI: 10.1108/lodj-03-2021-0132

Lixun Zheng, Yanfei Wang, Zisheng Guo, Yu Zhu

引用次数: 6

Ethical leadership, perceived leader–member ethical communication and organizational citizenship behavior: development and validation of a multilevel model 伦理型领导、感知型领导-成员伦理沟通与组织公民行为:多层次模型的建立与验证

IF 4.9 3区管理学

Leadership & Organization Development Journal Pub Date : 2022-01-11 DOI: 10.1108/lodj-07-2021-0356

Hassan Abu Bakar, Stacey L. Connaughton

引用次数: 3

Great minds think alike: does leader-follower similarity in construal level of the work enhance leader-member exchange quality? 智者见智：领导和追随者在工作理解层面上的相似性是否能提高领导和成员的交流质量？

IF 4.9 3区管理学

Leadership & Organization Development Journal Pub Date : 2022-01-03 DOI: 10.1108/lodj-04-2021-0169

Sevgi Emirza, Alev Katrinli

引用次数: 2

Dual crossover mechanisms of benevolent supervision on followers' contextual performance and emotional exhaustion alleviation 慈善监督对追随者情境表现和情绪耗竭缓解的双重交叉机制

IF 4.9 3区管理学

Leadership & Organization Development Journal Pub Date : 2022-01-03 DOI: 10.1108/lodj-10-2020-0431

Y. Chuang, H. Chiang, Anmin Lin, Yung-Chih Lien

{"title":"Dual crossover mechanisms of benevolent supervision on followers' contextual performance and emotional exhaustion alleviation","authors":"Y. Chuang, H. Chiang, Anmin Lin, Yung-Chih Lien","doi":"10.1108/lodj-10-2020-0431","DOIUrl":"https://doi.org/10.1108/lodj-10-2020-0431","url":null,"abstract":"PurposeAdopting conservation of resources (COR) theory as a guiding framework, this study proposes that benevolent supervision (BS) is a feasible leadership style for building a positive resource gain process in subordinates' extra-role actions and reducing their exhaustion, and leader-member exchange (LMX) and positive affect (PA) serve as indirect crossover mechanisms.Design/methodology/approachSurveys were conducted at three-time points with four-week intervals. A total of 304 subordinates and 55 supervisors at a Taiwanese university participated in the surveys, and a multilevel model was used to test the hypotheses.FindingsThe results showed that prior BS (time 1) was positively associated with subordinates' subsequent LMX and PA (time 2). LMX mediated the relationship between BS and subsequent supervisor-rated contextual performance (time 3), and PA mediated the relationship between BS and subordinate-rated emotional exhaustion (time 3). In addition, supervisors' learning orientation positively moderated the relationship between BS and contextual performance via LMX, whereas supervisors' performance orientation negatively moderated this relationship.Practical implicationsThe results of the study encourage leaders to exhibit benevolence toward subordinates, increase subordinates' contextual performance and enhance personal feelings, thereby ultimately benefitting the organization.Originality/valueThis study reveals that BS is a source of resource investment in the process of subordinates' positive job (contextual performance) and personal (emotional exhaustion) resource gains through social exchange (LMX) and affective (PA) crossover mechanisms and that supervisors' goal inclinations impact this process.","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2022-01-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48600979","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 3