Journal of Leadership & Organizational Studies最新文献

{"title":"Perceived Abusive Leadership, Narcissistic Personality, and Employee's Political Behaviors: A Moderated-Mediation Model","authors":"Chen-Ju Lin, D. Pauleen, Ci-Rong Li","doi":"10.1177/15480518211041632","DOIUrl":"https://doi.org/10.1177/15480518211041632","url":null,"abstract":"Limited research has explored the potential explanatory mechanisms for the link between abusive leadership and non-negative employee-based behaviors in the effectiveness of organizational management. Based on affective response theory to construct a theoretical model, this study enhances the mapping of how employee-perceived abusive leadership triggers employee affective responses and influences their political behaviors to facilitate task-related goals. It also investigates how the moderating effects of employee-perceived leader's narcissistic personality interact with the variables of the main effects. This study was implemented in Taiwan's financial and insurance institutions. Using a sampling framework via a market survey agency, participants completed three online surveys within a 3-week period. 350 employed participants registered for the study. Based on the findings, we suggest that managers in a hierarchical organization may be able to intentionally vary their leadership style to arouse employees' negative emotions without hindering, and perhaps even improving, employees' motivation to achieve their task aims. When leaders demonstrate their self-confidence in the workplace, employees perceive less anxiety at work and less need to adopt workplace political behaviors to solve work troubles. This research suggests managers should recognize employee-perceived abusive leadership as an influential factor that contributes to illuminating the processes underlying workplace perception-to-behavior and leader–member interactive links, as well as the boundary conditions of mediating and moderating these processes.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"29 1","pages":"409 - 423"},"PeriodicalIF":4.8,"publicationDate":"2021-09-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47839907","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}

{"title":"Leading Through the Crisis: “Hands Off” or “Hands-On”?","authors":"M. Dasborough, T. Scandura","doi":"10.1177/15480518211036472","DOIUrl":"https://doi.org/10.1177/15480518211036472","url":null,"abstract":"Leading organizations during a crisis as large as coronavirus disease (COVID-19) presents a formidable challenge. Recently, Rudolph et al. (2021) highlighted leadership as one of the 10 most relevant topics in the field of Industrial and Organizational Psychology that will likely be impacted by COVID-19. Indeed, this crisis has created opportunities for leadership to be demonstrated and tested in homes, workplaces, local communities, and countries alike (Van Bavel et al., 2020). We argue that leadership is not just one of 10 most relevant organizational topics to be impacted by COVID-19—we argue that it is the single most important topic to be studied at this time. Indeed, leaders have a huge role to play in the other nine topics identified by Rudolph et al. (2021). Specifically, leaders are the ones to design occupational health and safety rules and practices, they impact the work–family interface, they make decisions around telecommuting and virtual teamwork, they may evoke job insecurity and create precarious work, they design and implement human resources policies, make decisions around the aging workforce, and ultimately shape the careers of those employees who work under them. Organizational leadership is responsible for all these things! The current ongoing crisis presents a unique context in which leadership is enacted. Researchers have defined organizational crisis as an event or time period involving high levels of uncertainty, important issues, and time urgency (Pearson & Clair, 1998). Without question, the COVID-19 pandemic aligns with this definition. At the onset, it was uncertain how the virus was transmitted, how best to avoid infection, and how to treat those who had become infected. Uncertainty continued over the months that followed the outbreak, as leaders had to decide when to re-open workplaces, and how to assure the safety of employees and customers. Issues of importance are literally life and death, in addition to organizational survival in some industries. Time is of the of essence, since leaders had to make decisions and pivot organizations rapidly. This context has is a “landscape scale” crisis: An unexpected event or sequence of events of enormous scale and overwhelming speed, resulting in a high degree of uncertainty that gives rise to disorientation, a feeling of lost control, and strong emotional disturbance (Howitt & Leonard, 2007). Leaders are faced with the unprecedented challenge of keeping their organizations functioning and looking after their employees’ wellbeing and performance. Further, in many organizations, leadership is now being performed remotely via platforms such as Zoom (Newman & Ford, 2021). With working from home becoming normalized and likely to continue post-COVID-19 in some form (Stoker et al., 2021), this adaptation to how leadership is performed is likely to remain. Leaders must be able to lead in person, lead virtually, and perhaps most the challenging of all— lead using a hybrid approach. C","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"29 1","pages":"219 - 223"},"PeriodicalIF":4.8,"publicationDate":"2021-08-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15480518211036472","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44566589","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}

{"title":"Corrigendum to The Consequences of Incongruent Abusive Supervision: Anticipation of Social Exclusion, Shame, and Turnover Intentions","authors":"","doi":"10.1177/15480518211013426","DOIUrl":"https://doi.org/10.1177/15480518211013426","url":null,"abstract":"","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"391 - 391"},"PeriodicalIF":4.8,"publicationDate":"2021-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15480518211013426","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43121797","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}

{"title":"The Role of Team–Member Exchange in Proactive Personality and Employees’ Proactive Behaviors: The Moderating Effect of Transformational Leadership","authors":"Fong-Yi Lai, Cheng-Chen Lin, Szu-Chi Lu, Hsiao-Ling Chen","doi":"10.1177/15480518211034847","DOIUrl":"https://doi.org/10.1177/15480518211034847","url":null,"abstract":"This study conceptualizes team–member exchange as a mediator and transformational leadership as a moderator to understand the role of proactive personality in two types of proactive behaviors (affiliative and challenging). Considering the issue of common method variance, data were collected following a multitemporal and multisource research design, and the hypotheses were tested on a sample of 210 participants. The results showed that after controlling leader–member exchange, team–member exchange mediated the relationship between proactive personality and employees’ proactive behaviors. In addition, transformational leadership strengthened the positive relationship between the team–member exchange and challenging proactive behavior. Moreover, transformational leadership had a stronger moderating effect on challenging proactive behavior than affiliative proactive behavior. Strengths, limitations, practical implications, and directions for future research are discussed.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"429 - 443"},"PeriodicalIF":4.8,"publicationDate":"2021-07-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15480518211034847","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49220417","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}

{"title":"Abusive Supervision and Supervisor-Directed Deviance: A Social Network Approach","authors":"Samuel Hanig, Seong－wook Yang, L. Liang, Douglas J. Brown, Huiwen Lian","doi":"10.1177/15480518211030914","DOIUrl":"https://doi.org/10.1177/15480518211030914","url":null,"abstract":"Supervisor-directed deviance is a well-established consequence of abusive supervision. However, prior accounts of the abuse–deviance relationship have overlooked the role played by power embedded in subordinates’ informal social context. To address this gap, we draw on power-dependence theory and use a social network approach to explain the link between abusive supervision and supervisor-directed deviance. In doing so, we propose a three-way interaction in which the abuse–deviance relationship is impacted by two components of informal power: subordinate social network centrality and subordinate influence. In particular, we propose that the relationship will be the strongest when subordinates have high betweenness centrality and high influence. We gathered full social network data, as well as self-report surveys from 272 primary school teachers and government contract workers in Northern China. Our results provide support for the notion that supervisor-directed deviance emerges most strongly as a consequence of abusive supervision for employees who wield informal power in their organization.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"401 - 414"},"PeriodicalIF":4.8,"publicationDate":"2021-07-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15480518211030914","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49035760","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}

{"title":"The Power of Followers That do not Follow: Investigating the Effects of Follower Resistance, Leader Implicit Followership Theories and Leader Negative Affect on the Emergence of Destructive Leader Behavior","authors":"Amelie V. Güntner, Kai N. Klasmeier, Florian E. Klonek, S. Kauffeld","doi":"10.1177/15480518211012408","DOIUrl":"https://doi.org/10.1177/15480518211012408","url":null,"abstract":"This study focuses on follower resistance as a potential antecedent of destructive leader behavior and examines leader-related moderators and mediators to help explain the relationship between follower resistance and destructive leader behavior. Drawing from implicit followership theories, we propose that the relationship between follower resistance and destructive leader behavior is moderated by leaders’ Theory X schema. Furthermore, we build on affective events theory to hypothesize that follower resistance increases destructive leader behavior via leaders’ negative affect. We tested our hypotheses in a within-subjects online field experiment. Our study findings demonstrate that follower resistance increases destructive leader behavior and that this relationship is mediated through leaders’ negative affect and moderated by leaders’ Theory X schema. We discuss theoretical implications regarding the impact of (resistant) follower behavior on destructive leadership and offer methodological advances in terms of research design and analytical approaches to deal with endogeneity issues and derive causal inferences. Lastly, we derive practical implications for utilizing follower resistance.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"349 - 365"},"PeriodicalIF":4.8,"publicationDate":"2021-05-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15480518211012408","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45764532","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}

{"title":"Team Leadership and Team Cultural Diversity: The Moderating Effects of Leader Cultural Background and Leader Team Tenure","authors":"K. Raithel, D. van Knippenberg, D. Stam","doi":"10.1177/15480518211010763","DOIUrl":"https://doi.org/10.1177/15480518211010763","url":null,"abstract":"By bringing team members with different cultural backgrounds together, teams in international business can benefit from cultural diversity and reach higher levels of performance. Cultural diversity also brings challenges, however, and diversity research has identified the need to consider moderating influences in the diversity–performance relationship. Team leadership should be particularly important in this respect and drawing on a theoretical analysis that puts an understanding of cultural diversity center stage, we propose that factors that reflect leaders’ experience with cultural diversity positively moderate the relationship between cultural diversity and team performance. We identify leader cultural background (local vs. foreign to the host culture) and leader team tenure as such factors. We predict that the influence of team nationality diversity (a form of cultural diversity) on team performance is more positive with a leader who is foreign to the host country than with a local leader, and with a leader with longer team tenure. In addition, we predict that the one moderating influence substitutes for the other, such that the effect of leader cultural background is stronger for leaders with shorter tenure with the team. Results from a survey of N = 66 teams (N = 336 individuals) from a multinational company support these hypotheses and inform our discussion of ways forward in the study of leadership and team diversity.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"261 - 272"},"PeriodicalIF":4.8,"publicationDate":"2021-05-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15480518211010763","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46061955","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}

{"title":"Locked (Down) and Loaded (Language): Effect of Policy and Speech on COVID-19 Outcomes","authors":"Alexa J. Doerr","doi":"10.1177/15480518211012404","DOIUrl":"https://doi.org/10.1177/15480518211012404","url":null,"abstract":"Just over one year after COVID-19 reached the United States, the number of confirmed cases exceeds 26 million. The Centers for Disease Control has consistently recommended frequent handwashing, avoiding crowds, wearing masks, and staying home as much as possible to prevent the spread of the virus. Additionally, 42 states, the District of Columbia, and Puerto Rico issued stay-at-home orders in the spring of 2020. Length of stay-at-home orders varied and states have also diverged on policies that mandate masks in public places. Through the lens of signaling theory and the emotion as social information model, the current research sheds light on how governors' differing policies and communication have influenced COVID-19 behavior and outcomes. Governor press briefings between January 7, 2020, and January 1, 2021, were run through the linguistic inquiry and word count software. Results indicated that states with longer stay-at-home orders and a stronger mask mandate reported fewer COVID-19 cases. Furthermore, negative emotion in governor press briefings was related to fewer cases and this relationship was mediated by individuals spending less time away from home for an extended period (3–6 h). Practical implications and guidance for future public health messaging, including messaging aimed at bolstering vaccination efforts, are discussed.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"340 - 348"},"PeriodicalIF":4.8,"publicationDate":"2021-05-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15480518211012404","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41788962","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}

{"title":"Exploring the Bounds of Pygmalion Effects: Congruence of Implicit Followership Theories Drives and Binds Leader Performance Expectations and Follower Work Engagement","authors":"Marlies Veestraeten, Stefanie K Johnson, H. Leroy, Thomas Sy, L. Sels","doi":"10.1177/1548051820980428","DOIUrl":"https://doi.org/10.1177/1548051820980428","url":null,"abstract":"The topic of work engagement is moving up on the managerial agenda as it sets the stage for numerous beneficial outcomes for both organizations and their employees. It is clear, however, that not all employees are equally engaged in their job. The current study taps into theory on positive self-fulfilling prophecies induced by leaders’ high expectations of followers (i.e., the Pygmalion effect) and examines their potential to facilitate follower work engagement. By integrating literature on implicit followership theories with the Pygmalion model, we investigate the assumption that leaders’ high expectations are universally perceived as and therefore foster the same desirable results for all employees. We argue and find that the extent to which followers’ work engagement benefits from high leader expectations depends on their implicit followership theory of industry (IFTI; i.e., the general belief that employees are hardworking, productive, and willing to go above and beyond). We also find that when followers hold a high IFTI but feel that their leader does not convey high expectations, their engagement at work suffers. In addition, we examine whether leaders’ IFTI forms the origin of naturally occurring Pygmalion effects. Our results show that a positive IFTI among leaders is especially interpreted as high/positive expectations by followers who also hold a high/positive IFTI. Our study introduces boundary conditions to the Pygmalion-at-work model by revealing the interactive role of leaders’ and followers’ implicit followership theory of industry. We contribute to the advancement of cognitive, follower-centric perspectives on leadership and provide evidence for the importance of schema congruence.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"137 - 153"},"PeriodicalIF":4.8,"publicationDate":"2021-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1548051820980428","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46814972","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}

{"title":"Kim S. Cameron—Positively Making Organizations and the World Better: A Career Legacy Interview","authors":"Abisola Femi-Jegede, Anne Swearingen, Wendy Stivers, Jennifer L. Schultz","doi":"10.1177/1548051821997414","DOIUrl":"https://doi.org/10.1177/1548051821997414","url":null,"abstract":"","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"105 - 111"},"PeriodicalIF":4.8,"publicationDate":"2021-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1548051821997414","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45659509","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}