变革型领导、组织公民行为与心理授权关系研究

探讨变革型领导行为对下属的组织公民行为产生影响的作用机制,即变革型领导是否会通过心理授权的中介作用对下属的组织公民行为产生影响.采用结构方程模型的方法分析了变革型领导行为、组织公民行为以及心理授权的不同维度之间的关系,研究的样本包括高科技组织中282名员工以及他们所对应的领导者.研究结果表明,变革型领导行为通过心理授权作为中介变量对下属员工的组织公民行为具有显著的影响作用;心理授权中的意义性和自我效能两个维度在变革型领导与组织公民行为之间起到中介作用;关系导向和任务导向的变革型领导对心理授权和组织公民行为的不同维度产生影响作用的路径是不同的.     

Transformational leadership and performance outcomes: Analyses of multiple mediation pathways

Transformational leadership (TFL) has been shown to affect employees' job performance, and the literature offers a large variety of explanatory processes. Integrating the diverse literature related to the mechanisms that mediate the TFL-performance relationship, the current study identified five core mechanisms—affective, motivational, identification, social exchange, and justice enhancement—that are consistent with established social and psychological theories. Meta-analysis involving > 600 samples was conducted to test these mechanisms. General support was found for each of the five mechanisms. The findings showed that TFL was related to variables that represented these mechanisms, which in turn were associated with non-self-report measures of employees' task performance, citizenship behavior, and innovative behavior. An integrative model was further proposed and tested to show the central role of leader-member exchange in the relationships between TFL, other mediating variables, and performance outcomes. This study contributes to the literature by strengthening researchers' theoretical understanding of the major social and psychological processes by which transformational leaders promote followers' job performance.     

Transformational versus transactional leadership styles and project success: A meta-analytic review

Despite the fact that the reliance on project teams and project-based organizations has significantly increased over the past decades, previous meta-analyses paid no attention to the examination of leadership styles in the context of projects. The purpose of this study was to meta-analytically synthesize and investigate the contradictory evidence on the effects of transformational leadership and transactional leadership on project success. The study also examined several project-level and country-level moderators in such effects. The study used 64 effect sizes from 41 primary studies on projects to examine the proposed relationships. The findings suggested that transformational leadership had a stronger effect on project success than transactional leadership. The results further indicated that project-level factors (i.e., project size and project type) moderated the relationships of leadership styles with project success. Moreover, the country-level factors (i.e., power distance, collectivism, and economic status of the country) also moderated some of the relationships. Theoretical and practical implications are provided in the end.     

Setting the tone at the top: How the interface processes of organizational climate and non-TMT Managers' leadership transmit TMT cohesion to employees

We explore whether, and how, Top Management Team (TMT) cohesion can affect the collective turnover intentions of employees, through two interrelated interface processes. Based on Social Information Processing theory, we propose that the organization's corrosive climate and non-TMT managers' transformational leadership transmit TMT cohesion-based symbolic and relational information through a moderated-mediation model. The results of our Structural Equations Modelling (SEM) analyses of a multi-source dataset of 96 organizations—including 305 TMT members and 10964 employees split across three surveys—support our hypotheses. Confirmatory Factor Analyses support our measurement model, and the testing of various alternative models indicate that our findings are robust. Overall, our theory and findings highlight a more complex interface perspective on how the TMT affects employees, as key internal stakeholders, and provides a comprehensive model for future work.     

Authentic leadership and positive organizational behavior: A meso, multi-level perspective

Authentic leadership (AL) and positive organizational behavior (POB) are two important emerging approaches in the organizational sciences. To date, published work on AL and POB has been primarily leader-focused and based on individual differences. In this article, after verifying this individual-level focus via content coding of AL articles, AL and POB are explicated and integrated using a meso, multi-level perspective. Essentially, viewed in terms of multiple levels of analysis, AL promotes various multi-level “primary” criteria and outcomes of POB that, in turn, enhances various multi-level “secondary” criteria and outcomes of performance. Direct effects of AL on performance at multiple levels of analysis also are plausible. Implications for future meso perspectives on leadership theory and research in general and on AL and POB in particular are discussed.     

Transformational leadership and work engagement: Exploring the mediating role of structural empowerment

The purpose of this study is to investigate the mediating role of structural empowerment in the positive relationship between transformational leadership and work engagement. Based on self-reported questionnaires from 240 employees working in the tourism sector in Galicia (northwest of Spain), the findings reveal that the linkage between transformational leadership and work engagement is partially mediated by structural empowerment. These results imply that transformational leaders foster work engagement by enabling access to information, opportunities, support and adequate resources. This empirical study is one of the first to examine the role of structural empowerment as a mediator between transformational leadership and work engagement and may serve as a reference for promoting work engagement in service organizations. A number of contributions and practical implications are discussed.     

Overcoming the dark side of task conflict: Buffering roles of transformational leadership,tenacity, and passion for work

Drawing from the job demands–resources model, this study considers how task conflict reduces employees' job satisfaction, as well as how the negative task conflict–job satisfaction relationship might be buffered by supervisors' transformational leadership and employees' personal resources. Using data from a large organization, the authors show that task conflict reduces job satisfaction, but this effect is weaker at higher levels of transformational leadership, tenacity, and passion for work. The buffering roles of the two personal resources (tenacity and passion for work) are particularly salient when transformational leadership is low. These findings indicate that organizations marked by task-related clashes can counter the accompanying stress by developing adequate leadership and employee resources within their ranks.     

Charismatic leadership and organizational citizenship behaviour: examining the role of stressors and strain

This study analyses the impact of followers' stress on the relationship between charismatic leadership and organizational citizenship behaviour (OCB). Stressors are distinguished as the objective component of work-stress, and strain as the subjective component of work-stress. It is assumed that stressors will moderate the relationship between charismatic leadership and OCB (Hypothesis 1). In addition, it is hypothesized that followers' strain will mediate the relationship between charismatic leadership and OCB (Hypothesis 2). Results from a study interviewing 142 nurses from three German hospitals confirmed the second hypothesis: followers' strain fully mediated the relationship between charismatic leadership and followers' OCB.     

Perceptions of ethical climate and organizational justice as antecedents to employee performance: The mediating role of employees' attributions of leader effectiveness

The primary purpose of this study was to investigate the mediating role of employee attributions of leader effectiveness on relationships between perceptions of (a) ethical climate and (b) organizational justice and both positive and negative types of performance. We argue that these relatively under-investigated perceptions are critical antecedents to effective productivity in the workplace. Accordingly, this study is the first to examine the associations of both ethical climate and organizational justice on both positive and negative performance within the context of mediation via employee attributions of leader effectiveness. Based on online survey data from 2486 Romanian employees, our SEM-based findings reveal that the attribution of leader effectiveness functions as a mediator between the associations of ethical climate and justice perceptions on two distinct types of performance: (1) Organizational Citizenship Behavior (OCB) and (2) Counterproductive Work Behaviors (CWB).Additionally, the results revealed that trait negative affect moderates the mediating role of leader effectiveness with OCB but not with CWB. This study contributes to the recent and growing interest in the mediating role of attributions regarding work performance. Several theoretical contributions and practical implications are discussed concerning leader-specific attributions, employee empowerment, and employee performance. Most prominently, we discuss why individuals with strong trait negative affect may engage in CWB without the influence of ethical climate or organizational justice.     

A missing link: psychological ownership as a mediator between transformational leadership and organizational citizenship behaviour

Interest in psychological ownership (PO) has increased due to its influence on employees’ attitudes and behaviours. This study focuses on PO as a mediator between transformational leadership (TL) and organizational citizenship behaviour (OCB) in the Korean public sector, which does not have employee stock ownership plans (ESOPs). With a total of 214 cases from the Korean public sector, structural equation modelling (SEM) analysis was conducted, and chi-square difference-based model comparison was performed to examine the mediating effect. Results indicated statistically significant relationships between TL and employees’ PO and between employees’ PO and their OCB. A statistically significant full mediating role of PO between TL and OCB in the Korean public sector context was found.     

The effectiveness and specificity of change management in a public organization: Transformational leadership and a bureaucratic organizational structure

There is an extensive private sector literature on organizational change management. However, recent studies have suggested that the specific context of public organizations may have consequences for the management organizational change. This study examines to what extent different change approaches and transformational leadership of direct supervisors contribute to the effective implementation of organizational change in public organizations, and to what extent the bureaucratic structure of public organizations makes the implementation of organizational change s3pecific. The implementation of an organizational change in a Dutch public organization is studied using quantitative methods and techniques. The results indicate that bureaucratic organizations may effectively implement organizational change with both planned and emergent change approaches. The contribution of transformational leadership depends on the type of change approach and organizational structure. Transformational leadership behavior of direct supervisors contributes little to planned processes of change, but is crucial in emergent processes of change in a non-bureaucratic context. Although the literature on change management mostly emphasizes the leadership of senior managers, the leadership role of direct supervisors should not be overlooked during organizational change in public organizations.     

心理授权与工作嵌入视角下的变革型领导对下属组织公民行为的影响研究

通过对华北三家制造企业的418位下属及其直接主管的问卷调查,检验了员工心理授权在变革型领导与其组织公民行为之间的中介效应,以及工作嵌入在心理授权对组织公民行为影响中的调节作用。研究结果显示,变革型领导对心理授权和组织公民行为具有正向影响;下属的心理授权完全中介了变革型领导与组织公民行为之间的关系;工作嵌入调节了心理授权对员工组织公民行为的影响。具体而言,工作嵌入程度低时,下属的心理授权对组织公民行为的影响作用较强;工作嵌入程度高时,下属的心理授权对组织公民行为的影响较弱。此外,指出了研究结论的理论与实践意义。     

Pride in task completion and organizational citizenship behaviour: Evidence from the ethnographic literature

Pride in task completion has been observed to be consistently important to workers, although these self-conscious emotions have received little attention as a construct worthy of investigation in the workplace. Organizational ethnographies provide a unique opportunity for an in-depth look at pride and Organizational Citizenship Behaviour (OCB), An analysis of the existing set of published book-length workplace ethnographies (n = 108) reveals that both job satisfaction and pride in task completion are significantly associated with OCB. Associations between pride and OCB appear to be stronger than associations between job satisfaction and OCB. Workers' characteristic mood states, such as the pleasurable emotions created by pride in work and unpleasant feelings of shame from perceptions of chronic failure, appear to be highly relevant to the promotion of desirable outcomes for organizations. The results of this study illustrate the value of ethnographic data in the study of workplace emotions, cognitions, and their potential behavioural sequelae     

Pride in task completion and organizational citizenship behaviour: Evidence from the ethnographic literature

Abstract

Pride in task completion has been observed to be consistently important to workers, although these self-conscious emotions have received little attention as a construct worthy of investigation in the workplace. Organizational ethnographies provide a unique opportunity for an in-depth look at pride and Organizational Citizenship Behaviour (OCB), An analysis of the existing set of published book-length workplace ethnographies (n = 108) reveals that both job satisfaction and pride in task completion are significantly associated with OCB. Associations between pride and OCB appear to be stronger than associations between job satisfaction and OCB. Workers' characteristic mood states, such as the pleasurable emotions created by pride in work and unpleasant feelings of shame from perceptions of chronic failure, appear to be highly relevant to the promotion of desirable outcomes for organizations. The results of this study illustrate the value of ethnographic data in the study of workplace emotions, cognitions, and their potential behavioural sequelae     

Transformational leadership and optimal functioning at work: On the mediating role of employees' perceived job characteristics and motivation

This study aimed to deepen our understanding of the motivational mechanisms involved in the relationship between transformational leadership (TFL) and employee functioning. Drawing on the TFL literature, the job demands–resources model and self-determination theory, we propose an integrative model that relates TFL to employee psychological health (burnout and psychological distress), attitudes (occupational commitment and turnover intention) and performance (professional efficacy, self-reported individual and objective organizational performance) through two explanatory mechanisms: perceived job characteristics (job demands and resources) and employee motivation (autonomous and controlled). This research was conducted in two occupational settings (nurses and school principals), using a distinct variable operationalization for each. Results of both studies provide support for the hypothesized model, suggesting that TFL relates to optimal job functioning (psychological health, job attitudes and performance) by contributing to favourable perceptions of job characteristics (more resources and less demands) and high-quality work motivation (more autonomous motivation and less controlled motivation) in employees. Theoretical contributions and managerial implications as well as directions for future research are presented.     

Ethical leadership and employee success: Examining the roles of psychological empowerment and emotional exhaustion

The current study aims to advance ethical leadership theory and research in two ways. First, we propose that psychological empowerment is a comprehensive motivational mechanism linking ethical leadership with employee current in-role success and future success potential. Second, we propose that employee emotional exhaustion is a disruptive psychological state that dampens the empowering effects of ethical leaders. Findings from two field studies illustrate that emotional exhaustion impairs the motivational efforts of ethical leaders by attenuating the direct effects on psychological empowerment and the indirect effects on employees' current success and success potential. Theoretical and practical implications are discussed.     

Complementary person-supervisor fit: An investigation of supplies-values (S-V) fit,leader-member exchange (LMX) and work outcomes

By applying the supplies-values (S-V) fit approach from the complementary person-environment (P-E) fit literature to the leader-employee perspective, and drawing upon social exchange theory, we examine how fulfillment of different work values is related to Leader-Member Exchange (LMX) and work outcomes. First, polynomial regression analyses combined with response surface analysis of data collected at two time points (N = 316) showed that LMX (Time 2) was higher the more the leader fulfills the employee's work values (Time 1). Second, LMX (Time 2) was higher when leader supplies (Time 1) and employee work values (Time 1) were both high than when both were low. Third, analyses of data from a sub-sample of matched leader-employee dyads (N = 140), showed that LMX (Time 2) played a mediating role on the relation between S-V fit (Time 1) and work outcomes (Time 2). Specifically, we found eight out of 10 relationships between S-V fit (Time 1) and leader-rated task performance and OCB (Time 2) to be fully mediated by LMX (Time 2). LMX (Time 2) partially mediated the relation between S-V fit (Time 1) and job satisfaction (Time 2) as only two out of five relationships were fully mediated.     

变革型领导与员工任务绩效:主动性人格和领导-成员交换的作用

旨在研究变革型领导对员工任务绩效的影响,并以主动性人格理论、领导-成员交换理论为基础,研究领导成员交换和主动性人格在以上关系中所起的中介及调节作用.研究以河北省的6家企业中的213名员工和88名主管为研究对象,对问卷调查所获得的匹配数据进行层级回归分析和结构方程模型分析,结果表明变革型领导对员工的任务绩效有显著的正向影响,领导-成员交换在其中具有完全中介效应;员工的主动性人格得分越高,变革型领导与领导成员-交换之间的正向关系就越强.     

Organizational identification as a mediator for the effects of psychological contract breaches on organizational citizenship behavior: Insights from the perspective of ethnic minority employees

This study examines the contribution of the psychological contract (PC) framework to the understanding of ethnic minority employees’ employment relationships. First, it tests the generalizability of PC types (transactional, relational, and balanced) observed in the general population to ethnic minority employees. Then, to further address the unique needs and motivators of minority employees, this study considers diversity-related PCs. It adopts social exchange theory to explain how transactional, relational, balanced, and diversity-related PC breaches predict organizational citizenship behavior (OCB). Moreover, it draws insights from social identity theory and examines the mediating role of organizational identification in the relationship between types of PC breach and OCB. Data from 361 Turkish employees working as ethnic minorities in Belgium indicate that relational and diversity-related PC breaches predict OCB partially via organizational identification while transactional and balanced PC breaches directly affect OCB.