The Nature and Consequences of Organization-Employee and Union-Member Exchange: An Empirical Analysis

Drawing on a study of 423 union members in a UK Primary Care Trust, we use structural equation modeling to investigate the extent to which organizational and union commitment and citizenship behaviors are a function of economic and social exchange. Findings suggest that the organization-employee and union-member exchanges are distinct, with organizational commitment a function of organization-employee exchange and union commitment and citizenship behaviors (UCB) a function of union-member exchange. Findings also suggest that union commitment and UCB are motivated primarily by social exchange, with economic exchange playing a supporting role. In addition, for organizational commitment, social exchange also seemed to be relatively more important. There was no evidence that perceived industrial relations climate moderates these relationships. Implications for industrial relations and workplace social partnerships are considered.     

How transformational leadership positively impacts organizational citizenship behavior in successful Chinese social work service organizations

Social work service organizations (SWSOs) have developed quickly, and there were nearly 8,000 of such organizations throughout China in the end of 2017. However, this rapid growth has brought both great opportunities and challenges. Globally, leadership has received increasing attention in the social work profession in the 21st century. Among different types of leadership, transformational leadership has been identified as a key issue in bringing more innovation and motivating employees' organizational citizenship behavior to overcome such challenges. Therefore, this study aimed to focus on social workers from the 170 applicants of the “Top 100 Social Work Service Organizations of 2017” which could be seen as the more successful SWSOs in China to examine how transformational leadership impacts organizational citizenship behavior by considering two mechanisms, workplace social capital and professional autonomy, in different areas throughout China. A two‐step process analysis was employed. First, a structural equation model was theoretically built, and it examined the direct and indirect relationships among all four latent variables, considering two mediation effects. Second, multiple group (high social work developed area group versus low social work developed area group) analyses tested the moderation effect. This study confirmed the key role of transformational leadership in the success of SWSOs and found workplace social capital as a full mediator and professional autonomy as a partial mediator in the relationship between transformational leadership and organizational citizenship behavior. These findings may shed light on the further development of SWSOs from the perspective of enhancing social workers' organizational citizenship behavior.     

Does managers' motivation matter? Exploring the associations between motivation,transformational leadership,and innovation in a religious organization

Religious organizations are social systems operating in a complex and changing environment. By looking to an authority beyond themselves, religious organizations have comparatively little control over defining their own goals. In this juggling between sticking to the ultimate goal of an organization and adapting to complex changing environments, that is, in the juggling between tradition and renewal, transformational leadership seems to play an important role in religious organizations. The extensive body of literature on transformational leadership has focused more on the outcomes of transformational leadership than on its antecedents. We extend the existing literature by linking managers' motivation to their transformational leadership behaviors in a religious organization. More specifically, we examined the associations of intrinsic and prosocial motivation with transformational leadership, and we investigated the relationship between transformational leadership and innovation among 252 managers in the largest nonprofit organization in Norway, the Church of Norway. Analyses in structural equation modeling revealed a positive relationship between intrinsic motivation and transformational leadership, whereas the relationship between prosocial motivation and transformational leadership was not significant. Transformational leadership was positively associated with innovation. Based on the results of the study, we discuss practical implications regarding how to support intrinsic motivation, transformational leadership, and innovation in religious organizations.     

Transformational and transactional leadership styles,followers' positive and negative emotions,and performance in German nonprofit orchestras

Although the transformational‐transactional leadership paradigm has received increased attention from the research community over the past two decades, the nonprofit sector has been largely neglected. This study provides information about the effectiveness of transformational and transactional leadership styles in the domain of German nonprofit orchestras, while exploring the role of emotions within these leadership styles. We examined musicians' perceptions of their orchestra conductors' leadership behaviors and related those behaviors to performance. Positive emotions were associated with both transactional and transformational leadership. Negative emotions partially mediated the influence of transformational leadership on performance. In combination, the results allow a more thorough and detailed understanding of effective leadership behavior in nonprofit organizations.     

Is the Problem of European Citizenship a Problem of Social Citizenship? Social Policy,Federalism, and Democracy in the EU and United States*

The development of supranational (European) social rights, and therefore social citizenship, is undermined by strong, direct relationships between citizens and national welfare states. Social policies contribute to national identities because they entail direct relationships between states and citizens. In well‐developed European welfare states strong relationships between citizens and their member‐states are expected. This may prevent the development of a similar relationship at the European level. The U.S. provides a comparison case, wherein a successful transference of citizenship identity from a lower to higher level has occurred, partly as a result of the building of national‐level social citizenship, at least for certain classes of people. Revolutionary War Pensions provide an example of how social policy influences national identity. The lack of EU‐level social policy precludes the possibility of this type of identity formation. Finally, the interplay of social citizenship and democracy in both cases is explored. T.H. Marshall’s work regarding citizenship as the basis for democracy is used to understand how the inability to create a common social policy in the EU is harmful to democracy.     

A social identity model of prosocial behaviors within nonprofit organizations

This study draws on social identity theory, while developing and testing the Social Identification Model of Prosocial Behavior among voluntary participants in nonprofit organizations. This model posits relationships between organization identification, commitment, satisfaction, and prosocial behavior among nonprofit volunteers. Path analysis results indicate successful identification of the model. Specifically, when volunteers identified with their nonprofit, they had higher levels of prosocial behaviors, commitment, and satisfaction. This study provides several important extensions to social identity theory and nonprofit literatures while highlighting the need for further research examining motivations behind prosocial behaviors within nonprofits.     

Why Leadership Matters to Internal Communication: Linking Transformational Leadership,Symmetrical Communication,and Employee Outcomes

This study examines how organizational leadership influences excellent internal communication by building the linkage between transformational leadership, symmetrical communication, and employee attitudinal and behavioral outcomes. The results showed that transformational leadership positively influences the organization's symmetrical communication system and employee–organization relationships. The effects of transformational leadership on employee relational outcomes are partially mediated by symmetrical internal communication. Symmetrical communication demonstrates large positive effect on the quality of employee–organization relationships, which in turn leads to employee advocacy. Effects of symmetrical internal communication on employee advocacy are fully mediated by employee–organization relationships. Significant theoretical and practical implications are discussed.     

Transformational Leadership and Volunteer Firefighter Engagement

This study explores the relationship between transformational leadership and volunteer firefighter engagement. Using responses from 213 volunteer firefighters, structural equation modeling reveals a positive relationship between transformational leadership and volunteer engagement, which is mediated by both group identification and perceived social impact. In addition, higher volunteer engagement is positively related to a firefighter's intention to continue volunteering and to recruit others. Taken together, the results indicate that transformational leaders achieve positive volunteer outcomes by strengthening the organizational ties of volunteers and by connecting volunteers with the prosocial impact of their work. Theoretical implications for transformational leadership research in volunteer settings as well as practical recommendations for a sustainable volunteer management are provided.     

Sources of Volunteer Motivation: Transformational Leadership and Personal Motives Influence Volunteer Outcomes

We examined the separate influences of volunteers' personal motives and their team leaders' behaviors on volunteer satisfaction and contributions, along with mediating processes suggested by self‐determination theory. Participants were 302 volunteers who worked in teams at various sites through a central agency. As predicted, both personal motives for volunteering and transformational leadership influenced volunteer satisfaction through enhanced work meaningfulness and higher‐quality team relationships. However, motives that predicted volunteer contribution were different from those that predicted satisfaction. Whereas satisfaction was positively associated with motives concerning esteem enhancement and value expression, contribution was positively associated with motives to gain understanding and negatively related to motives pertaining to esteem enhancement and social concerns. Transformational leadership was positively associated with volunteer satisfaction, but not with volunteer contributions. The theoretical ramifications of these findings are discussed, along with practical implications for the recruitment and retention of volunteers.     

Das TIMP-Inventar – Ein Beitrag zur ökonomischen Erfassung von Kern-Faktoren salutogener Führung

Occupational health management and science increasingly focus on the issue of health-promoting leadership. Meanwhile a lot of leadership behaviors have been identified that affect the health of employees. To measure them requires high costs. Therefore, the aim of this study is to identify core-factors of salutogenic leadership and to operationalize them for an efficient diagnosis. As an integrative work-related indicator of employees’ health sense of work coherence (Work-SoC) was chosen. In a deductive and inductive process the TIMP-inventory has been developed that enables the economic assessment of three leadership dimensions: Trust, Incident Management and Pressure. These factors explain with less items more variance of the Work-SoC construct than established general and health-related leadership scales of transformational leadership, consideration, social support, demanding leadership as well as positive and negative health behavior. That is why the TIMP-factors can be recognized as core-factors of health-promoting leadership.     

Marital Enqing and Depression in Taiwanese Couples: The Mediating Role of Active and Passive Sacrifice

Using social exchange and identity theory, the authors examined the association between marital enqing and depression in 372 Taiwanese couples, and the mediating effects of active and passive sacrifice on that association. Marital enqing is a unique form of affection toward the partner in Taiwanese couples. Data was analyzed by using the actor-partner interdependence model to test for actor and partner effects among study variables. Results indicated that husbands, who reported more marital enqing, tended to have lower levels of depression. Partner effects revealed that couples’ marital enqing decreased their spouse’s depressive symptoms. Husbands’ sacrifice behaviors mediated the association between his marital enqing and depression. However, Taiwanese wives’ sacrifice behavior did not mediate the association between her marital enqing and depression. Chinese cultural principles indeed impacted how couples in Taiwan conceptualized marital affection differently from couples in western cultures, and it provided insights into its relationships with couples’ sacrifices and relational and individual wellbeing.     

Mindful leadership: mindfulness as a new antecedent of destructive and transformational leadership behavior

Purpose: While previous research has well-examined the stress reducing effects of mindfulness, much less is known, evidentially, about the impact that it might have on working behavior, particularly in the context of leadership. Against this background, the goal of our study was to examine whether mindfulness influences leadership behavior.Design: To answer this question, we used a two-source survey study consisting of 60 teams, examining trait mindfulness of leaders via self-evaluation and their leadership behavior through the eyes of their subordinates. To analyze the given data, we conducted regression analyses.Results: Our findings confirmed the hypothesized relationships. We found a negative relationship between leaders’ mindfulness and destructive leadership, as well as a positive one between leaders’ mindfulness and transformational leadership.Implications: The results of our study underline the importance of mindfulness as a potential tool to optimize leadership quality. In order to prevent destructive and promote transformational leadership, organizations should help to develop leaders’ mindfulness capacities.     

Unpack the relational and behavioral outcomes of internal CSR: Highlighting dialogic communication and managerial facilitation

This study examines how corporate social responsibility (CSR) communication and management contributes to internal public relationship building and employees’ megaphoning behaviors. Specifically, it investigates how organization-public dialogic communication (OPDC) about CSR and organizational leaders’ facilitation behaviors for employees’ CSR engagement influence employees’ perceptions of two distinct types of organization-public relationships: communal and exchange relationships. Structural equation modeling results of 660 online survey responses suggest that OPDC has a positive association with communal relationships and negative association with exchange relationships. Facilitation behavior positively contributes to exchange relationships. Both communal and exchange relationships are positively associated with employees’ positive megaphoning. Yet, negative megaphoning is negatively linked with communal relationships and positively linked with exchange relationships. This study contributes to the growing body of literature on internal CSR communication and management. More importantly, it uncovers the nuanced effects of CSR on employee-organization communal and exchange relationship building.     

Exploring Types of Organization–Public Relationships and Their Implications for Relationship Management in Public Relations

The purpose of this study is to explore the antecedent of organization–public relationships that affects relationship outcomes. Organizations, realizing the interdependence with their publics, developed different types of relationships, such as communal and exchange relationships. Therefore, there should be other types of relationships influencing the quality of the relationships. In this study, 40 qualitative interviews with 36 multinational companies (from Fortune 500 and Taiwan's Commonwealth 1000) in 9 cities in China and Taiwan were conducted to explore more types of relationships. This study discovered mutual communal, covenantal, contractual, symbiotic, manipulative, and exploitive relationships multinational companies have developed with their Chinese publics. The findings also indicate that covenantal relationships help reach a win–win ground, and mutual communal relationships benefit multinational companies the most in achieving effectiveness. A continuum of types of relationships is provided in this study.     

Transformational leadership behavior,emotions, and outcomes: Health psychology perspective in the workplace

The purpose of this study is to empirically evaluate the transformational leadership styles, emotions, and organizational outcomes among different professionals in different sectors. The transformational leadership and emotions theories were utilized and tested in a sample of 128 leaders in Sweden. The main objectives of the study are (1) to determine which of the transformational leadership styles (TLS) are best at predicting effective outcomes (OUT) of extra effort by employees (EXE), leader effectiveness (EFE) and job satisfaction (SAT) and (2) to examine which TLS predict significant positive emotions (TEMO). Results of the study reveal that TLS and most of the outcome scales (SAT, EXE, SAT) are positively and significantly correlated. Charisma (C) and idealized influence (II) are not correlated with EFE. The results further supported that inspirational motivation leaders behavior could produce greater amounts of SAT (r?=?.54**), EXE (r?=?.41**). Individualized consideration (IC) also generates great SAT, r?=?.42. The study also found that only inspirational motivation (I) and intellectual stimulator leadership styles made a significance for TEMO such as being enthusiastic, hopeful, proud, happy, attentive, and inspiring with β?=?26 and β?=?17, respectively. Inspirational transformational leaders’ behavior and emotions are the most capable in increasing the organizational overall outcomes by boosting employees’ job satisfaction, additional effort, and effectiveness. Hence, these improve and enhance the mental and psychological health inside and outside the workplace.     

Transformational leadership,organizational culture,and innovativeness in nonprofit organizations

This is an exploratory study of leadership, organizational culture, and organizational innovativeness in a sample of nonprofit human service organizations: Associations of Retarded Citizens. Although leadership has been held out as one of the most important predictors of innovation, this study found it was not correlated with organizational innovativeness. Examination of the relationships between leadership and cultural variables provided some alternative explanations for this finding. Positive relationships among transformational leadership, organizational values, and cultural consensus (degree of agreement among employees on those values) indicate that leadership practices employed in this sample created strong cultural consensus around values that may inhibit innovation. These findings suggest that examining the link between leadership and organizational culture is important for understanding how leadership and innovation are related. This article sets out practical implications, based on the results of the study, that may help nonprofit managers create workplaces supportive of innovation.     

Relationship Dynamics and Healthy Exchange across the Family Life Cycle: Implications for Practice

The capacity to form and develop healthy interpersonal relationships with others is fundamental for human development. In the realm of practice, the theory of social exchange is among the most prominent conceptual frameworks for examining and understanding human behaviors and relationship dynamics. While interpersonal bonds may take several forms across the family life cycle, this article addresses how healthy social exchange can provide a basis for establishing a mutually fulfilling alliance by examining three different types of interpersonal relationships: dating relationships, marital relationships, and parent–child co-residential relationships. Interventions aimed at marriage and family therapists as well as social work practitioners working with couples and families facing relationship troubles are discussed.     

Antezedentien und Konsequenzen freiwilligen Arbeitsengagements

A literature review on the antecedents and consequences of organizational citizenship behavior (OCB) is given. OCB is defined as individual discretionary behavior, that fosters the productivity of organizations but is not formally required. Research has shown positive relationships between OCB and job satisfaction, fairness perceptions, organizational commitment and leadership behavior. There is also evidence that the outcome of performance appraisals reflect to a certain degree the extent to which employees demonstrate OCB and that OCB improves organizational performance.     

Theorizing and Analyzing Citizenship in Multicultural Societies

I argue that sociologists have directed insufficient attention to the study of citizenship. When citizenship is studied, sociologists tend to concentrate on just one facet: rights. I elaborate four conceptual facets of citizenship. I link two—citizenship as rights and belonging—to theoretical elaborations of multiculturalism. Considering multiculturalism as a state discourse and set of policies, rather than a political or normative theory, I outline linkages between multiculturalism and two additional facets of citizenship: legal status and participation. Over the last 15 years, the idea of multiculturalism has come under withering criticism, especially in Europe, in part because it is claimed that multiculturalism undermines common citizenship. Yet countries with more multicultural policies and a stronger discourse of pluralism and recognition are places where immigrants are more likely to become citizens, more trusting of political institutions, and more attached to the national identity. There is also little evidence that multicultural policies fuel majority backlash, and some modest evidence that such policies enlarge conceptions of inclusive membership. By studying claims‐making and the equality of immigrant‐origin groups, we see that the participatory aspect of citizenship needs to take center stage in future work in political sociology, social theory, social movements, immigration, and race/ethnicity.     

Different Pathways from Transformational Leadership to Job Satisfaction

Transformational leaders are known to inspire and motivate their followers, thereby leading to enhanced job satisfaction. Job satisfaction is an intellectual concept regarding individuals’ attitudes toward their jobs. This study asserts that the underlying mechanisms for transformational leadership to affect employee satisfaction are trust in the community, including the leader (that is, organization) and trust in the self, namely self‐efficacy. Leadership is specifically associated with continual transformations in the higher educational context, and collectivist cultures may manifest different processes underlying the transformational leadership–satisfaction relationship. This study investigated the mediating effects of trust and self‐efficacy on the relationship between transformational leadership and job satisfaction. The study sample included academicians from a nonprofit higher education institution in Turkey. The data were analyzed using structural equation modeling. The results showed that the relationship between transformational leadership and job satisfaction is fully mediated by both trust and self‐efficacy. The mediator effect of trust was shown to be stronger than self‐efficacy, which is assumed to be the result of the cultural context. The results are discussed in the context of employee satisfaction and cultural determinants of employee satisfaction.