Hang on to Your Ego: The Moderating Role of Leader Narcissism on Relationships Between Leader Charisma and Follower Psychological Empowerment and Moral Identity

2013 ◽  
Vol 120 (1) ◽  
pp. 65-80 ◽  
Author(s):  
John J. Sosik ◽  
Jae Uk Chun ◽  
Weichun Zhu
Keyword(s):  
Moral Identity ◽  
Psychological Empowerment ◽  
Moderating Role

Brand attachment and oppositional loyalty: The moderating role of moral identity

2021 ◽  
Vol 49 (10) ◽  
pp. 1-18
Author(s):  
Guo Cheng ◽  
Weiping Yu
Keyword(s):  
Brand Loyalty ◽  
Moral Identity ◽  
Customer Relationships ◽  
Dimensional Structure ◽  
Brand Attachment ◽  
Corporate Managers ◽  
The Impact ◽  
Positive Effect ◽  
Moderating Role

Comprehension of the driving factors and dimensional structure of oppositional loyalty (OL), which comprises willingness to pay a price premium, oppositional referrals, schadenfreude, and antibrand actions, is limited. To analyze OL behavior, we collected 453 surveys from Xiaomi mobile online communities. The results show that brand attachment had a positive effect on each dimension of OL. In addition, moral identity positively moderated the brand attachment–oppositional referrals relationship, and negatively moderated the impact of brand attachment on schadenfreude and antibrand actions. Our results can help corporate managers understand OL behavior, and contribute to new understanding of brand loyalty, customer relationships, and business ethics.

scholarly journals Authentic and transformational leadership and innovative work behaviour: the moderating role of psychological empowerment

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Matej Grošelj ◽  
Matej Černe ◽  
Sandra Penger ◽  
Barbara Grah
Keyword(s):  
Transformational Leadership ◽  
Authentic Leadership ◽  
Psychological Empowerment ◽  
Added Value ◽  
Content Type ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
The Relationship ◽  
Moderating Role

PurposeThe purpose of this paper is to analyse the moderating role of psychological empowerment on the relationships between authentic leadership and innovative work behaviour, as well as transformational leadership and innovative work behaviour.Design/methodology/approachWe have applied the mixed-method research on the selected case study. The quantitative field study was conducted on a sample of 126 employees in a multinational technological company. A series of paired sample t-tests were followed by a hierarchical regression analysis to test the hypotheses. The qualitative study consists of a content analysis of in-depth semi-structured interviews with four leaders.FindingsThe research provides further confirmation of the positive relationship between leadership and innovative work behaviour. Specifically, the results showed that psychological empowerment moderates the relationship between leadership (authentic as well as transformational leadership) and innovative work behaviour.Originality/valueThis paper contributed to leadership and innovation literature and provided insights in studying the boundary conditions on the relationship between authentic leadership, as well as transformational leadership, in stimulating innovative work behaviour through the moderating role of psychological empowerment. The added value is expanded by introducing the comparison of the two leadership theories.

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