From employee creativity to leader empowering behaviors: the roles of supervisor–subordinate guanxi and supervisor–subordinate similarity

2021 ◽  
pp. 1-15
Author(s):  
Wenjun Cai ◽  
Jun Song ◽  
Changqing He ◽  
Dongdong Wang ◽  
Xuanjin Yang
Keyword(s):  
Boundary Condition ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Underlying Mechanism ◽  
Mediation Model ◽  
Employee Creativity ◽  
Moderated Mediation Model ◽  
Similarity Attraction ◽  
Time Lagged ◽  
The Relationship

Abstract Although employee creativity has been identified to promote organizational competitiveness, its effect on leader empowering behaviors remains underexplored. This study investigated the underlying mechanism and boundary condition under which employee creativity influences leader empowering behaviors. Drawn on social exchange theory and similarity-attraction theory, this study developed a moderated-mediation model in which supervisor–subordinate guanxi serves as the intervening mechanism and supervisor–subordinate similarity serves as a boundary condition influencing this relationship. Using three-wave, time-lagged survey data collected from 309 supervisor–subordinate dyads, this study found that supervisor–subordinate guanxi mediates the relationship between employee creativity and leader empowering behaviors, and that this relationship is stronger when supervisor–subordinate similarity is high rather than low. Finally, theoretical and practical implications were discussed.

Compulsory Citizenship Behavior and Facades of Conformity: A Moderated Mediation Model of Neuroticism and Citizenship Pressure

2021 ◽  
pp. 003329412110317
Author(s):  
Huai-Liang Liang
Keyword(s):  
Social Exchange ◽  
Social Relations ◽  
Social Exchange Theory ◽  
Citizenship Behavior ◽  
Mediation Model ◽  
Moderated Mediation Model ◽  
The Social ◽  
The Relationship ◽  
Work Domain ◽  
Compulsory Citizenship Behavior

Drawing on the social exchange theory, this study investigates how compulsory citizenship behavior (CCB) produces facades of conformity through citizenship pressure, and whether neuroticism moderates the relationship among them. This study surveyed 356 employees (259 males, 97 females; average age 37.7 years) of a northern Taiwanese corporation to investigate the relationship among CCB, citizenship pressure, and facades of conformity. The study found that neuroticism moderates the strength of the indirect effect of CCB and facades of conformity through citizenship pressure, such that the mediated relationship is stronger under high neuroticism than under low neuroticism. It also suggests that a relationship among CCB, citizenship pressure, and facades of conformity exists, in which a negative response leads to generalized pressure in organizations. Finally, this study proposes that managers and employers should consider that CCB may result in false conformity by employees and introduce negative citizenship pressure into the work domain. In addition, employers should encourage employees to build social relations to avoid CCB. Organizations and leaders need to generate environments within which employees support extra-role activities in the workplace.

scholarly journals My Family Stands Behind Me: Moderated Mediation Model of Family Support and Work Engagement

2021 ◽  
Vol 11 (2) ◽  
pp. 321-333
Author(s):  
Humaira Erum ◽  
Ghulam Abid ◽  
Aizza Anwar ◽  
Muhammad Fazal Ijaz ◽  
Daisy Mui Hung Kee
Keyword(s):  
Family Support ◽  
Social Exchange ◽  
Work Engagement ◽  
Social Exchange Theory ◽  
Family Work ◽  
Moderated Mediation Model ◽  
Positive Attitudes ◽  
Time Lagged ◽  
The Relationship

Family motivation as a mediating mechanism is a novel and under-researched area in the field of positive organizational scholarship. Drawing on Social Exchange Theory (SET), this study empirically validates family motivation as a mediator between family support and work engagement. The process by Hayes (2013) was used to analyze time-lagged data collected from 356 employees of the education sector. Results confirm the mediating role of family motivation in the relationship between family support and work engagement and the moderating role of calling in the relationship between family support and family motivation. This study adds to the literature of family-work enrichment accounts by validating family support as a novel antecedent for family motivation and positive attitudes. The implications of the study are discussed.

Fostering Creativity and Work Engagement Through Perceived Organizational Support: The Interactive Role of Stressors

SAGE Open ◽  
2021 ◽  
Vol 11 (3) ◽  
pp. 215824402110469
Author(s):  
Aneeq Inam ◽  
Jo Ann Ho ◽  
Hina Zafar ◽  
Unaiza Khan ◽  
Adnan Ahmed Sheikh ◽  
...  
Keyword(s):  
Social Exchange ◽  
Work Engagement ◽  
Organizational Support ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Perceived Organizational Support ◽  
Equation Modeling ◽  
Employee Creativity ◽  
Fostering Creativity ◽  
The Relationship

The increasing interest of organizations in innovating and surviving during stressful work environments has led scholars to ponder ways to increase employee’s creativity. The study aims to empirically examine the relationship between perceived organizational support (POS) and employee creativity through work engagement and the moderating effect of challenge and hindrance stressors. The theoretical lens of social exchange theory was used to explain the study framework. Data was collected from 324 marketing personnel of the beverage and telecom sector in Pakistan and analyzed using structural equation modeling (SEM) with AMOS. The findings revealed that the direct relationship between POS with work engagement and employee creativity and work engagement with employee creativity was significant. Interestingly, the moderator has shown a prominent effect, which illustrated that low hindrance stressors strengthened the relationship between POS and work engagement. The study contributes by enhancing the employee’s creativity by reducing stressful working environments in many ways.

Does Positive Contact Between Residents and Tourists Stimulate Tourists’ Environmentally Responsible Behavior? The Role of Gratitude and Boundary Conditions

2021 ◽  
pp. 004728752110489
Author(s):  
HongWei Tu ◽  
JianFeng Ma
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Environmentally Responsible Behavior ◽  
Moderated Mediation Model ◽  
Responsible Behavior ◽  
Environmentally Responsible ◽  
Positive Contact ◽  
Indirect Relationship ◽  
The Relationship

This study explored how and when positive contact between residents and tourists stimulates tourists’ environmentally responsible behavior. Drawing on social exchange theory, we verified a moderated mediation model in which gratitude mediated the link between positive contact and tourists’ environmentally responsible behavior, while agreeableness moderated the relationship between positive contact and gratitude. Data were collected from 691 visitors to Mount Wuyi. The findings revealed that positive contact directly affected tourists’ environmentally responsible behavior and that this link was mediated by gratitude. Furthermore, agreeableness significantly moderated the effects of positive contact on gratitude. In particular, the effect of positive contact on gratitude was stronger for tourists with high agreeableness. Additionally, agreeableness also strengthened the indirect relationship between positive contact and tourists’ environmentally responsible behavior through gratitude—which was, again, stronger for highly agreeable tourists.

Linking Ethical Leadership to Employee Creativity: Knowledge Sharing and Self-Efficacy as Mediators

2013 ◽  
Vol 41 (9) ◽  
pp. 1409-1419 ◽  
Author(s):  
Yueru Ma ◽  
Weibo Cheng ◽  
Barbara A. Ribbens ◽  
Juanmei Zhou
Keyword(s):  
Knowledge Sharing ◽  
Social Exchange ◽  
Ethical Leadership ◽  
Social Learning Theory ◽  
Self Efficacy ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Mediation Model ◽  
Multiple Mediation ◽  
Employee Creativity

Using social exchange theory and social learning theory, we examined the influence of ethical leadership on employee creativity through the mediation of knowledge sharing and self-efficacy. We tested our hypotheses with a sample of 309 employees and their supervisors from 4 Chinese companies, using a multiple mediation model. The results showed that ethical leadership was positively related to employee creativity and that this relationship was mediated by knowledge sharing and self-efficacy.

scholarly journals Does Participative Leadership Matters in Employees’ Outcomes During COVID-19? Role of Leader Behavioral Integrity

2021 ◽  
Vol 12 ◽  
Author(s):  
Muhammad Usman ◽  
Usman Ghani ◽  
Jin Cheng ◽  
Tahir Farid ◽  
Sadaf Iqbal
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Emotional Health ◽  
Theory And Practice ◽  
Participative Leadership ◽  
Behavioral Integrity ◽  
Helping Behaviors ◽  
Time Lagged ◽  
The Relationship

The coronavirus pandemic (COVID-19) has badly affected the social, physical, and emotional health of workers, especially those working in the healthcare sectors. Drawing on social exchange theory, we investigated the effects of participative leadership on employees’ workplace thriving and helping behaviors among frontline workers during the COVID-19 pandemic. In addition, we examined the moderating role of a leader’s behavioral integrity in strengthening the relationship between participative leadership, and employees’ workplace thriving and helping behaviors. By using a two-wave time-lagged design and data collected from 244 healthcare workers, a moderated hierarchal regression was implemented to test the proposed hypotheses. As hypothesized, participative leadership predicted employees’ workplace thriving and helping behaviors. The leader’s behavioral integrity strengthened the relationship between participative leadership and employees’ thriving and moderated the relationship between participative leadership helping behaviors. Implications for research, theory, and practice are discussed.

scholarly journals How does proactive personality promote calling at work? A dual-path mediation model

2021 ◽  
Vol 24 (2) ◽  
pp. 329-360
Author(s):  
Naila Azharia Hanan ◽  
Missiliana Riasnugrahani ◽  
Corina D. Riantoputra
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Online Survey ◽  
Proactive Personality ◽  
Job Crafting ◽  
Mediation Model ◽  
Career Construction Theory ◽  
New Perspective ◽  
One Year ◽  
The Relationship

In previous studies, calling mechanism as an adaptation result can be explained using the career construction theory (CCT) through the adaptive readiness and adapting response that employees have and do. However, this perspective has not accounted for external factors that might affect the adapting response impact on the formation of their calling. This study aimed at addressing this gap by using not only the CCT perspective but also the social exchange theory (SET) to see the relationship between proactive personality and individual calling through the roles of two mediators, namely job crafting and LMX. The research data were collected using an online survey involving active employees (N = 222) who have worked for at least one year in various banking industries. The data were analysed using a parallel mediation model analysis from Hayes (2017) with SPSS for Windows. The results show that proactive personality positively contributes to calling either directly or indirectly through both mediators (i.e job crafting and LMX). This dual path mediation model provides a new perspective in understanding that each job crafting and LMX has their role in explaining the mechanism of the relationship between proactive personality and the calling of the employees in their work. Therefore, this study has both theoretical and practical implications for the existing literature of calling.

How and when family-supportive supervisor behaviors foster work engagement and gratitude: A moderated mediation model

2021 ◽  
Vol 49 (1) ◽  
pp. 1-10
Author(s):  
Guoxia Qing ◽  
Haitao Zhang ◽  
Zhongcheng Wang
Keyword(s):  
Social Exchange ◽  
Work Engagement ◽  
Social Exchange Theory ◽  
Power Distance ◽  
Positive Association ◽  
Mediating Effect ◽  
Mediation Model ◽  
Power Distance Orientation ◽  
Moderated Mediation Model ◽  
Family Supportive Supervisor Behaviors

In light of social exchange theory and the gratitude norm of Confucianism, we explored the relationships between family-supportive supervisor behaviors (FSSBs), employee gratitude, and work engagement. We also investigated power distance orientation as a potential contingent factor affecting these relationships. We tested our hypotheses using a two-wave survey conducted with 325 employees of 15 companies in China. When we controlled for supervisor–employee work support, we found that employee gratitude partially mediated the positive association between FSSBs and work engagement. Further, power distance orientation negatively moderated the direct effect of FSSBs on employee gratitude and the mediating effect of gratitude of FSSBs on work engagement. Theoretical and practical management implications are discussed.

Servant leadership and mistreatment at the workplace: mediation of trust and moderation of ethical climate

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Inam Ul Haq ◽  
Usman Raja ◽  
Imtiaz Alam ◽  
Dirk De Clercq ◽  
Sharjeel Saleem
Keyword(s):  
Servant Leadership ◽  
Social Exchange ◽  
Ethical Climate ◽  
Social Exchange Theory ◽  
Interactive Effects ◽  
Content Type ◽  
Workplace Mistreatment ◽  
Time Lagged ◽  
The Relationship

PurposeWith a foundation in social exchange theory, this study examines the relationship between servant leadership and three types of workplace mistreatment – bullying, incivility and ostracism – while also considering a mediating role of trust in the leader and a moderating role of the ethical climate.Design/methodology/approachThree time-lagged sets of data (N = 431) were collected among employees working in various sectors.FindingsServant leadership relates significantly to trust in the leader, as well as to workplace bullying, incivility and ostracism. In turn, trust in the leader mediates the relationship between servant leadership and all three types of workplace mistreatment. The results also indicate the presence of moderated mediation, in that the indirect effect of servant leadership on workplace mistreatment is moderated by the ethical climate.Originality/valueThis study adds to extant research by examining the mediating mechanism of trust in leaders with servant leadership and workplace mistreatment, along with interactive effects of ethical climate.

Performance matters: when supervisors socially accept unethical behavior

2021 ◽  
Vol 36 (3) ◽  
pp. 213-225
Author(s):  
Dongqing Zhu ◽  
Zhiying Zhang ◽  
Chunzhen Wang
Keyword(s):  
Social Exchange ◽  
Unethical Behavior ◽  
Moral Disengagement ◽  
Social Exchange Theory ◽  
Social Acceptance ◽  
Management Practice ◽  
Hierarchical Regression ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Time Lagged

PurposeIt is generally believed that supervisors would deter employee unethical behavior. However, drawing from social exchange theory and the theory of moral disengagement, we posit that supervisors are more willing to tolerate employee unethical behavior through moral disengagement when the perpetrator is a high performing employee.Design/methodology/approachStudy 1, which measured employee unethical behavior in a specific group of doctors through a time-lagged survey, and Study 2, which manipulated employee unethical behavior with a diverse sample by a vignette-based experiment, provided convergent support for our hypothesized 1st-stage moderated mediation model. Hierarchical regression, bootstrapping and ANOVA are used to test our hypotheses.FindingsAlthough supervisors generally showed a low social acceptance of an employee who engaged in unethical behavior, they were more likely to socially accept the perpetrator through moral disengagement when the employee was a high rather than a low performer.Practical implicationsGiven that supervisor's tolerance of employee unethical behavior may be more dangerous than employee unethical behavior itself, organizations should set up an ethics committee to handle top managers' unethical behavior and consider morality equally important with performance in management practice.Originality/valueThe current research extends research on the interpersonal consequences of employee unethical behavior, explains how moral disengagement promotes social acceptance and identifies the moderating effect of job performance in the process.

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