scholarly journals Power decreases trust in social exchange

2015 ◽  
Vol 112 (42) ◽  
pp. 12950-12955 ◽  
Author(s):  
Oliver Schilke ◽  
Martin Reimann ◽  
Karen S. Cook
Keyword(s):  
Low Power ◽  
Social Exchange ◽  
Motivated Cognition ◽  
Mediation Analyses ◽  
Exchange Partner ◽  
Rational Actor ◽  
Series Of Experiments ◽  
Rational Actor Models ◽  
The Relationship ◽  
Power Position

How does lacking vs. possessing power in a social exchange affect people’s trust in their exchange partner? An answer to this question has broad implications for a number of exchange settings in which dependence plays an important role. Here, we report on a series of experiments in which we manipulated participants’ power position in terms of structural dependence and observed their trust perceptions and behaviors. Over a variety of different experimental paradigms and measures, we find that more powerful actors place less trust in others than less powerful actors do. Our results contradict predictions by rational actor models, which assume that low-power individuals are able to anticipate that a more powerful exchange partner will place little value on the relationship with them, thus tends to behave opportunistically, and consequently cannot be trusted. Conversely, our results support predictions by motivated cognition theory, which posits that low-power individuals want their exchange partner to be trustworthy and then act according to that desire. Mediation analyses show that, consistent with the motivated cognition account, having low power increases individuals’ hope and, in turn, their perceptions of their exchange partners’ benevolence, which ultimately leads them to trust.

Voice Climate, TMX, and Task Interdependence: A Team-Level Study

2018 ◽  
Vol 50 (2) ◽  
pp. 199-226
Author(s):  
Jinyun Duan ◽  
Yue Xu ◽  
M. Lance Frazier
Keyword(s):  
Decision Making ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Task Interdependence ◽  
Innovative Performance ◽  
Team Decision Making ◽  
Mediation Analyses ◽  
Team Member Exchange ◽  
Team Decision ◽  
The Relationship

Drawing on social exchange theory, the current research hypothesizes voice climate as a mediator of the relationship between team-member exchange (TMX) and both team decision-making effectiveness and innovative performance. Furthermore, we propose that task interdependence moderates the mediational relationship between TMX, voice climate, team decision-making effectiveness, and innovative performance. Survey results based on 294 members and their leaders from 73 entrepreneur teams demonstrated that TMX is positively related to voice climate and the two outcome variables. In addition, the relationships between TMX and both decision-making effectiveness and innovative performance are mediated by voice climate perceptions, respectively. Task interdependence moderated the relationship between TMX and voice climate, whereas moderated-mediation analyses indicated that the mediational relationship between TMX, voice climate, and both outcomes is stronger when task interdependence is high rather than low.

Linking authoritarian leadership to employee creativity

2018 ◽  
Vol 12 (2) ◽  
pp. 384-406 ◽  
Author(s):  
Jibao Gu ◽  
Gang Wang ◽  
Hefu Liu ◽  
Derun Song ◽  
Changqing He
Keyword(s):  
Low Power ◽  
Social Exchange ◽  
Team Building ◽  
Power Distance ◽  
Team Identification ◽  
Employee Creativity ◽  
Content Type ◽  
Authoritarian Leadership ◽  
The Relationship ◽  
Negative Relationships

PurposeThe present study aims to examine how and when authoritarian leadership affects employee creativity. Based on social exchange theory and team identification literature, the present research attempts to simultaneously explore how leader–member exchange (LMX) and team identification serve as two important mediating processes in the relationship between authoritarian leadership and employee creativity. Furthermore, this research uncovers the mechanism under which conditions the effects of authoritarian leadership will be magnified or minimized.Design/methodology/approachA survey has been conducted in China by using a questionnaire to collect data. The study sample consisted of 325 employees. LISREL 8.7 and SPSS 18.0 were used to test the mediating and moderating effects, respectively.FindingsResults from 325 employees revealed that both LMX and team identification mediated the negative relationships between authoritarian leadership and employee creativity. Specifically, the relationship between two mediators was that LMX was positively related to team identification. In addition, the relationship between authoritarian leaderships and LMX and team identification was moderated by power distance, such that the negative relationships will be weaker with high power distance and stronger with low power distance.Practical implicationsFirst, firms and managers should recognize and take actions to reduce the negative effects of authoritarian leadership, such as effective selection system and interventional mechanisms because authoritarian leadership is important in influencing employee creativity. Second, managers are suggested to take specific actions, such as increasing communications and team-building activities, to promote LMX and team identification, thereby enhancing employee creativity. Third, managers should engage in behaviors that motivate employee creativity, such as empowerment behaviors, other than authoritarian leadership, when the employee has low power distance.Originality/valueThe primary contribution of this research is that two psychological processes (i.e. LMX and team identification) have been identified through which authoritarian leadership is related to employee creativity. Meanwhile, this study explores the relationship between LMX and team identification. Moreover, the current research deepens our understanding of power distance by empirically examining the moderating effect of power distance. Overall, the findings extend our understanding about the relationship between authoritarian leadership and employee creativity and contribute to literature on authoritarian leadership and creativity.

Feeling Guilty and Flattering God: The Mediating Role of Prayer

2021 ◽  
pp. 009164712199242
Author(s):  
Beata Zarzycka ◽  
Kamil Tomaka ◽  
Katarzyna Zając ◽  
Klaudia Marek
Keyword(s):  
Low Power ◽  
High Power ◽  
Mediating Role ◽  
Shame Proneness ◽  
The Relationship ◽  
Significant Mediator

Ingratiation refers to acts of flattery, typically given by a low-power person to a high-power one, performed to gain acceptance and approval. This study investigates ingratiation in the religious setting, asking whether people feeling high levels of guilt or shame tend to manifest such ingratiating behavior toward God. The study aimed to examine the mediating role of prayer in the relationship between guilt and shame and ingratiation toward God. A total of 148 respondents (80 women and 68 men) participated in the study. The Religious Ingratiation Scale, the Content of Prayer Scale, and the Guilt and Shame Proneness Scale were applied to the research. The results showed that feeling guilty increased the tendency to ingratiation toward God. Prayer was the significant mediator in this relationship. People high in guilt tend to flatter God by offering more adoration and fewer repine prayers.

Mother Phubbing and Adolescent Cyberbullying: The Mediating Role of Perceived Mother Acceptance and the Moderating Role of Emotional Stability

2020 ◽  
pp. 088626052098390
Author(s):  
Jiahui Qu ◽  
Li Lei ◽  
Xingchao Wang ◽  
Xiaochun Xie ◽  
Pengcheng Wang
Keyword(s):  
High School Students ◽  
Positive Association ◽  
Emotional Stability ◽  
School Students ◽  
Mediation Analyses ◽  
Mediating Role ◽  
Indirect Path ◽  
Underlying Mechanisms ◽  
The Relationship

Previous studies have found some risk factors of cyberbullying. However, little is known about how mother phubbing may influence adolescent cyberbullying, and the mediating and moderating mechanisms underlying this relationship. “Phubbing,” which is a portmanteau of “phone” and “subbing,” refers to snubbing other people and focus on smartphones in social interactions. This study examined whether mother phubbing, which refers to being phubbed by one’s mother, would be positively related to adolescent cyberbullying, whether perceived mother acceptance would mediate the relationship between mother phubbing and adolescent cyberbullying, and whether emotional stability would moderate the pathways between mother phubbing and adolescent cyberbullying. The sample consisted of 4,213 Chinese senior high school students (mean age 16.41 years, SD = 0.77, 53% were female). Participants completed measurements regarding mother phubbing, cyberbullying, perceived mother acceptance, and emotional stability. The results indicated that mother phubbing was positively related to cyberbullying, which was mediated by perceived mother acceptance. Further, moderated mediation analyses showed that emotional stability moderated the direct path between mother phubbing and cyberbullying and the indirect path between mother phubbing and perceived mother acceptance. This study highlighted the harmful impact of mother phubbing on adolescents by showing a positive association between mother phubbing and adolescent cyberbullying, as well as the underlying mechanisms between mother phubbing and adolescent cyberbullying.

scholarly journals When and How Does Sustainable HRM Improve Customer Orientation of Frontline Employees? Satisfaction, Empowerment, and Communication

2021 ◽  
Vol 13 (7) ◽  
pp. 3693
Author(s):  
Youngsam Cho ◽  
Yongduk Choi
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Customer Orientation ◽  
Frontline Employees ◽  
Hrm Practices ◽  
Employees Satisfaction ◽  
Organizational Empowerment ◽  
Research Findings ◽  
Comprehensive Framework ◽  
The Relationship

This study investigated the relationship between sustainable human resource management (HRM) practices, employee satisfaction, and customer orientation of frontline employees (FLEs) in the hotel industry from the perspective of internal marketing. Specifically, the study focused on three facets of sustainable HRM practices (i.e., training, reward, and benefit) as well as organizational empowerment and communication as FLE-supportive contexts. Although some studies have examined the relationship between HRM practices and customer orientation, they overlooked the importance of service context in facilitating FLE customer orientation. Thus, this study developed a comprehensive framework based on social exchange theory and self-determination theory. The results show that all three facets of the sustainable HRM practices were positively related to FLEs’ satisfaction. FLEs’ satisfaction was also positively related to their customer orientation. Furthermore, both organizational empowerment and communication moderated the relationship between FLEs’ satisfaction and customer orientation, which showed a positive relationship only when FLEs perceived high organizational empowerment or communication. The research findings provide beneficial theoretical and practical implications.

Team Networks and Team Identification: The Role of Leader-Member Exchange

2013 ◽  
Vol 41 (7) ◽  
pp. 1115-1123 ◽  
Author(s):  
KeXin Guan ◽  
ZhengXue Luo ◽  
JiaXi Peng ◽  
Zhen Wang ◽  
HaiTing Sun ◽  
...  
Keyword(s):  
Social Exchange ◽  
Social Identity Theory ◽  
Social Exchange Theory ◽  
Team Identification ◽  
Leader Member Exchange ◽  
Exchange Relationships ◽  
Member Exchange ◽  
The Mean ◽  
The Relationship

We examined the relationship among team networks, leader-member exchange (LMX), and team identification in the workplace. Social network theory, social exchange theory, and social identity theory served as references for our theoretical propositions and analyses. We collected data from a sample of 223 teams of military personnel, serving in the artillery in West China. We found that the team networks had a significant effect on team identification. Further, the variance and the mean for LMX in teams interacted in influencing team identification (β =-.893, p < .01). Our findings indicated that creating productive networks in teams would be useful to enhance team identification, the effect of which may be carried on through to building exchange relationships between leader and follower.

scholarly journals Status Quos Are Made to be Broken: The Roles of Transformational Leadership, Job Satisfaction, Psychological Empowerment, and Voice Behavior

SAGE Open ◽  
2021 ◽  
Vol 11 (2) ◽  
pp. 215824402110067
Author(s):  
Sehrish Ilyas ◽  
Ghulam Abid ◽  
Fouzia Ashfaq ◽  
Muhammad Ali ◽  
Wasif Ali
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Psychological Empowerment ◽  
Employee Voice ◽  
Voice Behavior ◽  
Multiple Mediation ◽  
Significant Difference ◽  
The Relationship

Employee voice behavior has attained significant attention in contemporary research due to its positive consequences for both workers and employers. Drawing on the social exchange theory, this study examined the mediating role of job satisfaction and psychological empowerment on the relationship between transformational leadership and employee’s voice behavior. Data were collected through survey questionnaires by utilizing a three-wave time-lagged study design from employees from diverse private and public sector organizations in Pakistan. The parallel multiple mediation is tested through Hayes’s process macro. The results indicate that job satisfaction and psychological empowerment partially mediate the relationship between transformational leadership and employee’s voice behavior. Further analysis depicts that both job satisfaction and psychological empowerment leveraged under transformational leadership act as parallel mediators and have no statistical significant difference between them. The theoretical and managerial implications are discussed.

Employee engagement in non-Western contexts: The link between social resources Ubuntu and employee engagement

2021 ◽  
pp. 147059582110078
Author(s):  
Joy Tauetsile
Keyword(s):  
Employee Engagement ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Positive Association ◽  
Supervisor Support ◽  
Social Resources ◽  
Sub Saharan Africa ◽  
Management Concepts ◽  
The Relationship ◽  
Colleague Support

Underpinned by Social Exchange Theory (SET) this study examines the relationship between social resources and employee engagement using the Ubuntu construct as a mediating variable. Employee engagement conceptualized as a positive work-related mind-set has demonstrated positive association with both supervisor support and colleague support. The study uses data collected from employees in organizations in Botswana (n = 438) to assess the relationship between social resources and employee engagement using Ubuntu as a mediating variable. Using mediation analysis, findings suggest that high levels of Ubuntu enhance the strength of the relationship among supervisor support, colleague support and employee engagement. These findings open significant potential for future studies identifying the cultural peculiarities as well as managerial implications of management concepts such as employee engagement in non-western settings and underlining the importance of the Ubuntu concept in managing staff in a sub-Saharan Africa country.

Pain intensity and physical performance among individuals with fibromyalgia in mid-to-late life: The influence of depressive symptoms

2021 ◽  
pp. 135910532110092
Author(s):  
Dylan G Serpas ◽  
Laura Zettel-Watson ◽  
Barbara J Cherry
Keyword(s):  
Depressive Symptoms ◽  
Pain Intensity ◽  
Physical Performance ◽  
Walk Test ◽  
Mediation Analyses ◽  
Mediating Role ◽  
6 Minute Walk Test ◽  
The Relationship ◽  
Minute Walk

This study investigated the mediating role of depressive symptoms among 147 middle-aged and older adults with FM in the relationship between pain intensity and 4 objective measures of physical performance: Fullerton Advanced Balance scale (FAB), 6-Minute Walk Test (6MWT), 30-Second Chair Stand (30SCS), and 8-Foot Up and Go Test (8FUPGT). Asymptotic mediation analyses revealed that depressive symptoms fully mediated the relationship between pain intensity and FAB (95% CI [−0.40, −0.10]) and 8FUPGT (CI [0.02, 0.11]) and partially mediated the relationship to 6MWT (CI [−9.15, −2.20]) and 30SCS (CI [−0.29, −0.06]). Findings support the evaluation of co-morbid depression in FM.

scholarly journals Supervisor Knowledge Sharing and Employee Knowledge Sharing: The Moderating Roles of Learning Goal Orientation and Affective Organizational Commitment

2021 ◽  
Vol 13 (8) ◽  
pp. 4176
Author(s):  
Seckyoung Loretta Kim
Keyword(s):  
Organizational Commitment ◽  
Knowledge Sharing ◽  
Goal Orientation ◽  
Social Exchange ◽  
Positive Relationship ◽  
Affective Organizational Commitment ◽  
Learning Goal ◽  
Learning Goal Orientation ◽  
High Level ◽  
The Relationship

Recognizing the importance of knowledge sharing, this study adopted social learning and social exchange perspectives to understand when employees may engage in knowledge sharing. Using data collected from 192 employees in various South Korean organizations, the findings demonstrate that there is a positive relationship between supervisor knowledge sharing and employee knowledge sharing. As employees perceive a high level of supervisor knowledge sharing, they are likely to engage in knowledge sharing based on social learning and social exchange theories. Furthermore, the study explores the moderating effects of learning goal orientation and affective organizational commitment in the relationship between supervisor knowledge sharing and employee knowledge sharing. The result supports the hypothesis that the relationship between supervisor knowledge sharing and employee knowledge sharing is strengthened when there is a high level of affective organizational commitment. Employees who obtain valuable knowledge from their supervisors are likely to engage in knowledge sharing when they are emotionally attached to their organization. However, in contrast to the hypothesis, the positive relationship between supervisor knowledge sharing and employee knowledge sharing was stronger at the lower levels of learning goal orientation (LGO) than at the higher levels of LGO.

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