When does benevolent leadership inhibit silence? The joint moderating roles of perceived employee agreement and cultural value orientations

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Xiaobei Li ◽  
Lu Xing
Keyword(s):  
Power Distance ◽  
Value Orientations ◽  
Cultural Value ◽  
Hierarchical Regression ◽  
Leader Behaviors ◽  
Content Type ◽  
Power Distance Orientation ◽  
Benevolent Leadership ◽  
Employee Silence ◽  
Simple Slope

PurposeThis study's purpose is to examine benevolent leadership's effect on employee silence, as moderated by perceived employee agreement on leader behaviors and cultural value orientations.Design/methodology/approachTwo-wave survey data were collected from 240 Chinese employees working in various industries. Hierarchical regression and simple slope analysis were used to test the hypotheses.FindingsBenevolent leadership was negatively related to employee silence. When perceived employee agreement on leader behaviors was high, employees with high power-distance orientation or low vertical individualism were more sensitive to benevolent leadership and engaged in less silence.Practical implicationsManagers are advised to exhibit benevolent behaviors to mitigate employees' tendency to remain silence. Organizations and managers can also design interventions to encourage employees with low power distance or high vertical individualism to speak up.Originality/valueThis study advances the understanding of the relationship between benevolent leadership and employee silence. By highlighting the moderating role of employees' perception of leader behaviors and their cultural value orientations, this study helps explain the conditions that when employees choose to keep silence or not.

scholarly journals Employee deviant behavior: role of culture and organizational relevant support

2019 ◽  
Vol 28 (2) ◽  
pp. 126-141 ◽  
Author(s):  
R. Arzu Kalemci ◽  
Ipek Kalemci-Tuzun ◽  
Ela Ozkan-Canbolat
Keyword(s):  
Organizational Support ◽  
Deviant Behavior ◽  
Power Distance ◽  
Qualitative Comparative Analysis ◽  
Value Orientations ◽  
Cultural Value ◽  
Cultural Dimension ◽  
Supervisory Support ◽  
Content Type

Purpose The purpose of this paper is to increase the knowledge and understanding of organizational and supervisory support in the context of employee deviant workplace behavior (DWB) by examining the potential associations of employees’ cultural value orientations. This paper aims to: clarify DWB; review perceived organizational support (POS) and perceived supervisory support (PSS); discuss the meaning of employees’ cultural value orientations (individualism–collectivism, power distance and paternalism); use the fuzzy logic model to analyze relationships between DWB and POS, as well as PSS and employees’ cultural value orientations. Design/methodology/approach This research applies a fuzzy-set qualitative comparative analysis. Findings The results show the role of employee perceived organizational and supervisory support and cultural dimension (power distance and paternalism) configurations on employee DWB. Originality/value The main originality of this study is to further increase the understanding of organizational and supervisory support in the context of employee DWB by examining the potential associations of employees’ cultural value orientations. This study extends the previous research by providing evidence that organizational and supervisory support influences employees’ DWB.

Leaders’ courage in showing humility

2017 ◽  
Vol 25 (2) ◽  
pp. 28-30
Keyword(s):  
Design Methodology ◽  
Psychological Empowerment ◽  
Power Distance ◽  
Cultural Value ◽  
Content Type ◽  
Power Distance Orientation ◽  
Hierarchical Position ◽  
The Impact ◽  
The Relationship ◽  
Leader Humility

Purpose In line with emerging conceptualizations of humility in organizations, the purpose of this paper is to examine how leader humility and distance-based factors [i.e. power distance orientation (PDO) and hierarchical distance] interact to predict follower psychological empowerment. Design/methodology/approach The authors tested the hypotheses using a sample of 294 employees in South Korea. Moderated regression and bootstrapping analyses were conducted to test for direct and moderated relationships. Findings Results indicated that leader humility positively predicted follower psychological empowerment, and followers’ PDO positively moderated this relationship. Results of a three-way interaction indicated that the impact of leader humility on follower psychological empowerment was the strongest when both followers’ levels of PDO and hierarchical distance were high. Originality/value This is the first study to provide empirical evidence for the moderating effect of PDO and hierarchical distance on the relationship between leader humility and follower empowerment. The findings highlight the benefits of understanding the roles of followers’ cultural value orientation and hierarchical position in the effectiveness of leader humility.

Proactive personality and career success

2016 ◽  
Vol 31 (2) ◽  
pp. 467-482 ◽  
Author(s):  
Fu Yang ◽  
Rebecca Chau
Keyword(s):  
Career Success ◽  
Power Distance ◽  
Mainland China ◽  
Proactive Personality ◽  
Hierarchical Regression ◽  
Content Type ◽  
Power Distance Orientation ◽  
Indirect Relationship ◽  
Person Organization Fit ◽  
The Relationship

Purpose – The purpose of this paper is to examine the relation of subordinate proactive personality with subjective evaluations of career success by direct supervisors, as well as conceptualize the quality of leader-member exchange (LMX) as a mediator and power distance orientation as a moderator for understanding this relation. Design/methodology/approach – Data were collected using a two-wave survey research design. Participants were drawn from 360 supervisor-subordinate dyads from mainland China. Hierarchical regression analyses, Edwards and Lambert’s (2007) moderated path analysis approach, and Preacher et al.’s (2010) Monte Carlo simulation procedure were used to test the hypothesized relationships. Findings – LMX mediated the positive relationship between proactive personality and career success. Both the relationship between LMX and career success and the indirect relationship between proactive personality and career success were stronger when power distance orientation was lower. Research limitations/implications – This study contributes to the authors’ understanding of how and when proactive personality facilitates employee career success in the era of the boundaryless career. However, all data were collected within a single organization, which limits the observed variability and decreases external validity. Practical implications – Training employees to facilitate initiative in the workplace may build and maintain better and stronger relationships with their supervisors. To enhance person-organization fit, organizations should recruit and hire employees with lower levels of power distance orientation. Originality/value – This study provides solid evidence that the extent to which LMX mediates the relationship between proactive personality and career success depends on power distance orientation. It represents a promising new direction for the proactive personality and career success literatures.

What stops creative employees to implement ideas? Individual culture value orientation perspective

2017 ◽  
Vol 30 (6) ◽  
pp. 872-887 ◽  
Author(s):  
Hongli Wang
Keyword(s):  
Power Distance ◽  
Value Orientation ◽  
Value Orientations ◽  
High Tech ◽  
Content Type ◽  
Individual Culture ◽  
Two Factors ◽  
The Individual ◽  
Individual Value ◽  
The Impact

Purpose Creativity itself does not necessarily lead to idea implementation. The purpose of this paper is to deeply understand the impact of the individual culture value orientation on employees’ motivation on whether they want to push creative ideas into implementation. Design/methodology/approach In this study, drawing on socially desirable responding (SDR) theory, the author reasons that individual value on power distance and superficial harmony and that these two factors interact to influence employees transform their creativity into implementation. The author argues that prevalence of the failure where creativity cannot be transformed into implementation results from the lack of understanding for two elusive individual culture value orientations: individual superficial harmony orientations (ISHO) and individual power distance orientations (IPDO). Data from 66 middle managers and 301 members of five high-tech firms provide a considerable support for the hypothesized model. Findings The results showed that individuals were able to improve the possibility of putting their creative ideas into practice when they are both lower in IPDO and ISHO. Originality/value Such findings help the author to understand how individual cultural value orientation complements each other to generate joint impact on the relationship between their creative ideas to idea implementation.

Effects of Machiavellian ethical leadership and employee power distance on employee voice

2017 ◽  
Vol 45 (9) ◽  
pp. 1485-1498 ◽  
Author(s):  
Won Jun Kwak ◽  
Ji Hyun Shim
Keyword(s):  
Ethical Leadership ◽  
Leadership Training ◽  
Organizational Context ◽  
Power Distance ◽  
Training And Development ◽  
Employee Voice ◽  
Work Behaviors ◽  
Leader Behaviors ◽  
Power Distance Orientation ◽  
Ethical Leader

We investigated how employees respond to Machiavellian supervisors exerting ethical leadership. Participants were 252 matched supervisor–employee dyads, and we administered measures of supervisor ethical leadership, employee voice, employee power distance orientation, and supervisor Machiavellianism. Results revealed that Machiavellian supervisors' ethical leader behaviors were perceived to be genuine by subordinate employees, and that ethical leadership promoted supervisors' extrarole voice behaviors. Further, the effects of Machiavellian supervisors' ethical leader behaviors on employee voice were intensified in the particular organizational context of higher, versus lower, employee power distance orientation. Given the major finding that ethical leader behaviors demonstrated by Machiavellian supervisors were effective whether or not they were genuine, ethical leadership training and development are suggested to help promote desirable employee work behaviors, including voice.

How followers’ emotional stability and cultural value orientations moderate the impact of health-promoting leadership and abusive supervision on health-related resources

2019 ◽  
Vol 33 (4) ◽  
pp. 307-336 ◽  
Author(s):  
Anita Bregenzer ◽  
Jörg Felfe ◽  
Sabine Bergner ◽  
Paul Jiménez
Keyword(s):  
Negative Impact ◽  
Power Distance ◽  
Abusive Supervision ◽  
Social Resources ◽  
Emotional Stability ◽  
Value Orientations ◽  
Cultural Value ◽  
Health Related ◽  
Health Promoting ◽  
The Impact

Health-related resources at work are crucial for followers to stay healthy and to cope with job demands. This study investigates the impact of health-promoting leadership as well as abusive supervision on followers’ social and task resources as antecedents of their health. Moreover, it examines whether the impact of leadership on followers’ health-related resources depends on the followers’ emotional stability and cultural value orientations (i.e. power distance and collectivism). A total of 503 employees from Austria, Germany and Slovenia took part in this online study and provided information on their leaders’ health-promoting behaviour and abusive supervision as well as on their own emotional stability, perceived power distance and collectivism. The results of a hierarchical regression analysis strongly support the importance of simultaneously assessing health-promoting leadership and abusive supervision when predicting task and social resources. Abusive supervision added incremental variance above health-promoting leadership when followers’ task resources were predicted. Moreover, the results suggest that followers benefit from or suffer differently under perceived leadership: high power distance enhances the positive effect of health-promoting leadership on followers’ social resources, while collectivism strengthens the negative impact of abusive supervision on followers’ social resources. Finally, emotionally stable followers who are working with highly abusive leaders experience a stronger threat to their resources compared to emotionally stable followers who are working with less abusive leaders. These results contribute to a deeper understanding of how leaders impact those resources known to influence followers’ health. They further show that follower personality and cultural value orientations determine the impact of leadership behaviour on health-related resources.

Moderation of Doing and Mastery orientations in relationships among justice, commitment, and trust

2015 ◽  
Vol 22 (1) ◽  
pp. 42-67 ◽  
Author(s):  
Zhou Jiang ◽  
Paul J. Gollan ◽  
Gordon Brooks
Keyword(s):  
Cultural Differences ◽  
Cultural Context ◽  
Cross Cultural ◽  
Value Orientations ◽  
Cultural Value ◽  
Asia Pacific ◽  
Content Type ◽  
Justice Research ◽  
The Impact ◽  
The Relationship

Purpose – The purpose of this paper is to examine whether and how two individual value orientations – Doing (the tendency to commit to goals and hold a strong work ethic) and Mastery (an orientation toward seeking control over outside forces) – moderate: the relationship between organizational justice and affective organizational commitment, and the mediation role of organizational trust in this relationship. Design/methodology/approach – The authors collected data from 706 employees working in 65 universities across China, South Korea, and Australia. Multi-group confirmatory factor analyses were employed to examine the cross-cultural equivalence of the measures. Hierarchical regressions were performed to test moderating effects of the two cultural value orientations. Findings – Results from the full sample showed that Doing and Mastery moderated the distributive justice-commitment relationship and the procedural justice-trust relationship. Comparisons between countries demonstrated limited cross-cultural differences. Practical implications – The present study adds to the understanding of the impact of individual and cultural differences on the relationship between justice and commitment, helping managers understand how employees’ reactions to justice are influenced by cultural value orientations. Originality/value – This study is a pioneer in empirically integrating the value orientation framework (e.g. Doing and Mastery orientations) and justice research in a cross-cultural context based in the Asia Pacific region. It also advances cross-cultural justice research through using a mediation-moderation combination.

Leaders' trait signaling effect on followers' psychological contract dynamics

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Erum Ishaq ◽  
Usman Raja ◽  
Dave Bouckenooghe ◽  
Sajid Bashir
Keyword(s):  
Psychological Contract ◽  
Power Distance ◽  
Psychological Contracts ◽  
Multiple Sources ◽  
Contract Breach ◽  
Content Type ◽  
Power Distance Orientation ◽  
Path Analyses ◽  
Contract Type

PurposeUsing signaling theory and the literature on psychological contracts, the authors investigate how leaders' personalities shape their followers' perceptions of the type of psychological contract formed. They also suggest that leaders' personalities impact their followers' perceived contract breach. Furthermore, the authors propose that power distance orientation in organizations acts as an important boundary condition that enhances or exacerbates the relationships between personality and contract type and personality and perceived breach.Design/methodology/approachData were collected through multiple sources in Pakistan from 456 employees employed in 102 bank branches. Multilevel moderated path analyses provided reasonably good support for our hypotheses.FindingsThe leaders' personalities impacted the relational contracts of their followers in the cases of extraversion and agreeableness, whereas neuroticism had a significant relationship with the followers' formation of transactional contracts. Similarly, agreeableness, neuroticism and conscientiousness had significant relationships with perceived breach. Finally, the power distance of the followers aggregated at a group level moderated the personality-contract type and personality-perceived breach relationships.Research limitations/implicationsThis research advances understanding of psychological contracts in organizations. More specifically, it shows that the personality of leader would have profound impact on the type of contract their employees form and the likelihood that would perceive the breach of contract.Originality/valueThis research extends existing personality-psychological contract literature by examining the role of leaders' personalities in signaling to employees the type of contract that is formed and the perception of its breach. The role of power distance organizational culture as a signaling environment is also considered.

A comparative analysis of cultural value orientations for understanding sport fan motivations

2016 ◽  
Vol 17 (3) ◽  
pp. 260-276 ◽  
Author(s):  
Dongyoo Han ◽  
Daniel F. Mahony ◽  
T. Christopher Greenwell
Keyword(s):  
Empirical Support ◽  
Marketing Strategies ◽  
Value Orientations ◽  
Analysis Of Covariance ◽  
Cultural Value ◽  
Content Type ◽  
Sport Fan ◽  
The Usa ◽  
Korean College Students ◽  
The Relationship

Purpose – The purpose of this paper is to examine the relationship between cultural value orientations and sport fan motivations. Design/methodology/approach – Data were collected from American and Korean college students. Three separate multivariate analysis of covariance revealed sport fan motivations differ across nationality and cultural value orientation. Findings – The current study provided empirical support for the assumption that individualism-collectivism influences sport fan motivations and geographically different sport consumers. Also, the outcomes were consistent with the previous literature which found sport fan motivations differ across nationality (the USA and South Korea). Originality/value – In combination with prior research, the findings of this study offer suggestions for how marketers could differentiate their marketing strategies for culturally diverse sport consumers.

scholarly journals Benevolent leadership and psychological well-being

2016 ◽  
Vol 37 (3) ◽  
pp. 369-386 ◽  
Author(s):  
Hakan Erkutlu ◽  
Jamel Chafra
Keyword(s):  
Regression Analysis ◽  
Psychological Contract ◽  
Positive Relationship ◽  
Well Being ◽  
Hierarchical Regression ◽  
Contract Breach ◽  
Psychological Well Being ◽  
Hierarchical Regression Analysis ◽  
Content Type ◽  
Benevolent Leadership

Purpose – The purpose of this paper is to examine the relationship between benevolent leadership (BL) and psychological well-being (PWB) as well as to test the moderating roles of psychological safety (PS) and psychological contract breach (PCB) on that relationship. Design/methodology/approach – Data encompasses 1,009 employees from 23 five-star hotels in Turkey. The moderating roles of PS and PCB on the BL and PWB relationship were tested using the moderated hierarchical regression analysis. Findings – The moderated hierarchical regression analysis results reveal that there was a significant positive relationship between BL and employee PWB. In addition, the positive relationship between BL and well-being was stronger when PS was higher than when it was lower. On the contrary, high-PCB weakened the positive relationship between BL and PWB. Practical implications – This study showed that both PS and BL enhance well-being. Managers could promote PS by breaking down the barriers preventing effective communication and discussion. Moreover, the results of this study indicated that the state of the psychological contract is a significant predictor of employees’ well-being. Organizational practices and policies, especially human resource practices, should be carefully designed and implemented as to prevent PCB, an important source of employee dissatisfaction and distrust. Originality/value – The study provides new insights into the influence that BL may have on PWB and the moderating roles of PS and contract breach in the link between BL and employee well-being. The paper also offers a practical assistance to employees in the hospitality industry and their leaders interested in building trust and enhancing well-being.

Sign in / Sign up

Export Citation Format

Share Document