Modeling leadership and team performance

2019 ◽  
Vol 48 (2) ◽  
pp. 471-491 ◽  
Author(s):  
Chieh-Peng Lin ◽  
Chu-Chun Wang ◽  
Shih-Chih Chen ◽  
Jui-Yu Chen
Keyword(s):  
Data Collection ◽  
Collective Efficacy ◽  
Social Exchange ◽  
Team Performance ◽  
Social Exchange Theory ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Charismatic Leadership ◽  
Content Type ◽  
Wave Data

Purpose The purpose of this paper is to develop a research model that explains team performance based on social cognitive theory and social exchange theory. In the model, team performance indirectly relates to three kinds of leadership (i.e., charismatic, autocratic and considerate) via the full mediation of collective efficacy. At the same time, team justice as a focus in this study is examined as a moderator in the model. Design/methodology/approach The research hypotheses of this study were empirically tested using two-wave data collection across insurance sales teams from a leading bank holding company which is the largest bank holding company in Taiwan. In the first-wave data collection, researchers of this study surveyed six people anonymously from each sales team, including a team leader and five team members. Three months later, the researchers conducted the second-wave data collection by obtaining team performance data from the department of human resource management, which was an independent rater for each team’s performance. Two-wave data collection from 59 teams was achieved for verifying the hypothesized effects. Findings The team-level test results show that collective efficacy fully mediates the relationship between charismatic leadership and team performance and between considerate leadership and team performance. Justice moderates the relationship between collective efficacy and team performance and between charismatic leadership and collective efficacy. Originality/value This study has two major theoretical implications. First, this study conceptualized three distinct kinds of leadership as major determinants of team performance from a social exchange perspective. Such a theoretical conceptualization of leadership not only broadens the boundary of leadership beyond traditional one such as transactional leadership based on the theory of contingent reward but also closely reflects the practical status quo of leadership of teams. Second, this research incorporated social exchange theory into the framework of team performance in social cognitive theory. Specifically, this study theorized and validated justice as a moderator in the development of team performance.

Future of Work

2022 ◽  
pp. 27-54
Author(s):  
Zeynep Merve Ünal
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Meaningful Work ◽  
Extensive Literature ◽  
Work Identity ◽  
Future Of Work ◽  
Job Demand ◽  
Distance Work

The aim of the chapter is to advance the framework of meaningful work under the new normal of COVID-19. The conceptualization of meaningful work is defined by the extensive literature review and current research findings. Future of work and its meaning are shaped by the crucial internal and external triggers as human resource practices, job-demand resources model, leadership, job crafting, playful work design, strengths used by individuals, and self-leadership. The meaning at distance work is reinforced by the fulfillment of individual needs. Within this context, new conceptualization of needs for meaning-based person job fit has emerged. The understanding of the relationship between variables and new meaningful work were enlightened by the theoretical framework of self-determination theory, social exchange theory, job-demand resources theory, work identity theory, social learning theory, social cognitive theory, and self-leadership theory. The chapter explores the possible outcomes of COVID-19 and its possible opportunities for employees, organizations, and education sectors.

Implicit followership theory to employee creativity: The roles of leader–member exchange, self-efficacy and intrinsic motivation

2017 ◽  
Vol 25 (1) ◽  
pp. 81-95 ◽  
Author(s):  
Ming Kong ◽  
Haoying Xu ◽  
Aiqin Zhou ◽  
Yue Yuan
Keyword(s):  
Intrinsic Motivation ◽  
Organizational Behavior ◽  
Social Exchange ◽  
Self Efficacy ◽  
Social Exchange Theory ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Creative Self

AbstractLeaders’ implicit followership theory describes leaders’ personal assumptions about the traits and behaviors that characterize followers. Unlike traditional organizational behavior research, studies on leaders’ implicit followership theory can deepen our understandings of ‘how leaders and followers perceive, decide and take action’ from follower-centric perspective. Adopting 267 follower–leader dyads from 16 Chinese enterprises as our final sample, we found that: (1) positive leaders’ implicit followership theory had significant positive effect on followers’ creativity; (2) followers’ leader–member exchange with leader, intrinsic motivation and creative self-efficacy mediated the positive relationship between positive leaders’ implicit followership theory and followers’ creativity; (3) no significance difference was found between the mediating effects of leader–member exchange, intrinsic motivation and creative self-efficacy. The current study not only extended the application of social cognitive theory in leadership research, but also made contributions to the enrichment of social exchange theory and componential theory of creativity.

scholarly journals Social Capital Theory, Social Exchange Theory, Social Cognitive Theory, Financial Literacy, and the Role of Knowledge Sharing as a Moderator in Enhancing Financial Well-Being: From Bibliometric Analysis to a Conceptual Framework Model

2021 ◽  
Vol 12 ◽  
Author(s):  
Asha Thomas ◽  
Vikas Gupta
Keyword(s):  
Social Capital ◽  
Social Exchange ◽  
Financial Literacy ◽  
Social Exchange Theory ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Well Being ◽  
Social Capital Theory ◽  
Exchange Theory ◽  
Capital Theory

A person’s financial well-being (FWB) is the complete contentment gained from one’s present financial condition. This has a powerful impact on the entire achievement of an employee’s “well-being.” Researchers, financial analysts, financial planners, educationists, and economists have explored the “enablers” to improve employees’ living standards by investigating the possible “FWB” resources for decades. There is no literature available to show the connection between social capital theory, social exchange theory (SET), social cognitive theory (SCT), financial literacy and FWB, and employees’ financial knowledge sharing a moderator to expand the complete FWB.

The Moderating Role of Transformational Leadership on the Relationship Between Careerism and Social Loafing Behaviors

2019 ◽  
pp. 226-247 ◽  
Author(s):  
Özlem Ayaz Arda ◽  
Bora Yıldız
Keyword(s):  
Transformational Leadership ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Future Research ◽  
Social Loafing ◽  
Negative Behaviors ◽  
Positive Effects ◽  
Proposed Model

The researches have mainly examined some negative consequences of careerism. Despite the importance of negative behaviors that will be harmful for organizations' wellbeing, studies regarding these behaviors' predictors are interestingly limited. This chapter proposes that careerism, as one of negative employee orientations, may play a predictor role in assessing social loafing behaviors in light of social cognitive theory. Grounded in social exchange theory, the authors also propose that transformational leadership may have a reducing effect on the careerism-social loafing behaviors. While the positive effects of transformational leadership have been worked extensively in the extant literature, its effects in diminishing the negative organizational orientations and behaviors remain relatively rare. Hence, the proposed model would create new possible avenues for future research.

Organizational support and intrapreneurial behavior: on the role of employees' intrapreneurial intention and self-efficacy

2021 ◽  
pp. 1-17
Author(s):  
Rahma Chouchane ◽  
Claude Fernet ◽  
Stéphanie Austin ◽  
Samia Karoui Zouaoui
Keyword(s):  
Organizational Performance ◽  
Social Exchange ◽  
Organizational Support ◽  
Self Efficacy ◽  
Social Exchange Theory ◽  
Perceived Organizational Support ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Medium Enterprise ◽  
Motivational Condition

Abstract Despite the well-documented contributions of intrapreneurial behavior to organizational performance, the manifestations of the psychosocial factors at play remain poorly understood. Drawing on the theory of planned behavior, social exchange theory, and social cognitive theory, we propose that perceptions of organizational support would contribute to employees' intrapreneurial intentions and behaviors, but only insofar as employees feel confident about their intrapreneurial skills. The data were collected from 179 employees of a Canadian small and medium enterprise (SME) specializing in damage insurance. The regression analysis results indicate that the indirect effect of perceived organizational support on intrapreneurial behavior through intrapreneurial intention is moderated by intrapreneurial self-efficacy. These findings reveal that intrapreneurial self-efficacy is a boundary motivational condition for perceived organizational support to act on the intrapreneurial process so that intention can translate into behavior. The paper provides useful avenues for managers seeking to identify contextual and motivational levers to develop, sustain, and improve employee intrapreneurship.

A novel view on knowledge sharing in the agri-food sector

2019 ◽  
Vol 23 (5) ◽  
pp. 953-974 ◽  
Author(s):  
Monica Fait ◽  
Paola Scorrano ◽  
Giovanni Mastroleo ◽  
Valentina Cillo ◽  
Veronica Scuotto
Keyword(s):  
Social Capital ◽  
Knowledge Sharing ◽  
Social Exchange ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Outcome Expectations ◽  
Food Sector ◽  
Content Type ◽  
Research Findings ◽  
Social Cognitive Theories

Purpose Nowadays, the agri-food sector is facing several challenges due to a rapid technological change which calls for knowledge sharing (KS) practices to enhance businesses’ performance. This has spurred a collaborative approach and the creation of networks. Since there still is a paucity of research on the quality degree of KS, the purpose of this study is to offer an empirical research on the quality degree of KS by exploring outcome expectations and social exchange dimensions. Theoretically, it is examined by a double lens of social capital and social cognitive theory. Design/methodology/approach This study offers an empirical analysis of 313 directors of 11 “consortia” in the agri-food sector in Italy by using the fuzzy expert system. The model allows to aggregate multi criteria dimensions of KS and rates its quality. Findings As resulted, the quality degree of KS is influenced by outcome expectations – personal and community expectations – and three forms of dimensions of social exchange: structural, relational and cognitive. The paper ends with a discussion of research findings, its limitations and implications. Originality/value As there is still a paucity of research on the determinants of quality degree of KS, the research adopts a double lens of social capital and social cognitive theories to explore what are these determinants.

Perceived HPWP, presence of creative coworkers and employee innovative performance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hsi-An Shih ◽  
Tuong-Vy Nguyen ◽  
Yun-Hwa Chiang
Keyword(s):  
Social Exchange ◽  
Information Exchange ◽  
High Performance ◽  
Social Exchange Theory ◽  
Cognitive Theory ◽  
Idea Generation ◽  
Underlying Mechanism ◽  
Mediation Effect ◽  
Content Type ◽  
Serial Mediation

PurposeDrawing on both social exchange theory (SET) and social cognitive theory, this paper aims to theorize and empirically examine a moderated serial mediation model that investigates the underlying mechanism through which high-performance work practices (HPWPs) influence employee innovative behaviors.Design/methodology/approachThe hypotheses are tested on data collected from 182 Taiwanese subordinate-supervisor pairs. Hierarchical regression analyzes and bootstrapping were used to analyze the data.FindingsFindings indicate that employee's individually perceived HPWP is indirectly related to the implementation of workers' creative ideas via information exchange and creative idea generation sequentially. Additionally, the presence of creative coworkers will amplify this serial indirect effect.Originality/valueThis study explicates the underlying theoretical logic linking employee perceived HPWP and individual innovation, i.e. the implementation of the worker's creative ideas by proposing a serial mediation effect. This study also emphasizes the importance of the presence of creative coworkers in the workplace.

scholarly journals Beyond agency and stewardship theory: shareholder–manager relationships and governance structures in family firms

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ann Sophie K. Löhde ◽  
Giovanna Campopiano ◽  
Andrea Calabrò
Keyword(s):  
Social Exchange ◽  
Family Business ◽  
Social Exchange Theory ◽  
Family Firms ◽  
Governance Structure ◽  
Managerial Behavior ◽  
Exchange System ◽  
Content Type ◽  
The One ◽  
Over Time

PurposeChallenging the static view of family business governance, we propose a model of owner–manager relationships derived from the configurational analysis of managerial behavior and change in governance structure.Design/methodology/approachStemming from social exchange theory and building on the 4C model proposed by Miller and Le Breton-Miller (2005), we consider the evolving owner–manager relationship in four main configurations. On the one hand, we account for family businesses shifting from a generalized to a restricted exchange system, and vice versa, according to whether a family manager misbehaves in a stewardship-oriented governance structure or a nonfamily manager succeeds in building a trusting relationship in an agency-oriented governance structure. On the other hand, we consider that family firms will strengthen a generalized exchange system, rather than a restricted one, according to whether a family manager contributes to the stewardship-oriented culture in the business or a nonfamily manager proves to be driven by extrinsic rewards. Four scenarios are analyzed in terms of the managerial behavior and governance structure that characterize the phases of the relationship between owners and managers.FindingsVarious factors trigger managerial behavior, making the firm deviate from or further build on what is assumed by stewardship and agency theories (i.e. proorganizational versus opportunistic behavior, respectively), which determine the governance structure over time. Workplace deviance, asymmetric altruism and patriarchy on the one hand, and proorganizational behavior, relationship building and long-term commitment on the other, are found to determine how the manager behaves and thus characterize the owner's reactions in terms of governance mechanisms. This enables us to present a dynamic view of governance structures, which adapt to the actual attitudes and behaviors of employed managers.Research limitations/implicationsAs time is a relevant dimension affecting individual behavior and triggering change in an organization, one must consider family business governance as being dynamic in nature. Moreover, it is not family membership that determines the most appropriate governance structure but the owner–manager relationship that evolves over time, thus contributing to the 4C model.Originality/valueThe proposed model integrates social exchange theory and the 4C model to predict changes in governance structure, as summarized in the final framework we propose.

Relationship closeness paradox: contingency analysis in B2B sales

2020 ◽  
Vol 35 (6) ◽  
pp. 971-982 ◽  
Author(s):  
Yonggui Wang ◽  
Daniel Peter Hampson ◽  
Myat Su Han
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Sales Performance ◽  
Dark Side ◽  
Negative Consequences ◽  
Contingency Analysis ◽  
Content Type ◽  
Market Expansion ◽  
Relationship Closeness ◽  
Business Customers

Purpose This study aims to examine the positive and negative consequences of relationship closeness between salespersons and their business customers in a B2B sales context: sales performance and salesperson passive opportunism. Design/methodology/approach Drawing on the social exchange theory, the authors develop a conceptual model of positive and negative consequences of relationship closeness. The authors empirically test the model using matched survey data from 269 salesperson-sales supervisor dyads and individual sales performance ratings from one of the largest distribution and market expansion companies in Myanmar. Findings Results provide evidence of positive (i.e. sales performance) and negative (i.e. salesperson passive opportunism) consequences of salesperson’s perceived relationship closeness. These relationships are, however, contingent on organization-level and employee-level factors. High extent of supervision enhances the effects of salesperson’s perceived relationship closeness on sales performance but attenuates its influence on salesperson passive opportunism. The effect of salesperson’s perceived relationship closeness on salesperson’s passive opportunism is stronger for salespersons with a promotion (vs prevention) focus. Research limitations/implications The results offer guidelines to firms seeking to optimize the efficacy of close relationships between their salespersons and customers. For example, higher levels of supervision could increase the likelihood of positive outcomes of relationship closeness while minimizing its negative consequences. Originality/value To the best of the authors’ knowledge, this study is the first to demonstrate not only the benefits of relationship closeness between salespersons and customers but also its dark side: the relationship closeness paradox.

Consequences of corporate social responsibility on employees

2019 ◽  
Vol 49 (1) ◽  
pp. 231-249
Author(s):  
Evans Asante Boadi ◽  
Zheng He ◽  
Eric Kofi Boadi ◽  
Josephine Bosompem ◽  
Philip Avornyo
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Social Exchange ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Banking Sector ◽  
Work Motivation ◽  
Content Type ◽  
Time Lagged ◽  
Corporate Social

Purpose The purpose of this paper is to draw on affect social exchange theory and related literature to develop and test a research model linking employees’ perception of corporate social responsibility (CSR) to their outcomes [performance and organisational pride (ORP)] with moderating variables: perceived work motivation patterns (autonomous and controlled motivation) to sustain firm’s operations through their employees. Design/methodology/approach The authors used Ghana as a case for this study due to recent turbulences in the banking sector of Ghana. A sample data of 244 subordinate/supervisor dyads from rural and community banks was collected with a time-lagged technique and analysed through a structural equation modelling for this study. Findings These employee’s perceptions of CSR positively related to their performance and ORP. Autonomous motivated employees had a stronger positive moderated impact on perceived CSR-Performance link whereas controlled motivated employees recorded a stronger impact on perceived CSR-ORP link. Practical implications Based on these results, managers and human resource (HR) professionals can aim at acquiring favourable employees’ perception of their firms’ CSR initiatives. In that, it can help firms to remain in business particularly in difficult times. Also, autonomous and controlled motivators may seem inversely related, however, they are not contradictory to each other. Both can coexist within a firm and it is crucial that HR professionals and managers endeavour to balance them discreetly to attain organisational goals. Originality/value Despite the growing interest in CSR across continents, CSR outcomes on employees among small and medium scale firms especially in Africa has fairly been toned-down by respective management of firms, governments and researchers.

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