Effect of ethical nurse leaders on subordinates during pandemics

2021 ◽  
pp. 096973302110306
Author(s):  
Jinyi Zhou ◽  
Ke-fu Zhang
Keyword(s):  
Social Exchange ◽  
Ethical Leadership ◽  
Social Exchange Theory ◽  
Nurse Leaders ◽  
Work Outcomes ◽  
Ethical Practices ◽  
Relational Identification ◽  
Using Data ◽  
Task Mastery

Background: As caring in times of pandemics becomes extremely stressful, the volume and intensity of nursing work witness significant increase. Ethical practices are therefore even more important for nurses and nurse leaders during this special period. Research aim: The aim was to explore the relationship between ethical nurse leaders and nurses’ task mastery and ostracism, and to examine the mediating role of relational identification in this relationship during pandemics. Research design: Based on social exchange theory, this study tests a theoretical model proposing that ethical nurse leaders can increase nurses’ task mastery and reduce their ostracism by improving their relational identification with leaders during pandemics. Participants and research context: A multilevel and multi-wave field study using data from 172 nurses from 45 departments of two comprehensive hospitals was performed from April to August 2020 to test proposed hypotheses. Ethical considerations: We received formal approvals from the ethical committee of the hospital where we conducted this study before the data collection. Results: Ethical nurse leaders can indeed increase nurses’ task mastery and reduce their ostracism during the pandemic period; furthermore, nurses’ identification with their leaders mediates these relationships. We find that ethical leadership plays an even more important role in improving nurses’ task mastery and reducing their ostracism that may be facilitated by pandemics this special time. Nurses will become more identified with their leaders when they are treated by ethical ways. Discussion: The study tries to advance our understanding of the important role of ethical leadership in nurse management literature and provide useful suggestions for healthcare institutions, nurse leaders, and nurses during pandemics. Conclusion: Theoretical contributions and practical implications of our findings are discussed. Specifically, we suggest that healthcare institutions cultivate ethical nurse leaders to facilitate nurses’ relational identification, which in turn will positively influence work outcomes.

Ethical leadership and followers' taking charge: Trust in, and identification with, leader as mediators

2016 ◽  
Vol 44 (11) ◽  
pp. 1793-1802 ◽  
Author(s):  
Kihyun Lee
Keyword(s):  
Social Exchange ◽  
Ethical Leadership ◽  
Social Identity Theory ◽  
Social Exchange Theory ◽  
Theory And Practice ◽  
Work Outcomes ◽  
South Korean ◽  
Taking Charge ◽  
Using Data ◽  
Trust In Leader

In previous studies researchers have identified several antecedents of followers' taking charge from their leader, but the ethical nature of taking charge has rarely been considered. Drawing on both social exchange theory and social identity theory, I examined the influence of ethical leadership on followers taking charge through the mediation of trust in leader and identification with leader. Using data obtained from 236 petty officers and their immediate supervisors in the South Korean Navy, I found that both trust in leader and identification with leader fully mediated the relationship between ethical leadership and followers taking charge. These findings highlight the importance of commitment to the leader (i.e., trust in leader and identification with leader) as a mechanism through which ethical leadership influences positive work outcomes for the organization. Implications for theory and practice are discussed.

Using social distancing technology in hotels: a social exchange perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Cristian Morosan ◽  
Agnes DeFranco
Keyword(s):  
Social Exchange ◽  
Health Risks ◽  
Social Exchange Theory ◽  
Structural Model ◽  
Content Type ◽  
Privacy Concerns ◽  
Social Distancing ◽  
Using Data ◽  
Social Rewards

Purpose As social distancing procedures can be facilitated by various hotel technologies, the purpose of this paper is to investigate the extent to which consumers develop perceptions of value regarding the use of certain hotel technologies for social distancing in hotels. Design/methodology/approach Drawing from the social exchange theory, this study conceptualized the benefits of using technologies for social distancing, health risks, social rewards and privacy concerns as antecedents of value of using technologies for social distancing in hotels. The structural model was validated by using data from more than 1,000 nationwide US consumers. Findings Benefits and consumers’ privacy concerns of using technologies for social distancing in hotels were the strongest predictors of value. Social rewards also had a significant but relatively lower effect on value. Health risks was found to have no influence on value. Originality/value The study is the first to examine the role of technologies in mitigating the effects of coronavirus. Thus, it extends the information technology and hospitality literature by examining the role of these technologies in safeguarding individual and public health.

scholarly journals HRM systems and employee affective commitment: the role of employee gender

2020 ◽  
Vol 35 (2) ◽  
pp. 189-210 ◽  
Author(s):  
DuckJung Shin ◽  
Alaine Garmendia ◽  
Muhammad Ali ◽  
Alison M. Konrad ◽  
Damian Madinabeitia-Olabarria
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Affective Commitment ◽  
Role Theory ◽  
High Involvement ◽  
Content Type ◽  
Using Data ◽  
And Function ◽  
The Impact

Purpose Despite decades of studies on high-involvement human resource management (HRM) systems, questions remain of whether high-involvement HRM systems can increase the commitment of women. This study aims to contribute to the growing body of research on the cross-level effect of HRM systems and practices on employee affective commitment by considering the moderating role of gender. Design/methodology/approach Integrating social exchange theory with gender role theory, this paper proposes that gender responses to HRM practices can be different. The hypotheses were tested using data from 104 small- and medium-sized retail enterprises and 6,320 employees from Spain. Findings The findings generally support the study’s hypotheses, with women’s affective commitment responding more strongly and positively to employees’ aggregated perceptions of a shop-level high-involvement HRM system. The findings imply that a high-involvement HRM system can promote the affective commitment of women. Originality/value This study investigates the impact of both an overall HRM system and function-specific HRM sub-systems (e.g. training, information, participation and autonomy). By showing that women can be more positively affected by high-involvement HRM systems, this paper suggests that high-involvement HRM systems can be used to encourage the involvement and participation of women.

scholarly journals Ethical Leadership and Innovative Work Behavior: The Mediating Role of Individual Attributes

2020 ◽  
Vol 6 (3) ◽  
pp. 68 ◽  
Author(s):  
Zulfiqar Ahmed Iqbal ◽  
Ghulam Abid ◽  
Francoise Contreras ◽  
Qandeel Hassan ◽  
Rabbia Zafar
Keyword(s):  
Social Exchange ◽  
Ethical Leadership ◽  
Creative Thinking ◽  
Social Exchange Theory ◽  
Service Sector ◽  
Work Behavior ◽  
Cross Sectional ◽  
Innovative Work Behavior ◽  
Innovative Work

Based on the social exchange theory, the aim of this study is to investigate the direct and indirect influence of ethical leadership on employee innovative work behavior, examining the intervening role of individual variables such as thriving at work and attitudes towards performing well in this relationship. The data was collected using self-reporting survey questionnaires by using a multi-source and cross-sectional study design with service sector employees from two different samples: the U.K. and Pakistan. The findings supported the hypothesized model, where direct and dual mediation were tested. The results extend our understanding as to how positive attitude and psychological states together create positive feelings in employees and enhance their capacity for creative thinking and implementations of new ideas.

scholarly journals Leader Machiavellianism and follower silence

2019 ◽  
Vol 28 (3) ◽  
pp. 323-342
Author(s):  
Hakan Erkutlu ◽  
Jamel Chafra
Keyword(s):  
Higher Education ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Interpersonal Relationship ◽  
Psychological Distance ◽  
Mediating Effect ◽  
Content Type ◽  
Relational Identification ◽  
The Relationship

Purpose Drawing on the social exchange theory, the purpose of this paper is to examine the relationship between leader Machiavellianism and employee’s quiescent silence. Specifically, the authors take a relational approach by introducing employee’s relational identification as the mediator. The moderating role of psychological distance in the relationship between leader Machiavellianism and quiescent silence is also considered. Design/methodology/approach Data were collected from nine universities in Turkey. The sample included 793 randomly chosen faculty members along with their department chairs. Hierarchical multiple regression analysis was conducted to test the proposed model. Findings The results of this study supported the positive effect of leader Machiavellianism on employee’s quiescent silence as well as the mediating effect of employee’s relational identification. Moreover, when the level of psychological distance is low, the relationship between leader Machiavellianism and quiescent silence is strong, whereas the effect is weak when the level of psychological distance is high. Practical implications The findings of this study suggest that educational administrators in the higher education should be sensitive in treating their subordinates, as it will lead to positive interpersonal relationship, which, in turn, will reduce workplace silence. Moreover, they should pay more attention to the buffering role of psychological distance for those subordinates with high distrust and showing silence. Originality/value This study contributes to the literature on organizational silence by revealing the relational mechanism between leader Machiavellianism and employee quiescent silence. The paper also offers a practical assistance to employees in the higher education and their leaders interested in building trust, increasing leader–employee relationship and reducing workplace silence.

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 We Trust You! A Multilevel-Multireferent Model Based on Organizational Trust to Explain Performance

2021 ◽  
Vol 18 (8) ◽  
pp. 4241
Author(s):  
Marisa Salanova ◽  
Hedy Acosta Antognoni ◽  
Susana Llorens ◽  
Pascale Le Blanc
Keyword(s):  
Organizational Performance ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Organizational Trust ◽  
Organizational Practices ◽  
Return On Assets ◽  
Top Managers ◽  
Psychological Mechanism ◽  
And Performance

This study tests organizational trust as the psychosocial mechanism that explains how healthy organizational practices and team resources predict multilevel performance in organizations and teams, respectively. In our methodology, we collect data in a sample of 890 employees from 177 teams and their immediate supervisors from 31 Spanish companies. Our results from the multilevel analysis show two independent processes predicting organizational performance (return on assets, ROA) and performance ratings by immediate supervisors, operating at the organizational and team levels, respectively. We have found evidence for a theoretical and functional quasi-isomorphism. First, based on social exchange theory, we found evidence for our prediction that when organizations implement healthy practices and teams provide resources, employees trust their top managers (vertical trust) and coworkers (horizontal trust) and try to reciprocate these benefits by improving their performance. Second, (relationships among) constructs are similar at different levels of analysis, which may inform HRM officers and managers about which type of practices and resources can help to enhance trust and improve performance in organizations. The present study contributes to the scarce research on the role of trust at collective (i.e., organizational and team) levels as a psychological mechanism that explains how organizational practices and team resources are linked to organizational performance.

scholarly journals Feeling Gratitude and Depletion: The Ambivalent Consequences of Receiving Help in the Workplace

2021 ◽  
Vol 18 (4) ◽  
pp. 2039
Author(s):  
Yuanfang Zhan ◽  
Jinfan Zhou ◽  
Huan Cheng ◽  
Renyan Mu
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Social Exchange Theory ◽  
Ego Depletion ◽  
Helping Behavior ◽  
Daily Basis ◽  
Path Model ◽  
Full Time ◽  
Psychological States ◽  
Using Data

Drawing from social exchange theory, we developed a dual-path model of employees’ reactions to episodic help received from colleagues. Through a diary study, using data collected from 127 full-time employees working in a large Chinese bank, we tested this model, revealing that receiving episodic help from colleagues is positively related to the help receivers’ gratitude and ego depletion. Through these two ambivalent psychological states, help receivers were found to simultaneously engage in more organizational citizenship behaviors and deviance behaviors on a daily basis. These empirical findings contribute to research that adopts a target-centric perspective in examining the consequences of helping behavior in the workplace.

Conversation at Work

2016 ◽  
Vol 44 (2) ◽  
pp. 177-197 ◽  
Author(s):  
Guowei Jian ◽  
Francis Dalisay
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Online Survey ◽  
Organizational Outcomes ◽  
Potential Interaction ◽  
Exchange Theory ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Communication Frequency ◽  
Using Data

Although research has made significant gains in understanding the constitutive nature of conversation in the process of organizing, its predictive effects on organizational outcomes are still uncertain. To contribute in this direction, based on social exchange theory and leader-member exchange (LMX) research, this study examined the predictive effects of leader-member conversational quality (LMCQ) on employee organizational commitment (OC), and the potential interaction effects of LMCQ with LMX quality. Using data from an online survey, this study found that above and beyond communication frequency and other control variables, LMCQ is significantly associated with employee OC. More interestingly, the effects of LMCQ vary based on the level of LMX quality. These findings have significant implications at both theoretical and practical levels.

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