Why Employees Help Teammates When Their Leader Looks Powerful: A Multilevel Investigation

2020 ◽  
Vol 45 (6) ◽  
pp. 808-835
Author(s):  
Mee Sook Kim ◽  
Haeseen Park ◽  
Won-Woo Park
Keyword(s):  
Organizational Citizenship ◽  
Social Identity Theory ◽  
Social Identification ◽  
Team Identification ◽  
Team Members ◽  
Individual Level ◽  
Referent Power ◽  
Expert Power ◽  
Member Exchange ◽  
The Individual

We extend prior research on leader power by examining why and when leader referent and expert powers influence team members’ organizational citizenship behaviors directed at other individuals (OCBI) from the multilevel perspective. We propose that leader referent and expert power perceptions operate at both individual and team levels and lead to OCBI through distinct motivational mechanisms. Drawing upon social identity theory, we suggest that team-level leader referent and expert powers facilitate social identification as salient team features and in turn promote team members’ OCBI through collective team identification. On the other hand, at the individual level, leader referent and expert powers are experienced discretionarily and affect members’ OCBI through dyadic exchange relationships with a leader–member exchange (LMX) based on the reciprocity norm. Furthermore, collective team identification is hypothesized to moderate the relationship between LMX and OCBI. Findings from 465 employees in 80 teams show that team-level leader referent power enhances collective team identification and OCBI beyond expert power but not vice versa. At the individual level, both referent and expert powers have positive indirect impact on OCBI via LMX. The moderating effect of collective team identification is supported in that team members convert high-quality LMX into OCBI only when collective team identification is higher. Theoretical and practical implications of these findings are discussed.

The role of knowledge sharing and LMX to enhance employee creativity in theme park work team

2018 ◽  
Vol 30 (5) ◽  
pp. 2343-2359 ◽  
Author(s):  
Shu-hsien Liao ◽  
Chih-chiang Chen ◽  
Da-chian Hu
Keyword(s):  
Knowledge Sharing ◽  
Theme Park ◽  
Employee Creativity ◽  
Content Type ◽  
Team Members ◽  
Individual Level ◽  
Member Exchange ◽  
Multi Level ◽  
Customer Services ◽  
The Individual

Purpose This paper aims to empirically test individual, team and multi-level relationships among knowledge sharing (KS), leader–member exchange (LMX), employee creativity (EC) and team innovation (TI). The study tests how KS affects EC via LMX at lower and multi levels. At a higher level, how creativity affects TI is also tested. Design/methodology/approach Questionnaires were sent to 43 team leaders and 215 team members from the largest theme park in Taiwan, E-DA, who are engaged in offering creative and innovative customer services. Multilevel analysis was conducted based on the questionnaires received. Findings Major findings agree the contention that KS can improve EC via LMX at both employee and multi-level. The results also indicate that KS affects team creativity (TC) at the team level; however, TC and TI do not have a significant positive relationship. Originality/value The study examined how to enhance employees’ creativity from the individual and team levels in a theme park, an area with rare literature. The authors found that LMX is an important mediator between KS and EC. The mediated effect of KS on EC through LMX is higher in a cross level than individual level. In addition, a team’s KS has more effect on EC than the individual level.

scholarly journals The I and We of Team Identification: A Multilevel Study of Exhaustion and (In)congruence Among Individuals and Teams in Team Identification

2021 ◽  
pp. 105960112110047
Author(s):  
Nina M. Junker ◽  
Rolf van Dick ◽  
Jan A. Häusser ◽  
Thomas Ellwart ◽  
Michael J. Zyphur
Keyword(s):  
Polynomial Regression ◽  
Group Processes ◽  
Social Identification ◽  
Team Identification ◽  
Group Level ◽  
Positive Direction ◽  
Individual Level ◽  
The Cross ◽  
The Individual ◽  
Level Identification

The social identity approach to stress proposes that the beneficial effects of social identification develop through individual and group processes, but few studies have addressed both levels simultaneously. Using a multilevel person–environment fit framework, we investigate the group-level relationship between team identification (TI) and exhaustion, the individual-level relationship for people within a group, and the cross-level moderation effect to test whether individual-level exhaustion depends on the level of (in)congruence in TI between individuals and their group as a whole. We test our hypotheses in a sample of 525 employees from 82 teams. Multilevel polynomial regression analysis revealed a negative linear relationship between individual-level identification and exhaustion. Surprisingly, the relation between group-level identification and exhaustion was curvilinear, indicating that group-level identification was more beneficial at low and high levels compared with medium levels. As predicted, the cross-level moderation of the individual-level relationship by group-level identification was also significant, showing that as individuals became more incongruent in a positive direction (i.e., they identified more strongly than the average team member), they reported less exhaustion, but only if the group-level identification was average or high. These results emphasize the benefits of analyzing TI in a multilevel framework, with both 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.

Coworkers’ Relationship Quality and Interpersonal Emotions in Team-Member Dyads in China: the Moderating Role of Cooperative Team Goals

2016 ◽  
Vol 12 (4) ◽  
pp. 687-716 ◽  
Author(s):  
Catherine K. Lam ◽  
Xu Huang ◽  
Frank Walter ◽  
Simon C. H. Chan
Keyword(s):  
Relationship Quality ◽  
Work Performance ◽  
Team Member ◽  
Performance Outcomes ◽  
Dyadic Relationships ◽  
Team Members ◽  
Individual Level ◽  
Interpersonal Emotions ◽  
Cooperative Team ◽  
The Individual

ABSTRACTThis study investigates the origins of discrete interpersonal emotions in team-member dyads using two independent samples from an education institute and a telecommunication services company in China. Results across both studies showed that the quality of team members’ dyadic relationships positively relates to interpersonal admiration, sympathy, and envy, and negatively relates to interpersonal contempt. Furthermore, teams’ cooperative goals moderate these dyad-level linkages. The association of relationship quality with interpersonal emotions is particularly pronounced in teams with less cooperative goals but buffered in teams with more cooperative goals. Finally, on the individual level of analysis, envy and contempt are inversely associated with team members’ work performance, objectively measured. These findings provide new insights about key antecedents and crucial moderators in the development of interpersonal emotions in Chinese work teams and reiterate the relevance of these emotions for tangible performance outcomes.

scholarly journals Employees’ Perceptions of CSR, Work Engagement, and Organizational Citizenship Behavior: The Mediating Effects of Organizational Justice

2019 ◽  
Vol 16 (10) ◽  
pp. 1731 ◽  
Author(s):  
Tahir Farid ◽  
Sadaf Iqbal ◽  
Jianhong Ma ◽  
Sandra Castro-González ◽  
Amira Khattak ◽  
...  
Keyword(s):  
Procedural Justice ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Work Engagement ◽  
Organizational Citizenship Behavior ◽  
Social Exchange Theory ◽  
Banking Sector ◽  
Citizenship Behavior ◽  
Individual Level ◽  
The Individual

Corporate social responsibility (CSR) at the individual level has emerged as an important field of research. However, a more comprehensive understanding of how CSR affects employee work engagement and organizational citizenship behavior (OCB) is still lacking. Based on social exchange theory, we examine the effects of employees’ perceptions of CSR on OCB and work engagement as well as the mediating mechanism of distributive and procedural justice, based on data collected from 350 employees working in the banking sector of Pakistan. Our study suggests that employees’ perceptions of CSR positively predict OCB and work engagement, and that work engagement is positively related to OCB. Both distributive and procedural justice positively mediate the effects of employees’ perceptions of CSR on OCB and work engagement.

scholarly journals Social Identification and Redistribution in Heterogeneous Federations: Evidence From Germany and Belgium

2017 ◽  
Vol 51 (9) ◽  
pp. 1177-1207 ◽  
Author(s):  
Joshua Holm ◽  
Benny Geys
Keyword(s):  
Social Identity Theory ◽  
General Social Survey ◽  
Strong Support ◽  
Developed Countries ◽  
Social Identification ◽  
Financial Flows ◽  
Individual Level ◽  
Redistributive Taxation ◽  
Level Data ◽  
Local Politicians

Recent evidence of increasing income heterogeneity within developed countries has reignited debates concerning the redistribution of income and wealth. In this article, we contribute to this debate by assessing the role of individuals’ jurisdictional identification for their preferences toward intrafederation redistributive financial flows. Incorporating insights from social identity theory in a model of redistributive taxation, we show that federal, rather than local, identification can lead individuals to shift their redistribution preferences independent of their narrowly defined personal economic interests. Moreover, contrary to conventional wisdom, welfare state support will sometimes be decreasing in national identification. We empirically assess these predictions using individual-level data from the 2008 German General Social Survey (ALLBUS) and a 2013-2014 survey among Belgian local politicians. Our findings provide strong support for the model’s core predictions in both settings.

Individual- and Organizational-Level Consequences of Organizational Citizenship Behaviors

2017 ◽  
Author(s):  
Scott B. Mackenzie ◽  
Nathan P. Podsakoff ◽  
Philip M. Podsakoff
Keyword(s):  
Boundary Conditions ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behaviors ◽  
Organizational Level ◽  
Citizenship Behaviors ◽  
Individual Group ◽  
Environmental Characteristics ◽  
Individual Level ◽  
The Individual

Although the effects of organizational citizenship behaviors on individual-level and organizational-level outcomes have been well documented in the literature, far less is known about the theoretical mechanisms that explain these effects, or the boundary conditions that influence their strengths. Thus, for the purposes of this chapter, after providing a brief summary of the effects of OCB on individual- and organizational-level outcomes, we identify the theoretical mechanisms through which OCBs are believed to produce their effects, and the individual, group, supervisor, task, organizational, and cultural/environmental characteristics that moderate these effects. In addition, we also suggest how several prototypical forms of OCB (helping, sportsmanship, and voice) might be related to these mediators and how the relationships between these different forms of OCB and individual- and organizational-level outcomes might be influenced by these moderators.

scholarly journals Individual and Group Level Antecedents of Team-Member Exchange (TMX) and its Associated Outcomes

2015 ◽  
Vol 5 (1) ◽  
pp. 567-583
Author(s):  
Urmila Rani Srivastava ◽  
Vandana Singh
Keyword(s):  
Team Member ◽  
Relevant Literature ◽  
Future Research ◽  
Group Level ◽  
Exchange Relationship ◽  
High Quality ◽  
Individual Level ◽  
Team Member Exchange ◽  
Member Exchange ◽  
The Individual

In recent years, teams have become a popular and efficient way of managing and performing work tasks. The idea behind teams is that if they are structured to maximize communication density, connectivity, and minimize hierarchy, there will be greater flexibility in communicating, cooperating, and collaborating on work-related tasks. Human resources  are growing concern for today’s competitive organizations. Therefore it is very essential to focus on this issue seriously. In this review paper, we have integrated empirical research regarding the antecedents and consequences of Team-Member Exchange (TMX). An exchange relationship between team members is very critical but relatively unexplored phenomenon in the field of organizational behaviour. We have proposed a theoretical model to study certain selected antecedents (or predictor) and consequences of team-member exchange (TMX) process, both at the individual and group level. The individual level antecedents included in this paper are organizational justice, emotional intelligence, workplace friendship and group level antecedents are collectivistic orientation, team similarity, team identification, team-member affect, team reflexivity and group potency. Likewise, individual level outcomes associated with high quality team-member exchange are organizational citizenship behaviour, job performance, mental health and group level outcomes associated with high quality team-member exchange are team conflict, team climate, team commitment, team performance and team innovativeness. Further, several preliminary propositions have been offered to guide future research and the role of team-member exchange (TMX) within a broad theoretical and empirical context is discussed.Finally, we have discussed the gaps in the relevant literature, major issues for future research on team-member exchange (TMX) along with implications and interventions about how management can develop good interrelationships between co-workers. 

Justice in Teams

2017 ◽  
Author(s):  
Vincente Martínez-Tur ◽  
Carolina Moliner
Keyword(s):  
Individual Differences ◽  
Organizational Context ◽  
Single Group ◽  
Team Members ◽  
Individual Level ◽  
Successful Model ◽  
Shared Experiences ◽  
The Individual ◽  
Different Levels ◽  
Justice Climate

Traditionally, justice in teams refers to a specific climate—called justice climate—describing shared perceptions about how the team as a whole is treated. Justice at the individual level has been a successful model from which to build the concept of justice in teams. Accordingly, there is a parallelism between the individual and team levels in the investigation of justice, where scholars’ concerns and responses have been very similar, despite studying different levels of construct. However, the specific particularities of teams are increasingly considered in research. There are three concepts (faultlines, subgrouping, and intergroup justice) that contribute to knowledge by focusing on particularities of teams that are not present at the individual level. The shift toward team-based structures provides an opportunity to observe the existence of dividing lines that may split a team into subgroups (faultlines) and the difficulty, in many cases, of conceiving of the team members as part of a single group. This perspective about teams also stimulates the study of the subgroup as a source of justice and the focus on intergroup justice within the team. In sum, the organizational context facilitates shared experiences and perceptions of justice beyond individual differences but also can result in potential conflicts and discrepancies among subgroups within the team in their interpretation of fairness.

Measuring Real-Time Team Cognition During Team Training

2019 ◽  
Vol 62 (5) ◽  
pp. 825-860 ◽  
Author(s):  
Jamie C. Gorman ◽  
David A. Grimm ◽  
Ronald H. Stevens ◽  
Trysha Galloway ◽  
Ann M. Willemsen-Dunlap ◽  
...  
Keyword(s):  
Mutual Information ◽  
Real Time ◽  
Cognitive Skill ◽  
Time Response ◽  
Team Cognition ◽  
Leadership Emergence ◽  
Team Members ◽  
Individual Level ◽  
The Individual ◽  
Post Hoc

Objective A method for detecting real-time changes in team cognition in the form of significant communication reorganizations is described. We demonstrate the method in the context of scenario-based simulation training. Background We present the dynamical view that individual- and team-level aspects of team cognition are temporally intertwined in a team’s real-time response to challenging events. We suggest that this real-time response represents a fundamental team cognitive skill regarding the rapidity and appropriateness of the response, and methods and metrics are needed to track this skill. Method Communication data from medical teams (Study 1) and submarine crews (Study 2) were analyzed for significant communication reorganization in response to training events. Mutual information between team members informed post hoc filtering to identify which team members contributed to reorganization. Results Significant communication reorganizations corresponding to challenging training events were detected for all teams. Less experienced teams tended to show delayed and sometimes ineffective responses that more experienced teams did not. Mutual information and post hoc filtering identified the individual-level inputs driving reorganization and potential mechanisms (e.g., leadership emergence, role restructuring) underlying reorganization. Conclusion The ability of teams to rapidly and effectively reorganize coordination patterns as the situation demands is a team cognitive skill that can be measured and tracked. Application Potential applications include team monitoring and assessment that would allow for visualization of a team’s real-time response and provide individualized feedback based on team member’s contributions to the team response.

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