Is Paternalistic Leadership a Double-Edged Sword for Team Performance? The Mediation of Team Identification and Emotional Exhaustion

2020 ◽  
pp. 154805182097964
Author(s):  
Tse Yao Huang ◽  
Chieh-Peng Lin
Keyword(s):  
Social Identity ◽  
Team Performance ◽  
Emotional Exhaustion ◽  
Social Identity Theory ◽  
High Tech ◽  
Team Identification ◽  
Conservation Of Resources ◽  
Paternalistic Leadership ◽  
Research Framework ◽  
Managerial Implications

Drawing on social identity theory and the conservation of resources theory, this study proposes a research framework to reconcile the arguments in previous findings regarding how paternalistic leadership affects team performance. Data from team workers with a variety of professional expertise and skills across 66 high-tech teams in Taiwan were analyzed. The empirical results of this study demonstrate authoritarianism as a double-edged sword for team performance in which authoritarianism positively relates to team performance through team identification but negatively relates to team performance through emotional exhaustion. At the same time, morality positively relates to team performance through team identification, whereas benevolence positively relates to team performance through emotional exhaustion. Based on the findings, theoretical implications, managerial implications, and research limitations are discussed.

The Role of Functional Diversity, Collective Team Identification, and Task Cohesion in Influencing Innovation Speed

2022 ◽  
pp. 1535-1566
Author(s):  
Jin Chen ◽  
Wei Yang Lim ◽  
Bernard C.Y. Tan ◽  
Hong Ling
Keyword(s):  
Functional Diversity ◽  
Social Identity Theory ◽  
Team Identification ◽  
Implementation Phase ◽  
Software Teams ◽  
Task Cohesion ◽  
Managerial Implications ◽  
Two Phases ◽  
The Relationship

This article opens up the black box of innovation and examines the relationship between functional diversity in software teams and the often neglected dimension of innovation – speed, over the two phases of innovation: creativity and idea implementation. By combining information processing view and social identity theory, the authors hypothesize that when collective team identification is low, functional diversity positively affects the time spent in the creativity phase; however, when collective team identification is high, this relationship is inverted U-shaped. When task cohesion is high, functional diversity negatively affects the time spent in the idea implementation phase; however, when task cohesion is low, this relationship is U-shaped. Results from 96 IT software-teams confirmed the authors' hypotheses. Theoretical and managerial implications are discussed.

The Role of Functional Diversity, Collective Team Identification, and Task Cohesion in Influencing Innovation Speed

2018 ◽  
Vol 26 (2) ◽  
pp. 163-192 ◽  
Author(s):  
Jin Chen ◽  
Wei Yang Lim ◽  
Bernard C.Y. Tan ◽  
Hong Ling
Keyword(s):  
Functional Diversity ◽  
Social Identity Theory ◽  
Team Identification ◽  
Implementation Phase ◽  
Software Teams ◽  
Task Cohesion ◽  
Managerial Implications ◽  
Two Phases ◽  
The Relationship

This article opens up the black box of innovation and examines the relationship between functional diversity in software teams and the often neglected dimension of innovation – speed, over the two phases of innovation: creativity and idea implementation. By combining information processing view and social identity theory, the authors hypothesize that when collective team identification is low, functional diversity positively affects the time spent in the creativity phase; however, when collective team identification is high, this relationship is inverted U-shaped. When task cohesion is high, functional diversity negatively affects the time spent in the idea implementation phase; however, when task cohesion is low, this relationship is U-shaped. Results from 96 IT software-teams confirmed the authors' hypotheses. Theoretical and managerial implications are discussed.

Corporate Renaming of Stadiums, Team Identification, and Threat to Distinctiveness

2012 ◽  
Vol 26 (4) ◽  
pp. 350-357 ◽  
Author(s):  
Stephen Reysen ◽  
Jamie S. Snider ◽  
Nyla R. Branscombe
Keyword(s):  
Social Identity ◽  
Social Identity Theory ◽  
Identity Theory ◽  
Team Identification ◽  
Large Corporation ◽  
Mediated Moderation ◽  
Name Change ◽  
Moderation Analysis ◽  
Perceived Harm

We examined the effect of corporate renaming of a stadium on fans’ felt anger and perceived harm to the team’s distinctiveness by asking participants to imagine that their historic local sport venue was renamed (or not) after a large corporation or a wealthy individual. Participants reported more perceived harm to the team’s distinctiveness when a corporation (vs. individual) donated money to the team. Furthermore, participants who thought that the venue name had been changed (compared with no name change) expressed more anger and perceived the name change to be a threat to the team’s distinctiveness. A mediated moderation analysis showed that, compared with when the stadium name remained the same, highly identified fans believed the name change would harm the distinctiveness of the team, which resulted in greater felt anger. In line with social identity theory, the results show that anger is an emotional outcome of recently experienced distinctiveness threat.

Social Media, Online Brand Communities, and Customer Engagement in the Fashion Industry

2019 ◽  
pp. 143-172
Author(s):  
Guida Helal
Keyword(s):  
Social Media ◽  
Social Identity ◽  
Social Identity Theory ◽  
Customer Engagement ◽  
Fashion Industry ◽  
Brand Communities ◽  
Fashion Brand ◽  
Online Brand Communities ◽  
Managerial Implications ◽  
Social Media Platforms

Fashion brands have shifted communication to social media as part of evolutionary modern-day marketing approaches to reaching consumers. Brands have adjusted to a vocal customer through back-and-forth interchange on social media platforms that have progressively facilitated for online brand communities. Social media brand communities serve to engage audiences in interactive settings that resonate with individual consumers across different levels. As brand awareness is augmented, brand impressions are conceived, brand-customer relationships are formed, and a sense of community is fostered around a brand, consumers exploit association to such social media brand communities in advancing social identity. The following chapter explores the impact of social media brand communities on Millennials in the fashion industry, while considering the social identity theory. The chapter focuses on theoretical and managerial implications. This chapter considers the influence social media brand communities and social identity may have on a fashion brand.

Social Identity Matters

2017 ◽  
pp. 326-361 ◽  
Author(s):  
Guida Helal ◽  
Wilson Ozuem
Keyword(s):  
Social Media ◽  
Social Identity ◽  
Social Identity Theory ◽  
Identity Theory ◽  
Customer Relationships ◽  
Marketing Communications ◽  
Managerial Implications ◽  
Social Media Platforms ◽  
Identity Based ◽  
Fashion Apparel

Fashion brands' online presence provide a platform for customers to supplement social identity based on associations with brands, and ultimately this can shape brand perceptions among customers through promised functional and symbolic benefits. Social media has matured into the prime channel for regular interactions and the development of brand-customer relationships that enrich social identity. Drawing on social identity theory, the current chapter examines how the evolving social media platforms impact on brand perceptions in the fashion apparel and accessories industries. The chapter focuses on theoretical implications and managerial implications. The concluding section offers some significant roles that social media and social identity may play in keeping up with the design and development of marketing communications programmes.

Linking servant leadership to employee creativity

2019 ◽  
Vol 14 (1) ◽  
pp. 215-233
Author(s):  
Jin Yang ◽  
Cuiping Ma ◽  
Jibao Gu ◽  
Hefu Liu
Keyword(s):  
Social Identity ◽  
Servant Leadership ◽  
Social Identity Theory ◽  
Team Identification ◽  
Employee Creativity ◽  
Mediation Effects ◽  
Content Type ◽  
Leadership Influence ◽  
The Relationship

Purpose This paper aims to put forth a model that accounts for the effect of servant leadership on employee creativity from a social identity perspective. Specifically, this paper aims to examine team identification as the mediating mechanism by which servant leadership influence employee creativity. This paper also intends to investigate the moderating influences of horizontal and vertical collectivism on the effectiveness of servant leadership on follower team identification. Design/methodology/approach Servant leadership, team identification, collectivism (consisted of horizontal and vertical collectivism) and employee creativity were assessed in an empirical study based on a sample of 451 employees from 11 banks in China. Findings Drawing on social identity theory, this study found that follower team identification partially mediates the relationship between servant leadership and employee creativity. In addition, results showed that horizontal collectivism moderates the relationship between servant leadership and follower team identification; the relationship was more positive when horizontal collectivism was high, rather than low; vertical collectivism also moderates the relationship between servant leadership and follower team identification; the relationship was more positive when vertical collectivism was low, rather than high. However, results of this study indicated that the moderated mediation effects of team identification on the relationship between servant leadership and employee creativity are nonsignificant. Practical implications First, this research affirmed the need to promote servant leadership in employment settings. Second, managers’ understandings of the instrumental role of servant leadership in showing interpersonal acceptance, offering encouragement and support and expressing trust would prove to be valuable because it could enhance employee creativity. Finally, the findings from this study should help managers gain a better understanding of the contextual factors. Originality/value The first contribution of the current study was to identify team identification as an important psychological process that can link servant leadership to employee creativity. Another important contribution of the current research was the identification of the boundary conditions (e.g. horizontal and vertical collectivism).

Identity in Twitter’s Hashtag Culture: A Sport-Media-Consumption Case Study

2012 ◽  
Vol 5 (4) ◽  
pp. 539-557 ◽  
Author(s):  
Lauren Reichart Smith ◽  
Kenny D. Smith
Keyword(s):  
Social Identity ◽  
Social Identity Theory ◽  
Identity Theory ◽  
Team Identification ◽  
Media Consumption ◽  
Sport Media ◽  
World Series ◽  
Audience Fragmentation ◽  
Baseball Team

This case study, using social-identity theory as a framework, examines how sport consumers and producers used different identifiers to engage in conversation during the final games of the 2012 College World Series of baseball. Five major hashtags were noted for each baseball team as primary identifiers; users fit in 3 main groups and subgroups. The analysis of tweets revealed 5 major themes around which the conversations primarily revolved. The study has implications for social-identity theory and team identification, as well as broader implications for audience fragmentation and notions of the community of sport.

scholarly journals Does a Competent Member Always Obtain Good Results? The Social Identity Perspective

SAGE Open ◽  
2021 ◽  
Vol 11 (1) ◽  
pp. 215824402110061
Author(s):  
Soo Young Shin ◽  
Cheol Young Kim
Keyword(s):  
Social Identity ◽  
Team Performance ◽  
Social Identity Theory ◽  
Interactive Effect ◽  
Individual Performance ◽  
Hierarchical Regression ◽  
Group Cohesiveness ◽  
The Social ◽  
The Individual ◽  
Positive Effect

This study aims to examine whether competent members produce good performance from the social identity theory perspective. Specifically, it investigates the moderating effect of perceived team performance and group cohesiveness in the competency–performance relationship. Data from 427 employees with multi-source at a manufacturing company were used for a hierarchical regression analysis. The results show that competency has a positive effect on the individual performance, and competent individuals with a highly perceived team performance tend to demonstrate better performance. Unlike the results of the perceived team performance, group cohesiveness has a negative interactive effect with competency regarding performance.

Off-Field Behavior of Athletes and Team Identification: Using Social Identity Theory and Balance Theory to Explain Fan Reactions

2009 ◽  
Vol 23 (2) ◽  
pp. 142-155 ◽  
Author(s):  
Janet S. Fink ◽  
Heidi M. Parker ◽  
Martin Brett ◽  
Julie Higgins
Keyword(s):  
Social Identity ◽  
Social Identity Theory ◽  
Significant Interaction ◽  
Identity Theory ◽  
Future Research ◽  
Team Identification ◽  
Balance Theory ◽  
Significant Interaction Effect ◽  
Fan Identification ◽  
The Difference

In the current article, we extend the literature on fan identification and social identity theory by examining the effects of unscrupulous off-field behaviors of athletes. In doing so, we drew from both social identity theory and Heider’s balance theory to hypothesize a significant interaction between fan identification level and leadership response on fans’ subsequent levels of identification. An experimental study was performed and a 2 (high, low identification) × 2 (weak, strong leadership response) ANOVA was conducted with the pre to post difference score in team identification as the dependent variable. There was a significant interaction effect (F(2, 80)= 23.71,p< .001) which explained 23% of the variance in the difference between prepost test scores. The results provide evidence that unscrupulous acts by athletes off the field of play can impact levels of team identification, particularly for highly identified fans exposed to a weak leadership response. The results are discussed relative to appropriate theory. Practical implications and suggestions for future research are also forwarded.

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