scholarly journals The Curvilinear Relationship Between Job Control and Voice: Role of Emotional Resistance to Change and Supervisor Developmental Feedback

SAGE Open ◽  
2021 ◽  
Vol 11 (2) ◽  
pp. 215824402110278
Author(s):  
Xian Tiantian ◽  
Zhang Zhenduo ◽  
Xiao Huan ◽  
Xiu Jing ◽  
Jia Wentong
Keyword(s):  
Resistance To Change ◽  
Negative Relationship ◽  
Job Control ◽  
Curvilinear Relationship ◽  
Conservation Of Resources ◽  
Mediating Role ◽  
Developmental Feedback ◽  
Emotional Resistance ◽  
Moderating Role

The purpose of this study was to delve into the underlying mechanism and contextual boundary condition of the U-shaped relationship between job control and voice at the episode level within the framework of conservation of resources theory. Adopting a two-wave experience sampling method, this study collected 265 matched cases nested in 53 Chinese employees for 5 consecutive days. By hierarchical linear regression, the U-shaped effect of job control on voice at the episode level was replicated. Furthermore, the mediating role of emotional resistance (ER) to change and to the moderating role of supervisor developmental feedback (SDF) was examined. Job control has a U-shaped effect on day-level voice and an inverted U-shaped effect on trait ER, which mediates the curvilinear relationship between job control and day-level voice. Daily SDF moderates the curvilinear relationship between job control and day-level voice such that daily SDF buffers the negative relationship between low job control and day-level voice, as well as amplifies the positive relationship between high job control and day-level voice. The current study unveils the mediating states and contextual boundary conditions of the curvilinear relationship between job control and day-level voice by testing the mediating role of ER and moderating role of SDF at the episode level, thereby further contributing to the literature on voice.

The influence of team reflexivity and shared meta-knowledge on the curvilinear relationship between team diversity and team ambidexterity

2018 ◽  
Vol 56 (5) ◽  
pp. 1033-1050 ◽  
Author(s):  
Ci-Rong Li ◽  
Chun-Xuan Li ◽  
Chen-Ju Lin ◽  
Jing Liu
Keyword(s):  
Design Methodology ◽  
Negative Relationship ◽  
Curvilinear Relationship ◽  
High Tech ◽  
Content Type ◽  
Team Diversity ◽  
Mediating Role ◽  
Elaboration Model ◽  
Moderating Role

PurposeThe purpose of this paper is to explicate the influence of diverse team on team-level ambidexterity and its curvilinear assessment, and test the mediating role of team reflexivity and the moderating role of shared meta-knowledge in the curvilinear relationship between team diversity and team ambidexterity.Design/methodology/approachThe authors collected multisource and temporally separated data on 206 R&D teams within 28 high-tech firms in Taiwan.FindingsThis study found a complex, curvilinear, moderated mediation relationship that functional background diversity has with team ambidexterity. Furthermore, consistent with the notion from categorization-elaboration model, the authors found the curvilinear relationship that functional background diversity has with both team ambidexterity and team reflexivity. Finally, the authors also found that the curvilinear relationship between functional background diversity and team reflexivity was moderated by shared meta-knowledge, such that the positive relationship was strengthened and the negative relationship weakened, in higher shared meta-knowledge in teams rather than lower.Originality/valueThe results demonstrate that team diversity-team ambidexterity relationship is much more complicated than previous works have assumed or suggested. Overall, the authors contribute to a novel understanding about the importance of team diversity in ambidextrous teams by opening the black box of how and when functional background diversity and team ambidexterity.

“I didn’t want to do, but I am happy to now!” Affect, voice and in-role performance

Kybernetes ◽  
2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zhenduo Zhang ◽  
Huan Xiao ◽  
Xueqin Gou ◽  
Miaomiao Li ◽  
Junwei Zheng
Keyword(s):  
Positive Affect ◽  
Resistance To Change ◽  
Negative Relationship ◽  
Work Outcomes ◽  
Employee Voice ◽  
Conservation Of Resources ◽  
Role Performance ◽  
Negative Effects ◽  
Content Type ◽  
Emotional Resistance

Purpose Previous research has examined the effects of discrete affects on voice; however, the role of trait and state affects in voice literature has received little attention. This study aims to address this important issue from a conservation of resources perspective, by exploring the influence of daily positive affect and emotional resistance to change on the voice of employees and their resulting work outcomes. Design/methodology/approach The study collected data about 285 daily episodes from 57 employees over five consecutive days, using an experience sampling method (ESM) through mobile surveys. The study found that emotional resistance to change was negatively related to employee voice and in-role performance. Findings Voice mediated the negative relationship between emotional resistance to change and in-role performance. The study also found that daily positive affect buffered the negative effects of emotional resistance to change on voice. Originality/value These findings extend the research concerning affect and voice; the study provides integrative insight into how affect dynamically influences organizations.

Linking supervisor developmental feedback to in-role performance: The role of job control and perceived rapport with supervisors

2020 ◽  
pp. 1-16
Author(s):  
Zhenduo Zhang ◽  
Li Zhang ◽  
Honglei Wang ◽  
Junwei Zheng
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Linear Regression Analysis ◽  
Underlying Mechanism ◽  
Job Control ◽  
Role Performance ◽  
Mediating Role ◽  
Developmental Feedback ◽  
Positive Effect

Abstract This paper investigates the underlying mechanism and boundary condition of the relationship between day-level supervisor developmental feedback (SDF) and day-level in-role performance (IRP) based on the framework of social exchange theory. The current study collects 290 matched surveys nested in 58 Chinese employees for five consecutive days, employing experience sampling method. Using hierarchical linear regression analysis, this paper examines the mediating role of perceived rapport with supervisors (PRS) and the moderating role of job control. Results show SDF has a positive effect on PRS and consequently enhances employee IRP. This indirect effect is moderated by employee job control. When job control is high, SDF helps supervisors develop a high-quality rapport with employees and is conducive to employees improving their IRP. However, when job control is low, the positive effect of SDF on IRP through PRS is not significant.

Exchange ideology and employee creativity: a moderated mediation analysis

2020 ◽  
Vol 58 (7) ◽  
pp. 1375-1395
Author(s):  
Zhigang Song ◽  
Qinxuan Gu
Keyword(s):  
Shared Leadership ◽  
Negative Relationship ◽  
Moral Leadership ◽  
Employee Creativity ◽  
Content Type ◽  
Mediating Role ◽  
Exchange Ideology ◽  
The Relationship ◽  
Moderating Role

PurposeThis paper aims to investigate the relationship between exchange ideology and employee creativity based on the social exchange perspective. It also attempts to examine the mediating role of perceived shared leadership and the moderating role of vertical moral leadership.Design/methodology/approachMultilevel and multisource data were collected from 56 research and development (R&D) teams with 306 employees. Hypotheses were tested with multilevel path analysis.FindingsThe authors found that exchange ideology was negatively related to both perceived shared leadership and employee creativity, and perceived shared leadership mediated the relationship between exchange ideology and employee creativity. Moreover, we revealed that vertical moral leadership buffered the negative relationship between employee exchange ideology and perceived shared leadership and also the indirect effect of exchange ideology on employee creativity via perceived shared leadership.Research limitations/implicationsOrganizations should select employees with a relatively weak exchange ideology when forming teams to conduct creative tasks. Moreover, team leaders should make great efforts to facilitate the development of shared leadership among team members while to be a moral leader.Originality/valueThis study extends creativity literature by investigating the effect of exchange ideology on employee creativity. It also sheds lights on leadership research by examining the mediating role of perceived shared leadership and the moderating role of vertical moral leadership.

scholarly journals Impact of Ethical leadership on Followers’ Organizational Deviance, Mediating role of Psychosocial Safety Climate, Moderating role of Union Commitment A Study in the Context of Pakistan

2016 ◽  
Vol 4 (2) ◽  
pp. 9-22
Author(s):  
Rumesa Pervez Khan ◽  
Keyword(s):  
Ethical Leadership ◽  
Safety Climate ◽  
Negative Relationship ◽  
Junior Doctors ◽  
Organizational Deviance ◽  
Union Commitment ◽  
Mediating Role ◽  
The Relationship ◽  
Moderating Role

The purpose of the study was to investigate the relationship between Ethical Leadership and followers’ Organizational Deviance, followed by the mediating role of Psychosocial Safety climate and moderating role of Union Commitment among the young doctors in Pakistan. Data were collected from young/junior doctors (practitioners) working in public/ private hospitals in Islamabad, Rawalpindi, and Bahawalpur. Hierarchical Regression tests were run and the results indicated that Ethical Leadership has a significant and negative relationship with Organizational Deviance. Further, the results indicated that Union Commitment moderates the relationship between Ethical Leadership and Organizational Deviance, such that greater the commitment of the members with the union would result in weakening the relationship between ethical leadership and organizational deviance. The findings also suggest that psychosocial safety climate does not mediate between ethical leadership and organizational deviance.

The effect of exploitative leadership on knowledge hiding: a conservation of resources perspective

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Limin Guo ◽  
Ken Cheng ◽  
Jinlian Luo
Keyword(s):  
Psychological Distress ◽  
Hostile Attribution Bias ◽  
Conservation Of Resources ◽  
Hostile Attribution ◽  
Content Type ◽  
Mediating Role ◽  
Attribution Bias ◽  
Knowledge Hiding ◽  
Moderating Role

PurposeDrawing on conservation of resources (COR) theory, this study aims to explore the influencing mechanism of exploitative leadership on knowledge hiding. Specifically, this study focuses on the mediating role of psychological distress and the moderating role of hostile attribution bias in affecting the mediation.Design/methodology/approachData were collected from 324 employees of a high-technology company in China by a three-wave questionnaire survey. Hierarchical regression analysis and bootstrapping approach were employed to test hypotheses.FindingsThis study found that exploitative leadership was positively related to knowledge hiding and that psychological distress mediated this relationship. Moreover, the results revealed that the positive relationship between exploitative leadership and psychological distress and the indirect effect of exploitative leadership on knowledge hiding via psychological distress were stronger when hostile attribution was high rather than low.Practical implicationsThe findings of this study offer guidance for managers to better undermine the negative effects of exploitative leadership.Originality/valueFirst, this study extends the literature on exploitative leadership by verifying the positive effect of exploitative leadership on knowledge hiding. Second, this study enriches one’s understanding of the “black box” underlying the link between exploitative leadership and its consequences by demonstrating the mediating role of psychological distress. Third, by verifying the moderating role of hostile attribution bias, this study provides insights into the boundary conditions of the impact of exploitative leadership.

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