Instagram User’s Contingent Self-Esteem and Depression: A Mediating Role of Upward Social Comparison

The current research explored the serial mediating role of social comparison and interpersonal skills in the association between positive parenting and self-esteem in adolescents. The participants for this study comprised 674 (boys = 47%, girls = 53%) adolescents recruited from the mainstream government school of Lahore, an urbanized city of Pakistan, by using a multistage sampling technique. Participants for this research have an age range of 12–19 years ( M = 14.88, SD = 1.33). Parenting Style Scale for Adolescents, Self-Esteem Scale for Children, Social Comparison Scale, and Interpersonal Skills Scale were used to measure the positive parenting, self-esteem, social comparison, and interpersonal skills, respectively. Based on the study results, it was concluded that social comparison and interpersonal skills partially mediate the relationship between positive parenting and self-esteem. The results of the research are discussed in the light of pertinent literature, and some recommendations were given for upcoming studies.

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Am I worthy to my leader? Role of leader-based self-esteem and social comparison in the LMX-performance relationship

Human Systems Management ◽

10.3233/hsm-211226 ◽

2021 ◽

pp. 1-16

Author(s):

Gul Afshan ◽

Carolina Serrano-Archimi ◽

Guylaine Landry ◽

Uzma Javed

Keyword(s):

Social Comparison ◽

Task Performance ◽

Work Performance ◽

Self Esteem ◽

Social Contexts ◽

Individual Level ◽

Mediating Role ◽

Moderated Mediation Model ◽

The Relationship

BACKGROUND: Most leadership theories, such as transformational, ethical, and servant leadership, emphasize the notion that leaders influence their followers’ in-role and extra-role work performance by treating them collectively and similarly. On the other hand, leader-member exchange (LMX) theory challenges this idea and argues that leaders treat followers differently and have high-quality exchange relationships with some followers and low-quality ones with others. However, few studies have examined LMX differentiated relationships in social contexts. OBJECTIVE: This study aims to investigate the role of employee leader-based self-esteem (LBSE) (i.e., employees’ self-evaluation of their worth derived from the quality of the relationship with their supervisor) in the relationship between LMX and two types of performance: task performance and organizational citizenship behaviour at individual level (OCB-I). Using an integrated theoretical framework of social comparison and self-consistency theories, we develop a moderated mediation model in which the mediating role of LBSE in the LMX-task performance and OCB-I relationships is conditional on the values of LMX social comparison (LMXSC). METHODS: Using a research sample of 298 manager-employee matching dyads working in 43 branches of a leading bank in Pakistan, results of hierarchical multiple regression analyses provided support for our developed model. RESULTS: We found that LMX positively led to LBSE which, in turn, served as a mediator between LMX and both performance types, with a stronger effect on OCB-I. We also found that by moderating the relationship between LMX and LBSE, LMXSC moderated the mediating role of LBSE, which had stronger effect on performance at high values of LMXSC than at low values. CONCLUSIONS: Following these findings, we discuss the contributions that this study offers to LMX and self-esteem literature and its managerial implications.

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