Transformational Leadership and Employees' Feedback Seeking: The Mediating Role of Trust In Leader

2016 ◽  
Vol 44 (7) ◽  
pp. 1201-1208 ◽  
Author(s):  
Bin Wang ◽  
Jing Qian ◽  
Ruili Ou ◽  
Chuying Huang ◽  
Bei Xu ◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
High Technology ◽  
Exchange Theory ◽  
Feedback Seeking ◽  
Mediating Role ◽  
Practical Implications ◽  
Trust In Leader

Drawing on social exchange theory, we examined the role of transformational leadership in promoting employees' feedback seeking within the dynamics of leader–follower relationships. We used data from a survey of 205 supervisor–subordinate dyads in a high-technology communications company in China. Results showed that transformational leadership was positively related to employees' feedback seeking. In addition, trust in leader mediated this relationship. Theoretical and practical implications for leadership are discussed.

The Effect of Value Congruence Between Founder and Successor on Successor’s Willingness: The Mediating Role of the Founder–Successor Relationship

2019 ◽  
Vol 32 (3) ◽  
pp. 259-276 ◽  
Author(s):  
Jean S. K. Lee ◽  
Guozhen Zhao ◽  
Feifei Lu
Keyword(s):  
Relationship Quality ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Polynomial Regression ◽  
Value Congruence ◽  
Exchange Theory ◽  
Mediating Role ◽  
The Relationship ◽  
Is Value

Drawing from social exchange theory, this article explores the founder–successor relationship quality as a mediated pathway in examining the effects of founder–successor value congruence on successor’s willingness to take over the business. Based on survey data from 102 founder–successor dyads, polynomial regression analysis shows that when both a founder and a successor have high value congruence in family prosperity, the relationship quality will be enhanced, which leads to higher successor’s willingness. When there is value incongruence between a founder and a successor, the successor’s family prosperity value has a more important impact on the founder–successor relationship and successor’s willingness.

Reversing the lens

2019 ◽  
Vol 41 (1) ◽  
pp. 1-18
Author(s):  
Sajjad Nawaz Khan ◽  
Siti Mariam Abdullah ◽  
Abdul Halim Busari ◽  
Muhammad Mubushar ◽  
Ikram Ullah Khan
Keyword(s):  
Transformational Leadership ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Strong Relationship ◽  
Intellectual Stimulation ◽  
Cultural Backgrounds ◽  
Content Type ◽  
Theoretical Contribution ◽  
Idealized Influence

Purpose The purpose of this paper is to investigate the role of followership dimensions in the transformational leadership process by reversing the lens from the traditional leader-centric perspective to emerging followership perspective and examine the role of trust as a mediating variable in the proposed relationship. Design/methodology/approach Using quantitative method data were collected through a questionnaire from 506 respondents of the telecom sector in Pakistan. The proposed hypotheses were tested using SPSS V.23 and PROCESS V.3.1. Findings The results indicate that followership dimensions (active engagement and independent critical thinking) positively affect all the four constructs of transformational leadership (idealized influence, inspirational motivation, intellectual stimulation and individualized consideration). Furthermore, trust in leadership partially mediates the direct relationship between followership dimensions and transformational leadership constructs. Research limitations/implications This study is conducted in a developing country context which limits its generalizability in other cultural backgrounds. Hence, further investigation could test the role of followership using different samples and methods. Practical implications Organizations need to pay more attention to followers’ development to produce better followership outcomes that will ultimately help establish strong relationships with transformational leaders and sustained positive outcomes. Originality/value This study empirically tests Shamir’s (2007) “reversing the lens” perspective and extends a distinct theoretical contribution to the social exchange theory that neither followers are passive participants, nor always on the receiving end of the relationship but they actively participate to establish a strong relationship with their leaders.

scholarly journals The mediating role of boreout in the effects of mobbing on service innovation performance

2020 ◽  
Vol 14 (2) ◽  
pp. 203-213
Author(s):  
Fahri Özsungur
Keyword(s):  
Social Exchange ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Service Innovation ◽  
Innovation Performance ◽  
Equation Modeling ◽  
Manufacturing Companies ◽  
Content Type ◽  
Mediating Role

Purpose The purpose of this paper is to examine the association between mobbing and service innovation performance. In this context, the mediating role of boreout, a new concept in the literature, was examined. Design/methodology/approach This study was conducted with 240 participants recruited in manufacturing companies affiliated with Adana Chamber of Industry in the province of Adana Turkey in November 2019. The research was analyzed by the structural equation modeling method with the social exchange theory basis. Findings Findings revealed that boreout and mobbing were negatively associated with service innovation performance. Mobbing was positively associated with boreout and job boredom. According to the finding of this study, boreout partially mediated the effect of the mobbing on service innovation performance. Originality/value This study reveals the association among mobbing, boreout and service innovation performances of employees of companies operating in manufacturing sector. The findings of this study provide important practical knowledge to businesses and academics regarding the field of management, entrepreneurship and innovation.

scholarly journals Big 4 Alumni's Attitudes and Behavior Toward their Former Firm

2019 ◽  
Vol 14 (1) ◽  
pp. P10-P15
Author(s):  
Nathan H. Cannon ◽  
David N. Herda ◽  
Thomas M. Puffer
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Factors Associated ◽  
Big 4 ◽  
Audit Firms ◽  
Firm Commitment ◽  
And Behavior ◽  
Attitudes And Behavior ◽  
Practical Implications

SUMMARY This article summarizes a recently published academic study (Cannon, Herda, and Puffer 2019) that examines factors associated with Big 4 alumni's proclivity to benefit their former firm by recommending the firm to others as a potential service provider or employer (i.e., post-employment citizenship). Based on social exchange theory, our study predicts and finds that alumni who perceive their firm treated them fairly and supported them during their time with the firm are more committed to the firm, and therefore more likely to engage in post-employment citizenship. Although we find that firm commitment decreases after individuals exit the firm, our results suggest that the firm's alumni outreach efforts (both formal and informal) can help soften this decline. Practical implications for audit firms are discussed.

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.

Experiencing workplace ostracism with loss of engagement

2020 ◽  
Vol 35 (7/8) ◽  
pp. 617-630
Author(s):  
Xiaofeng Xu ◽  
Ho Kwong Kwan ◽  
Miaomiao Li
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Negative Relationship ◽  
Job Engagement ◽  
Cultural Perspective ◽  
Content Type ◽  
Mediating Role ◽  
Workplace Ostracism ◽  
The Relationship

PurposeDrawing on social exchange theory and a cultural perspective, this study examines the relationship between workplace ostracism and job engagement by focusing on the mediating role of felt obligation and the moderating role of collectivism.Design/methodology/approachA two-wave survey was conducted over four months in a private service business in China. The participants comprised 108 Chinese employees.FindingsThe results indicate that workplace ostracism has a negative relationship with job engagement through a reduced sense of felt obligation. Collectivism strengthens the main effect of workplace ostracism on felt obligation and its indirect effect on job engagement via felt obligation.Research limitations/implicationsThis study contributes to understanding of the internal mechanism of the workplace ostracism–job engagement model by identifying the mediating role of felt obligation. It also emphasizes that collectivist cultures can enhance the effects of workplace ostracism. However, the generalizability of our findings may be limited due to this cultural factor.Practical implicationsOur findings show that workplace ostracism plays a significant role in reducing job engagement. Therefore, it is essential to reduce the incidence of ostracism in the workplace.Originality/valueBy addressing the previously unexplored mechanism that mediates the relationship between workplace ostracism and job engagement, this study provides new directions for research on workplace ostracism and job engagement.

Understanding Attrition in Female Competitive Gymnastics: Applying Social Exchange Theory

1990 ◽  
Vol 7 (2) ◽  
pp. 154-171 ◽  
Author(s):  
David P. Johns ◽  
Koenraad J. Lindner ◽  
Karen Wolko
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Leisure Activities ◽  
Exchange Theory ◽  
Sociological Analysis ◽  
Positive Perception ◽  
Theoretical Concepts ◽  
Semistructured Interviews ◽  
Frequent Reason

Two components of Gould’s (1987) model for attrition in youth sport appear to lend themselves to sociological analysis and were adopted as theoretical concepts of social exchange theory (Homans, 1961). The constructs were tested and the role of injury was assessed through a questionnaire completed by 76 former female competitive club gymnasts and through semistructured interviews with 10 of these dropouts. Three major findings resulted, with only partial support for the model. The former gymnasts appeared to have a positive perception of their competence as athletes and indicated that the withdrawal had provided them with the desired time for the pursuit of other leisure activities such as hobbies, being with friends and, for the older dropouts, shopping. Injury, even though it was the second most frequent reason for withdrawal, was not seen as a primary cause. The subsumation of achievement and competence as components of social exchange theory provided a plausible framework for the interpretation of the data which demonstrated that the attraction of alternative status cultures was the strongest factor underlying withdrawal.

The opportunity model of organizational commitment

2017 ◽  
Vol 38 (2) ◽  
pp. 259-273 ◽  
Author(s):  
Elif Cicekli ◽  
Hayat Kabasakal
Keyword(s):  
Organizational Commitment ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Multiple Sources ◽  
Content Type ◽  
Job Opportunities ◽  
Using Data ◽  
The Relationship ◽  
Practical Implications

Purpose The purpose of this paper is to determine the relationships between promotion, development, and recognition opportunities at work and organizational commitment, and whether these relationships are moderated by the job opportunities employees have in other organizations. Design/methodology/approach An opportunity model of organizational commitment is developed based on social exchange theory and several streams of opportunity research. Factor analyses and hierarchical multiple regression analyses are carried out to test the hypotheses using data from 550 white-collar employees. Findings The results of the analyses show that opportunities for development and recognition are predictors of organizational commitment, that job opportunities employees have in other organizations negatively moderate the relationship between recognition opportunity at work and organizational commitment, and that promotion opportunity does not predict organizational commitment. Research limitations/implications Future researchers could study the issue in the context of other cultures using data from multiple sources. Practical implications Employers who seek to increase their employees’ organizational commitment are advised to divert their energies from struggling to create promotion opportunities for their employees to creating opportunities for development and recognition. Originality/value The study explores the under-researched concept of opportunity at work and connects several streams of opportunity research by drawing on social exchange theory as a theoretical framework. The model is the first to address the effects of opportunity and alternative opportunities on organizational commitment.

scholarly journals TEORI PERTUKARAN SOSIAL TENTANG FENOMENA DAKWAH DI EKS LOKALISASI DADAPAN

2022 ◽  
Vol 21 (02) ◽  
pp. 292-314
Author(s):  
Muhammad Syahrul Ulum ◽  
Alfa Warda ◽  
Zuris Dwi Elina ◽  
Ilmi Sephia Ardiana
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Religious Studies ◽  
Social Conditions ◽  
Exchange Theory ◽  
The People ◽  
The Social ◽  
The Relationship

This study aims to find out how the role of the preacher in bringing changes to the social conditions of the people who used to work in the Dadapan prostitution localization, Kediri City. Da'i plays an important role as a propagator of religion to protect the community. Thus, the relationship between the preacher and his community must be close regardless of the background or social conditions of the community. This research uses a qualitative approach with a case study method and is equipped with George Homans' social exchange theory, namely as an analytical tool to understand and seek clarity of cases so that researchers know more clearly about the phenomenon of da'wah in the ex-Dadapan localization community. The results of this study conclude that the da'wah process that occurs in Dadapan Village in social exchange theory explains that they are willing to interact when the interaction produces benefits for themselves. Therefore, in the dynamics of increasing religious understanding in the ex-Dadapan localization, it is necessary to have a reward given so that people want to interact in discussing religious studies.

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