New employee intention to leave and consequent work performance: Does leadership style matter?

2017 ◽  
Vol 45 (10) ◽  
pp. 1707-1721 ◽  
Author(s):  
Jun Tao ◽  
Wanxing Jiang ◽  
Chang Liu ◽  
Xin Yang ◽  
Weiguo Zhang ◽  
...  
Keyword(s):  
Leadership Styles ◽  
Survey Data ◽  
Leadership Style ◽  
Ethical Leadership ◽  
Work Performance ◽  
Intention To Leave ◽  
Moderating Effects ◽  
New Employee ◽  
Negative Effect ◽  
The Relationship

We examined how leadership style affects the relationship between new employee intention to leave (NEIL) and the consequent work performance of that employee. We focused on NEIL with employees who had begun work at a large hospitality firm in China, and tested the consequences of leadership style on their work performance. We compared the moderating effects of abusive and ethical leadership styles on the relationship between NEIL and the employees' consequent work performance. We collected survey data from responses from a sample of 355 leader–employee dyads, with 61 leaders supervising the groups of employees. Results showed that NEIL had a negative effect on the employees' consequent work performance. In addition, an abusive leadership style increased this negative effect, whereas an ethical leadership style helped to neutralize the effect.

The moderating effects of gender and income between leadership and quality of work life (QWL)

2018 ◽  
Vol 30 (3) ◽  
pp. 1419-1435 ◽  
Author(s):  
Derya Kara ◽  
Hyelin (Lina) Kim ◽  
Gyumin Lee ◽  
Muzaffer Uysal
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Moderating Effect ◽  
Quality Of Work Life ◽  
Moderating Effects ◽  
Content Type ◽  
Quality Of Work ◽  
The Relationship

Purpose The purpose of this study is to explore the moderating effects of gender and income on the relationship between leadership style and quality of work life (QWL). This study provides meaningful implications for the hospitality industry in terms of gender and income between leadership and QWL. Design/methodology/approach Data are collected from five-star hotel employees (n = 443) in Turkey. The hypotheses are tested using hierarchical linear regression. The independent and dependent variables used to test the hypotheses involving the dependent variable of QWL are centered prior to the empirical analysis to avoid potential multicollinearity. Findings Transformational and transactional leadership styles were significant predictors of QWL, controlling for the demographic variables (i.e. age, employment statistics and education level), but gender and income were not significant antecedents of QWL. When it comes to the interaction effect of leadership styles and gender, gender showed a statistically significant moderating effect between transformational leadership and QWL, but not between transactional leadership and QWL. Income had a statistically significant moderating effect between both leadership styles and QWL. Practical implications The findings of the study potentially affect hotel management by identifying the moderating effect of gender and income of the employees and demonstrating how quality of life of the employees can be improved by leadership styles of managers. Originality/value Previous literature has addressed the issue of leadership and its outcomes. However, there has been limited research on examining the relationship among gender, income, leadership style and QWL in the case of hospitality management.

Absence Makes the Errors Go Longer

2014 ◽  
Vol 222 (4) ◽  
pp. 233-245 ◽  
Author(s):  
Qing Yan ◽  
Michelle C. Bligh ◽  
Jeffrey C. Kohles
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Cross Sectional ◽  
Global Marketplace ◽  
Negative Effect ◽  
On Line ◽  
Error Learning ◽  
Laissez Faire ◽  
Perceptions Of Leadership ◽  
The Relationship

Learning and innovation are increasingly important for companies to compete in a global marketplace. Leaders are often in a position to exert significant influence on employees’ learning behaviors, and may also be able to foster learning from workplace errors. This cross-sectional research investigates the relationship between employee perceptions of leadership style, mindset (fixed vs. growth), and orientation to error learning. We examine five leadership styles – authentic, transformational, transactional, laissez-faire, and aversive leadership – and view them on an extended range, from more positive (authentic, transformational, and transactional) to more negative and destructive (laissez-faire and aversive). A sample of 268 participants completed an on-line survey of their leaders’ styles, as well as their own mindsets, and their reactions to workplace errors. Results suggest that authentic and transformational leadership styles foster more employee error learning than transactional leadership, while laissez-faire and aversive leadership styles are destructive in that they actively inhibit employee error learning. Somewhat surprisingly, laissez-faire leadership showed the strongest and most negative effect on a follower’s error learning orientation, although followers with fixed mindsets reported being less likely to learn from errors than followers with growth mindsets, regardless of leadership style. Our findings shed light on the relationship between leadership style and employee error learning, and suggest that negligent leadership may be particularly destructive for organizations that seek to foster a learning environment.

Interpersonal work context as a possible buffer against age-related stereotyping

2016 ◽  
Vol 38 (1) ◽  
pp. 129-165 ◽  
Author(s):  
BEATRICE I. J. M. VAN DER HEIJDEN
Keyword(s):  
Leadership Style ◽  
Age Difference ◽  
Moderating Effects ◽  
Work Context ◽  
Supervisor Ratings ◽  
Age Related ◽  
Negative Effect ◽  
Transformational Leadership Style ◽  
The Impact ◽  
The Relationship

ABSTRACTThis study deals with the impact of relational demography upon occupational expertise ratings, and possible moderating effects of interpersonal work context factors. The results revealed support for a decrease in supervisor ratings of occupational expertise of their subordinates as an effect of directional age difference (status-incongruence: a situation wherein a supervisor is younger than his or her subordinate). Moreover, it appeared that transformational leadership style could not moderate this effect. Dyadic tenure appeared to strengthen the negative effect of status-incongruence, yet, only in the case of a longer duration of the relationship between employee and supervisor. Both theoretical and practical implications of these outcomes are discussed.

scholarly journals Affective and Normative Commitment as Intervening Variables of the Links between Ethical Leadership, Religiosity, and Fraud

2020 ◽  
Vol 7 (2) ◽  
Author(s):  
Andrey Hasiholan Pulungan ◽  
Purwaka Adhitama ◽  
Albert Hasudungan ◽  
Basid Hasibuan
Keyword(s):  
Ethical Leadership ◽  
Affective Commitment ◽  
Mediating Effect ◽  
Cluster Sampling ◽  
Intrinsic Religiosity ◽  
Normative Commitment ◽  
Government Institutions ◽  
Negative Effect ◽  
The Relationship ◽  
Intervening Variables

This study aims to examine the mediating effect of affective and normative commitments in the relationship between ethical leadership, religiosity, and fraud in Indonesia government institutions. Using the cluster sampling method, data was collected through surveys with respondents were employees of government agencies in Indonesia. The survey obtained 111 responses and the data were analyzed using path analysis. The findings revealed that ethical leadership and intrinsic religiosity have a direct negative effect on employees’ legal fraud engagement. However, only ethical leadership that indirectly and negatively affects employees’ legal fraud through affective commitment. The normative commitment does not mediate the effect of intrinsic religiosity to legal fraud engagement. Hence, this study provides evidence on the importance of the control environment as well as the presence of ethical leaders in government institutions.

scholarly journals The relationship between moral, supportive and oppressive leadership styles, with the psychological capital

2018 ◽  
Vol 8 (2) ◽  
pp. 67-76
Author(s):  
P. Rahiminejad ◽  
Gh. Golshani ◽  
Maliheh Arshi
Keyword(s):  
Leadership Styles ◽  
Ethical Leadership ◽  
Psychological Capital ◽  
Pearson Correlation ◽  
Moral Leadership ◽  
Anova Analysis ◽  
Supportive Leadership ◽  
Leadership Support ◽  
Spss Software ◽  
The Relationship

This study to aim Investigate the relationship between moral, supportive and oppressive leadership styles, with the psychological capital. The current research is correlative and descriptive due to its nature. For this study, 400 samples were considered. After distributing and collecting questionnaires, 20 valid questionnaires for analysis were diagnosed, so research sample group was reduced to 380 persons. The sample randomly sampled based on a list of employees. The sample randomly sampled based on a list of employees. To collect log data, organizational effectiveness, leadership oppressive questionnaire, a questionnaire ethical leadership, supportive leadership questionnaire was used. Data analysis in two levels of descriptive statistics (frequency, percentage, mean and standard deviation) and inferential statistics (Pearson correlation, multiple regression and ANOVA (analysis of variance, a statistical method in which the variation in a set of observations is divided into distinct components.)) was performed using SPSS software. According to the result of the relationship between leadership styles (ethics and fairness, clarity of roles, division of power, oppressive leadership and leadership support) with dimensions of psychological capital (self-efficacy, the ability resourcefulness, optimism and resilience) there is a significant relationship Key words: leadership styles, moral leadership, supportive leadership, oppressive leadership, psychological capital

Effects of emerging leadership styles on engagement – a mediation analysis in a military context

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Antonia Ruiz Moreno ◽  
María Isabel Roldán Bravo ◽  
Carlos García-Guiu ◽  
Luis M. Lozano ◽  
Natalio Extremera Pacheco ◽  
...  
Keyword(s):  
Servant Leadership ◽  
Leadership Styles ◽  
Employee Engagement ◽  
Leadership Style ◽  
Authentic Leadership ◽  
Proactive Personality ◽  
Military Leaders ◽  
Content Type ◽  
The Military ◽  
The Relationship

PurposeThis paper aims to report the findings of a study examining the relationship between different leadership styles and engagement through the mediating role of proactive personality.Design/methodology/approachServant leadership, paradoxical leadership, authentic leadership, employee engagement and proactive personality were assessed in an empirical study based on a sample of 348 military personnel in Spain. The questionnaire data were analyzed through SEM using EQS and bootstrapping analysis using the PROCESS macro for SPSS.FindingsThe results reveal that servant leadership style in officers partially impacts their cadets' engagement through proactive personality but that authentic and paradoxical leadership styles do not mediate the relationship. The authors also verify a direct relationship between proactive personality and engagement.Practical implicationsThe study implications advance the literature on leadership in emphasizing new leadership styles to increase proactive personality and engagement in the military context. This study verifies the importance of military leaders fostering servant leadership as an antecedent of proactive personality. Finally, the authors show that servant leadership partially impacts engagement through proactive personality.Originality/valueThis study explores the relationship among servant, paradoxical and authentic leadership styles, proactive personality, and engagement – relationships that have not been explored theoretically and tested empirically in the military context.

The effect of leadership style on virtual team efficiency

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Design Methodology ◽  
Virtual Team ◽  
Media Richness ◽  
Content Type ◽  
Mediating Role ◽  
Pertinent Information ◽  
The Relationship ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The results show that trust and operational cohesion have a mediating role between leadership style and virtual team efficiency. Media richness is shown to moderate the relationship between leadership styles and trust. Transformational style has an important impact on operational cohesion when media richness is high while transactional leadership has a positive significant impact when it is low. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Impact of Leadership Styles on Job Performance; from Nurse’s Points of View at Benghazi Medical Centre

2021 ◽  
pp. 58-64
Author(s):  
Eman Alaqeli ◽  
Ainas Altarhuni ◽  
Nidaal Almabrook
Keyword(s):  
Job Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
Pearson Correlation ◽  
Medical Centre ◽  
Future Research ◽  
Points Of View ◽  
Laissez Faire ◽  
The Impact ◽  
The Relationship

Background and objectives. The relationship between leadership styles and job performance draws considerable attention from recent researchers. The main objective of this study was to determine the impact of leadership style (autocratic, democratic, and laissez-faire) on job performance from nurse’s points of view at Benghazi Medical Centre. Method. This study was a descriptive questionnaire-based study conducted on 100 nurses working at Benghazi Medical Centre, Libya. To analyze the data (mean, standard deviation, ANOVA test were used. Furthermore, multiple regressions and Pearson correlation were used to determine whether a relationship exists between the independent and dependent variables. Result. Of 100, only 60 questionnaires were completed, giving a response rate of 60%. The findings of this study indicated that democratic was the most dominantly used in the hospital, followed by the autocratic and laissez-faire leadership styles. Whereas, the laissez-faire leadership style had a strong positive and significant impact on performance (R2= .333; P < 0.01). Conclusion. Laissez-faire leadership style positively affected nurses’ performance. Future research that might be relevant to be further explored are worth.

Ethical Leadership Styles of Future Managers in Central and Eastern European Countries

2015 ◽  
pp. 892-911
Author(s):  
Anna Remišová ◽  
Anna Lašáková
Keyword(s):  
Personality Traits ◽  
Leadership Styles ◽  
Empirical Research ◽  
Leadership Style ◽  
Ethical Leadership ◽  
Quantitative Research ◽  
European Countries ◽  
Eastern European ◽  
And Behaviors ◽  
Eastern European Countries

There is a limited understanding what the constituent elements of the ethical leadership are. Although various researchers defined ethical leadership as a specific leadership style, with typical personality traits and behaviors, the precise instantiation of the content of ethical leadership was only seldom investigated. The body of empirical research on ethical leadership is only slowly beginning to build up. Furthermore, the ethical leadership in Central and Eastern European countries (CEE countries) is permanently an under-researched issue. This article focuses on the interdisciplinary perspective in regard to the empirical research of ethical traits and behaviors of leaders and the level of preference of respective leadership attributes. First, selected influential theoretical considerations of the issue of ethical leadership are being discussed. In the application part of this article, particular ethical leadership personality traits and behaviors are being identified through the qualitative-quantitative research lens. Next, four ethical leadership styles within the cluster of five CEE countries, namely Czech Republic, Poland, Romania, Slovakia, and Slovenia are specified. Cross-country variations are a matter of concern, too. In the Slovak – CEE countries comparison significant differences concerning the level of preference of ethical leadership styles are indicated. Impact of various demographic predictors on the level of preference of ethical leadership is researched, too.

The relationship between leadership styles and organisational innovation

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohamed Alblooshi ◽  
Mohammad Shamsuzzaman ◽  
Salah Haridy
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Positive Impact ◽  
Journal Articles ◽  
Content Type ◽  
Organisational Innovation ◽  
Indirect Impacts ◽  
Almost All ◽  
The Relationship

PurposeThis study explores the role of leadership in organisational innovation by reviewing several publications that discuss the relationship between various leadership styles and innovation.Design/methodology/approachThe study followed a descriptive research methodology by reviewing 64 journal articles on the relationship between various leadership styles and innovation. The articles were analysed descriptively and then reviewed based on the leadership style it discusses to derive meaningful findings on the relationship between leadership and innovation.FindingsVarious leadership styles had a positive impact on organisational innovation either directly or indirectly, by influencing the organisational climate, employees' and leaders' behaviours or other organisational variables such as learning and knowledge sharing. Some leadership styles had both direct and indirect impacts on organisational innovation.Research limitations/implicationsThis study collected journal articles published in almost all major electronic databases such as Emerald, ScienceDirect, Taylor & Francis and Scopus. However, the review is limited to journal articles in which the title, abstract or author-specified keywords contain the search terms “leadership” and “innovation,” and published between 2000 and 2019. Therefore, this review may miss some relevant research insights mentioned in the literature that discussed innovation or leadership separately not combined.Originality/valueThis study contributes to the existing body of research on leadership and innovation by extensively discussing the role of various leadership styles in determining organisational innovation. The analysis reveals that prior studies had many limitations and focused on specific leadership styles only. The study goes a step further by explaining how the leadership and innovation aspects are related, and classifying various leadership styles according to their impact on organisational innovation being direct, indirect or both.

Sign in / Sign up

Export Citation Format

Share Document