scholarly journals Role of Peer Coaching in Transmitting the Benefits of Leader Coaching

2022 ◽  
Vol 12 ◽  
Author(s):  
Yanan Dong ◽  
Huijuan Dong ◽  
Yuan Yuan ◽  
Jing Jiang
Keyword(s):  
Team Performance ◽  
Social Information Processing ◽  
Peer Coaching ◽  
Task Interdependence ◽  
Social Information Processing Theory ◽  
Processing Theory ◽  
Team Task ◽  
Sanitary Product ◽  
Coaching Behavior ◽  
The Relationship

Drawing on social information processing theory, the present study examines how and when leader coaching can be beneficial for team performance. Based on a sample of 58 teams from a sanitary product company in China, we found that peer coaching served as a mediator linking leader coaching and team performance. Moreover, the team individualistic/collectivism value moderated the first-stage relationship that the relationship between leader coaching and peer coaching was more positive when the team individualism value was low, but not significant when the team individualism value was high; while team task interdependence moderated the second-stage relationship that the relationship between peer coaching and team performance was more positive when the team task interdependence was high, but not significant when it was low. The findings enrich our understandings of the effectiveness of leader coaching behavior by uncovering the theoretical mechanism and boundary conditions. The study also provides important implications for coaching practice in organizations.

The role of supervisors on employees’ voice behavior

2019 ◽  
Vol 40 (1) ◽  
pp. 85-96 ◽  
Author(s):  
SuJin Son
Keyword(s):  
Social Information Processing ◽  
Employee Voice ◽  
Hierarchical Regression ◽  
Voice Behavior ◽  
Content Type ◽  
Social Information Processing Theory ◽  
Processing Theory ◽  
Moderating Factors ◽  
The Relationship

PurposeDrawing on social learning theory and social information processing theory, the purpose of this study is to examine how perceived supervisor’s voice behavior relates to employees’ own voice behavior both directly and indirectly through trust in supervisor. In particular, this study also investigates the moderating role of gender in the relationship between trust in supervisor and employee voice behavior. Further, this study proposes that gender moderates the indirect effect of perceived supervisor’s voice behavior on employee voice behavior via trust in supervisor.Design/methodology/approachThe proposed hypothesis was tested by using hierarchical regression analyses and Hayes’ PROCESS macro.FindingsThe results show that perceived supervisor’s voice behavior is positively related to an employee’s own voice behavior and trust in supervisors. In particular, trust in supervisors mediates the relationship between perceived supervisor’s voice behavior and employee’s own voice behavior. Additionally, the relationship between trust in supervisor and employees’ voice behavior was stronger for female employees.Originality/valueThe current study investigates employees’ perception of immediate supervisor’s voice behavior that encourages employees to speak up, thereby providing a more nuanced understanding of the factors that facilitate employee voice behavior. In particular, this study advances the understanding of how and why employees’ perception of supervisors’ voice behavior relates to employees’ voice behavior by examining the mediating and moderating factors.

scholarly journals The Trickle-Down Effect of Territorial Behavior: A Moderated Mediation Model

2021 ◽  
Vol 12 ◽  
Author(s):  
Yi Li ◽  
Haolin Weng ◽  
Ting Zhu ◽  
Na Li
Keyword(s):  
Social Information Processing ◽  
Negative Relationship ◽  
Territorial Behavior ◽  
Chinese Enterprises ◽  
Social Information Processing Theory ◽  
Moderated Mediation Model ◽  
Processing Theory ◽  
Perceived Insider Status ◽  
The Relationship ◽  
Trickle Down

The present research seeks to explore how and when leader territorial behavior trickles down to the follower. Relying on social information processing theory, we hypothesize that territorial behavior has a trickle-down effect from leader to follower, and perceived insider status mediates the relationship between leader territorial behavior and follower territorial behavior. Competition climate is supposed to strengthen the effect of leader territorial behavior on perceived insider status. Two hundred and fifty-two dyads data of supervisor–subordinate in Chinese enterprises provided support for our hypotheses. The results suggest that leader territorial behavior is positively related to follower territorial behavior and that follower perceived insider status significantly mediates the relationship. Moreover, competition climate strengthens the negative relationship between leader territorial behavior and perceived insider status as well as the indirect effect of leader territorial behavior on follower territorial behavior via perceived insider status. Theoretical and practical implications are further discussed.

scholarly journals Employees’ perceptions and the relationship between human resource management and organizational performance: a conceptual view

2019 ◽  
Vol 3 (1) ◽  
pp. 46-63 ◽  
Author(s):  
Gonçalo Pombo ◽  
Jorge Gomes
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Social Information Processing ◽  
Social Information Processing Theory ◽  
Processing Theory ◽  
Individual Outcomes ◽  
Human Resource Policies ◽  
The Relationship

The paper presents a review of the literature and advances a set of propositions concerning the employees’ perceptions on the relationship between human resource management and organizational performance. The study is aimed at filling the gap in the literature on the employees’ perception regarding human resource policies and the relationship to organizational performance. Social information processing theory is used to advance the insights on how employees’ performance about human resource policies may influence the organizational performance. The review indicated that there is a positive relationship between the employees’ perceptions of human resource policies and overall performance of a given organization. A positive perception of the implemented policies influences various individual outcomes such as commitment, engagement, and satisfaction, amongst others. Shared perceptions among the employees are also considered to have a considerable impact on the organizational performance. Nevertheless, there is a need for further research to explore the relationship between human resource management and organizational performance in more detail.

How abusive supervision and abusive supervisory climate influence salesperson creativity and sales team effectiveness in China

2016 ◽  
Vol 54 (2) ◽  
pp. 455-475 ◽  
Author(s):  
Wan Jiang ◽  
Qinxuan Gu
Keyword(s):  
Team Performance ◽  
Social Information Processing ◽  
Psychological Safety ◽  
Abusive Supervision ◽  
Comparison Theory ◽  
Team Creativity ◽  
Content Type ◽  
Social Information Processing Theory ◽  
Processing Theory ◽  
Sales Team

Purpose – Adopting the social information processing theory and social comparison theory, the purpose of this paper is to examine how abusive supervision and abusive supervisory climate jointly influence salesperson creativity, sales team creativity, and team performance. Design/methodology/approach – The study conducted hierarchical linear modeling and hierarchical regression to analyze the paired data from 102 sales teams comprising 319 salespeople and 102 managers. Findings – At the individual level, abusive supervision had negative effect on salesperson creativity via psychological safety. Abusive supervisory climate played a cross-level moderating role in the relationship between abusive supervision and psychological safety. At the team level, abusive supervisory climate was negatively related to sales team creativity via averaged salesperson creativity and negatively associated with sales team performance through sales team creativity. Originality/value – This study adds to knowledge of how abusive supervision and abusive supervisory climate jointly affect salesperson psychological safety and creativity. It also contributes to abusive supervision and creativity literature by linking abusive supervisory climate and sales team creativity by integrating social information processing theory and social comparison theory.

scholarly journals Leader Humility and Team Performance: Exploring the Mediating Mechanisms of Team PsyCap and Task Allocation Effectiveness

2017 ◽  
Vol 45 (3) ◽  
pp. 1009-1033 ◽  
Author(s):  
Arménio Rego ◽  
Bradley Owens ◽  
Kai Chi Yam ◽  
Dustin Bluhm ◽  
Miguel Pina e Cunha ◽  
...  
Keyword(s):  
Field Study ◽  
Team Performance ◽  
Social Information Processing ◽  
Task Allocation ◽  
Psychological Capital ◽  
Future Research ◽  
Team Outcomes ◽  
Processing Theory ◽  
Team Task ◽  
Leader Humility

Although there is a growing interest toward the topic of leader humility, extant research has largely failed to consider the underlying mechanisms through which leader humility influences team outcomes. In this research, we integrate the emerging literature of leader humility and social information processing theory to theorize how leader humility facilitates the development of collective team psychological capital, leading to higher team task allocation effectiveness and team performance. While Owens and Hekman (2016) suggest that leader humility has homogeneous effects on followers, we propose a potential heterogeneous effect based on the complementarity literature (e.g., Tiedens, Unzueta, & Young, 2007) and the principle of equifinality (leaders may influence team outcomes through multiple pathways; Morgeson, DeRue, & Karam, 2010). In three studies conducted in China, Singapore, and Portugal, including an experiment, a multisource field study, and a three-wave multisource field study, we find support for our hypotheses that leader humility enhances team performance serially through increased team psychological capital and team task allocation effectiveness. We discuss the theoretical implications of our work to the leader humility, psychological capital, and team effectiveness literatures; and offer suggestions for future research.

Family supportive and singles-friendly: how an equally supportive working environment impacts unmarried hotel employees

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Su-Ying Pan ◽  
Yuquan Li
Keyword(s):  
Social Information Processing ◽  
Academic Research ◽  
Working Environment ◽  
Work Culture ◽  
Content Type ◽  
Social Information Processing Theory ◽  
Processing Theory ◽  
New Strategy ◽  
Hotel Managers ◽  
The Relationship

Purpose This study aims to focus on a relatively unexplored area: single employees’ non-work needs. With social information processing theory as the basis, the authors examine the process whereby a singles-friendly work culture leads to multiple desirable outcomes for single employees. Design/methodology/approach Data was collected from 472 single employees working in the hospitality sector in China. A model with three mediating paths was tested using Mplus 7.2 software. Findings The authors found that organization-based self-esteem mediates the relationship between a singles-friendly work culture and emotional exhaustion; procedural justice mediates the relationship between a singles-friendly work culture and organizational commitment and hostility mediate the relationship between a singles-friendly work culture and helping behaviors directed toward coworkers. Practical implications The present study reminds hotel managers that establishing a singles-friendly work culture is a new strategy to retain and attract talented single employees. Originality/value Inspired by the work of Casper et al. (2007), the authors examined the importance of equal employment opportunities for single employees, who are the major workforce in the hotel industry but are often ignored in academic research.

Team reward interdependence and team performance: roles of shared leadership and psychological ownership

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Qinxuan Gu ◽  
Dongqing Hu ◽  
Paul Hempel
Keyword(s):  
Team Performance ◽  
Social Information Processing ◽  
Shared Leadership ◽  
Psychological Ownership ◽  
Hierarchical Regression ◽  
Content Type ◽  
Processing Theory ◽  
The Relationship ◽  
Moderating Role

PurposeDrawing on social information processing theory, the purpose of this paper is to explore the relationship between team reward interdependence and team performance, treating shared leadership as mediator and team average job-based psychological ownership as moderator.Design/methodology/approachData were collected from a field sample of 72 knowledge-based work teams comprised of 466 team members and their team leaders. Data were analysed using hierarchical regression analysis and moderated path analysis.FindingsTeam reward interdependence was positively related to team performance through shared leadership. Team average job-based psychological ownership moderated both the relationship between team reward interdependence and shared leadership, and the indirect relationship between team reward interdependence and team performance.Research limitations/implicationsThe shared leadership literature is extended by exploring the antecedents of shared leadership from the perspective of team reward interdependence, and by examining the moderating role of team average job-based psychological ownership.Practical implicationsOrganizations and managers should pay attention to team pay system design and be aware of the importance of employees' psychological ownership towards their jobs in promoting shared leadership in teams.Originality/valueThis study sheds light on the antecedents of shared leadership from the perspective of team incentives and examines antecedent boundary conditions through the moderating role of job-based psychological ownership.

How spiritual leadership contributes to followers' helping behavior

2020 ◽  
Vol 48 (11) ◽  
pp. 1-12
Author(s):  
Lin Wang ◽  
Hua-Qiang Wang ◽  
Yi-Ping Sun
Keyword(s):  
Positive Affect ◽  
Social Information Processing ◽  
Organizational Identification ◽  
Spiritual Leadership ◽  
Helping Behavior ◽  
Significant Positive Effect ◽  
Social Information Processing Theory ◽  
Processing Theory ◽  
Broaden And Build Theory ◽  
Positive Effect

We integrated social information processing theory and the broaden-and-build theory of positive affect to investigate how spiritual leadership affects employees' helping behavior, thus incorporating both cognitive and affective perspectives. Data were collected from 342 employees of companies operating in three cities in China, who completed scales measuring spiritual leadership, positive affect, and organizational identification, and the 71 immediate supervisors of these employees, who assessed their followers' helping behavior. The results indicate that spiritual leadership had a significant positive effect on employees' helping behavior, and that both positive affect and organizational identification mediated this relationship. Our results can be used by managers seeking to promote the effectiveness of spiritual leadership and employees' helping behavior.

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