scholarly journals Heroes or Villains? The Dark Side of Charismatic Leadership and Unethical Pro-organizational Behavior

2020 ◽  
Vol 17 (15) ◽  
pp. 5546
Author(s):  
Xue Zhang ◽  
Liang Liang ◽  
Guyang Tian ◽  
Yezhuang Tian
Keyword(s):  
Organizational Behavior ◽  
Social Information Processing ◽  
High Performance ◽  
Psychological Safety ◽  
Charismatic Leadership ◽  
Dark Side ◽  
Negative Consequences ◽  
Workplace Behavior ◽  
Processing Theory ◽  
Time Lagged

Although prior research has emphasized the disproportional contributions to organizations of charismatic leadership, an emerging line of research has started to examine the potentially negative consequences. In this paper, a theoretical framework was proposed for a study of unethical pro-organization behavior through psychological safety based on social information processing theory, which reveals the detrimental effect that charismatic leadership can have on workplace behavior. To explore this negative possibility, a time-lagged research design was applied for the hypotheses to be verified using 214 pieces of data collected from a service company in China. According to the results, unethical pro-organizational behavior was indirectly influenced by charismatic leadership through psychological safety. Moreover, when employees experienced high performance pressure, charismatic leadership was positively associated with unethical pro-organizational behavior through psychological safety. The implications of these findings were analyzed from the perspectives of charismatic leadership theory and organizational ethical activities to alter the unethical pro-organizational behavior.

Do adaptable employees always display high performance? Dual roles of proactive behavior and self-construal

2021 ◽  
Vol 49 (8) ◽  
pp. 1-16
Author(s):  
Yanzhao Bi ◽  
Jie Zhang ◽  
Qi Nie ◽  
Miaomiao Wang
Keyword(s):  
Organizational Behavior ◽  
Organizational Performance ◽  
High Performance ◽  
Path Model ◽  
Practical Significance ◽  
Career Adaptability ◽  
Proactive Behavior ◽  
Self Construal ◽  
Negative Effect ◽  
Time Lagged

We examined a dual-path model to explain the opposite roles of career adaptability and organizational performance. We used a time-lagged survey of 53 supervisors and 327 employees in China to collect data. Results show that career-oriented proactive behavior mediated the negative effect of career adaptability on performance, and work unitoriented proactive behavior mediated the positive effect of career adaptability on performance. Moreover, the effects of career adaptability and career-oriented proactive behavior on performance were significant only for employees with high independent selfconstrual, and the effects of career adaptability and work unit-oriented proactive behavior on performance were significant only for employees with high interdependent self-construal. This study extends career construction theory in the organizational behavior field and has practical significance for the effective guiding of adaptable employees' contribution to organizational performance.

Distinguished Scholars Invited Essay: Becoming a Good Sport and a Better Performer: A Social Information Processing View of Authentic Leadership

2017 ◽  
Vol 25 (2) ◽  
pp. 141-152
Author(s):  
Chester A. Schriesheim ◽  
Yonghong Liu
Keyword(s):  
Information Processing ◽  
Task Performance ◽  
Social Information Processing ◽  
High Performance ◽  
Authentic Leadership ◽  
Social Information ◽  
Social Information Processing Theory ◽  
Processing Theory ◽  
Contrast Analysis ◽  
And Behavior

Drawing on social information processing theory, this study investigates the mechanisms by which authentic leadership affects subordinate task performance through subordinate attitudes and behavior. Sportsmanship, conceptualized as a behavioral indicator of employee positivity and persistence in pursuing high performance, is argued to be a potentially important outcome for authentic leadership. Data collected from 203 matched subordinate–supervisor dyads in six organizations from six diverse industries were subjected to contrast analysis with bootstrapping. The results suggest that the indirect effect of authentic leadership on subordinate sportsmanship is mainly via a cognitive process, as opposed to an affective one. Furthermore, it is the employee’s sportsmanship that transmits the effects of authentic leadership on employee task performance. Implications and future directions are discussed.

scholarly journals How Leader Narcissism Links to Team Voice Behavior: The Mediating Mechanisms of Leader Voice Solicitation and Team Voice Climate

2021 ◽  
Vol 12 ◽  
Author(s):  
Rong Zhou ◽  
Wenjun Yin ◽  
Lin Sun
Keyword(s):  
Social Information Processing ◽  
Frontline Employees ◽  
Voice Behavior ◽  
Social Information Processing Theory ◽  
Processing Theory ◽  
Mediating Mechanisms ◽  
Time Lagged ◽  
Using Data ◽  
Manufacturing Organization ◽  
The Voice

Drawing on the narcissism literature and social information processing theory, we theorized and examined a serial mediation model linking leader narcissism with team voice behavior through leader voice solicitation and team voice climate. We tested our hypotheses using data collected from a time-lagged and multisource survey of 223 frontline employees in 60 teams at a large manufacturing organization. The results indicated that leader narcissism had a negatively indirect effect on team voice climate via leader voice solicitation. Team voice climate positively predicted team voice behavior, and the indirect effects of leader narcissism via leader voice solicitation and team voice climate on team voice behavior were significantly negative. In this paper, we discuss the theoretical implications of our findings for both the narcissism literature and the voice literature, along with their practical implications.

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.

Exploring the moderated mediation relationship between leader narcissism and employees’ innovative behavior

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jie Yang ◽  
Mingchao Chang ◽  
Jian Li ◽  
Lulu Zhou ◽  
Feng Tian ◽  
...  
Keyword(s):  
Information Processing ◽  
Social Information Processing ◽  
Environmental Uncertainty ◽  
Moderated Mediation ◽  
Dark Side ◽  
High Tech ◽  
Innovative Behavior ◽  
Content Type ◽  
Social Information Processing Theory ◽  
Processing Theory

Purpose Based on the social information processing theory, the purpose of this study is to propose a conceptualized moderated mediation model for testing the linkage between leader narcissism and employees’ innovative behavior through the mediating effect of employees’ cognitive dependency and the moderating effect of environmental uncertainty between employees’ cognitive dependency and their innovative behavior. Design/methodology/approach In this study, multisource data from 266 employees and their supervisors in 11 large high-tech Chinese companies were collected through a field study and an online survey. The hypotheses were tested using structural equation modeling and bootstrapping. Findings The results of this study show that leader narcissism has a negative impact on employees’ innovative behavior and that employees’ cognitive dependency plays a mediating role between leader narcissism and employees’ innovative behavior. Cognitive dependency and environmental uncertainty play moderated mediation roles between leader narcissism and employees’ innovative behavior. Research limitations/implications In the future, longitudinal research and experimental methods can be used to avoid common method bias. Further studies could allow leaders to evaluate environmental uncertainty and explore the emotional path by which leader narcissism has negative effects on followers’ innovation from social information processing theory. In addition, future studies can explore cognitive dependency more deeply from the perspectives of forced obedience and active worship. Practical implications Organizations should warn leaders to control the dark side of narcissism and minimize environmental uncertainty to reduce barriers to innovation. Originality/value This study constructs the path of the effect of leader narcissism on employees’ innovation through employees’ cognitive dependency in a specific context, which enriches theoretical research on the link between leaders’ traits and employees’ innovative behavior. Along with the finding of leader narcissism’s negative effect on employees’ innovative behavior, this study explores the dark side of leader narcissism in the context of China’s high-tech firms and environmental uncertainty.

How and when does leader narcissism hinder team radical creativity? The role of team information elaboration and inter-team competition

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zhiqiang Liu ◽  
Rong Zhou ◽  
Lihua Wei ◽  
Xi Ouyang ◽  
Kong Zhou
Keyword(s):  
Social Information Processing ◽  
Indirect Effects ◽  
Mediating Effect ◽  
Content Type ◽  
Social Information Processing Theory ◽  
Processing Theory ◽  
Activation Theory ◽  
Time Lagged ◽  
Chinese Company

Purpose Drawing on social information processing theory and trait activation theory, this study aims to examine the mediating effect of leader narcissism on team radical creativity via team information elaboration and explores the moderating role of inter-team competition. Design/methodology/approach Time-lagged and multisource survey data were collected from 86 team leaders and 409 employees in a Chinese company. Path analysis was used to test the hypotheses. Findings The results indicated that leader narcissism could impede team radical creativity via team information elaboration. Moreover, the negative indirect effects of leader narcissism on team radical creativity were more pronounced when the inter-team competition was low. Originality/value This study makes contributions to the literature on leader narcissism and team radical creativity by examining the detrimental indirect effects of leader narcissism on team radical creativity via team information. Furthermore, it broadens current literature by investigating the potential positive intervention of inter-team competition on the negative aspects of leader narcissism.

Humble Leader Behavior and Its Effects on Performance at the Team and Individual Level: A Multi-Perspective Study

2021 ◽  
pp. 105960112110244
Author(s):  
Shengming Liu ◽  
Xin Lucy Liu ◽  
Hui Wang ◽  
Ying Wang
Keyword(s):  
Social Information Processing ◽  
Indirect Effects ◽  
Leader Behavior ◽  
Individual Performance ◽  
Cognitive Diversity ◽  
Individual Level ◽  
Processing Theory ◽  
Team Potency ◽  
Time Lagged ◽  
The Individual

Drawing upon social information processing theory, this study builds a multilevel model to explore the effects of humble leader behavior on performance in teams. Time-lagged and multi-source data were gathered from 298 employees across 70 work teams. Results indicated that at the individual level, humble leader behavior was positively related to individual performance via organization-based self-esteem, while at the team level, humble leader behavior was positively related to team performance via team potency. Moreover, team cognitive diversity moderated the indirect effects of humble leader behavior on individual and team performances, such that the positive indirect effects were stronger for teams with high cognitive diversity than for those with low cognitive diversity. Implications and limitations are also discussed.

HPWS and unethical pro-organizational behavior: a moderated mediation model

2018 ◽  
Vol 33 (3) ◽  
pp. 265-278 ◽  
Author(s):  
Ting Xu ◽  
Zhike Lv
Keyword(s):  
Organizational Behavior ◽  
High Performance ◽  
Moral Identity ◽  
Psychological Ownership ◽  
Dark Side ◽  
Cross Sectional ◽  
Content Type ◽  
Mediating Role ◽  
Moderated Mediation Model

Purpose The purpose of this paper is to examine the effect of employees’ perceptions of high-performance work systems (HPWS) on unethical pro-organizational behavior (UPB), and explores the mediating role of psychological ownership and the moderating role of moral identity. Design/methodology/approach The hypotheses were tested by using two-wave survey data that were collected from 306 employees in Chinese enterprises. Findings This study found that HPWS were positively related to UPB, and psychological ownership partially mediated this relationship. Results also revealed that moral identity negatively moderated the relationship between psychological ownership and UPB, and the indirect effect of HPWS on UPB via psychological ownership was weaker for employees high in moral identity. Research limitations/implications The generalizability of the findings is limited, and the cross-sectional data cannot draw any clear causal inference among variables. Practical implications Managers should pay attention to the “dark side” of HPWS and incorporate ethics in the HPWS. Moreover, organizations should provide correct guidance for their pro-organizational behaviors to avoid employees doing bad things for good reasons. Originality/value This study first extends HPWS research to employee’s UPB, uncovers employees’ psychological ownership toward organizations as the pivotal mechanism underlying this relationship, and indicated moral identity can regulate employees unethical behavior.

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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