scholarly journals Does Paradoxical Leadership Facilitate Leaders’ Task Performance? A Perspective of Self-Regulation Theory

2021 ◽  
Vol 18 (7) ◽  
pp. 3505
Author(s):  
Silu Chen ◽  
Yu Zhang ◽  
Lili Liang ◽  
Tao Shen
Keyword(s):  
Task Performance ◽  
Leadership Style ◽  
Positive Impact ◽  
Self Regulation ◽  
Job Crafting ◽  
Regulation Theory ◽  
Régulation Theory ◽  
Career Resilience ◽  
The Impact ◽  
The Relationship

As an emerging Chinese indigenous leadership style, paradoxical leadership has received considerable attention from researchers. Many studies have demonstrated the positive impact of paradoxical leadership on employees, teams, and organizations; however, there is less information on how paradoxical leaders influence their own work outcomes. On the basis of self-regulation theory, in this study, we examined the impact of paradoxical leadership on leaders’ task performance. In addition, we investigated the mediating effects of job crafting and career resilience on this relationship. Through a survey of 120 leaders and 271 of their immediate followers, our empirical analysis found the following: (1) paradoxical leadership was positively related to leaders’ task performance, (2) job crafting mediated the relationship between paradoxical leadership and leaders’ task performance, and (3) career resilience positively moderated the relationship between paradoxical leadership and job crafting, and had an indirect effect on task performance through job crafting. Our model offers novel insights into the paradoxical leadership literature and implications for improving leaders’ job crafting and task performance.

scholarly journals Impact of Authoritative and Laissez-Faire Leadership on Thriving at Work: The Moderating Role of Conscientiousness

2021 ◽  
Vol 11 (3) ◽  
pp. 667-685
Author(s):  
Zulfiqar Ahmed Iqbal ◽  
Ghulam Abid ◽  
Muhammad Arshad ◽  
Fouzia Ashfaq ◽  
Muhammad Ahsan Athar ◽  
...  
Keyword(s):  
Leadership Style ◽  
Positive Impact ◽  
Work Relationship ◽  
Laissez Faire ◽  
Relationship Of ◽  
The Impact ◽  
The Relationship ◽  
Moderating Role ◽  
Thriving At Work

This study empirically investigates the less discussed catalytic effect of personality in the relationship of leadership style and employee thriving at work. The growth and sustainability of the organization is linked with the association of leadership style and employee thriving at the worplace. The objectives of this study are to explore the impact of authoritative and laissez-faire leadership styles and the moderating role of the personality trait of conscientiousness on thriving in the workplace. A sample of 312 participants was taken from a leading school system with its branches in Lahore and Islamabad, Pakistan. The participants either worked as managers, teachers in headquarters, or school campuses, respectively. The regression results of the study show that authoritative leadership and conscientiousness have a significantly positive impact on thriving at work. Furthermore, conscientiousness moderates the relationship between laissez-faire style of leadership and thriving at work relationship. The findings of this study have theoretical implications for authoritative and laissez-faire leadership, employee conscientiousness, and managerial applications for the practitioners.

scholarly journals Explaining the relationship between ingroup identification and intergroup bias following recategorization: A self-regulation theory analysis

2010 ◽  
Vol 13 (2) ◽  
pp. 251-261 ◽  
Author(s):  
Rhiannon N. Turner ◽  
Richard J. Crisp
Keyword(s):  
Self Regulation ◽  
Positive Association ◽  
Intergroup Bias ◽  
Theory Analysis ◽  
Regulation Theory ◽  
Régulation Theory ◽  
Ingroup Identification ◽  
Degree Of Differentiation ◽  
The Relationship ◽  
Practical Implications

We tested the hypothesis that regulation of discrepancies between perceived actual and ideal differentiation between the ingroup and outgroup could help to explain the relationship between ingroup identification and intergroup bias when participants are recategorized into a superordinate group. Replicating previous findings, we found that following recategorization, identification was positively related to intergroup bias. No such differences emerged in a control condition. However, we also, in the recategorization condition only, observed a positive association between ingroup identification and the perceived discrepancy between actual and ideal degree of differentiation from the outgroup: at higher levels of identification, participants increasingly perceived the ingroup to be less differentiated from the outgroup than they would ideally like. This tendency mediated the relationship between identification and bias. We discuss the theoretical, methodological and practical implications of these findings.

scholarly journals Transformational leadership and employees' perception of supply chain integration and organizational performance: The case of textile industry in Vietnam

2021 ◽  
pp. 159-168
Author(s):  
Thi Van Anh Bui ◽  
Thi Thuy Hang Pham ◽  
Xuan Trang Phung ◽  
Cong Thanh Le ◽  
Ngoc Toan Nguyen
Keyword(s):  
Transformational Leadership ◽  
Supply Chain ◽  
Organizational Performance ◽  
Leadership Style ◽  
Textile Industry ◽  
Organizational Innovation ◽  
Positive Impact ◽  
Supply Chain Integration ◽  
The Impact ◽  
The Relationship

The objective of this article is to evaluate the impact of Transformational Leadership on Organizational Innovation, Supply chain Integration and Organizational Performance. Research was carried out on 562 Vietnamese textile and garment enterprises. We use Smart PLS 3.6 software for data analysis. The results show that Transformational Leadership had a positive impact on Organizational Innovation, Supply chain Integration and Organizational Performance. In addition, the Supply chain Integration plays a role as a complete mediate in the relationship between Organizational Innovation and Organizational Performance. Size has a statistically significant moderate role on the relationship between Organizational Innovation and Organizational Performance. Finally, the leader qualification has a statistically significant moderate role in the relationship between Transformational Leadership and Organizational Performance. From the above results, we recommend the leaders of Vietnamese textile and garment enterprises to improve leadership capacity, apply a transformational leadership style to improve organizational performance.

Exploring the Impact of Job Insecurity on Employees’ Unethical Behavior

2016 ◽  
Vol 27 (1) ◽  
pp. 39-70 ◽  
Author(s):  
Ericka R. Lawrence ◽  
K. Michele Kacmar
Keyword(s):  
Emotional Exhaustion ◽  
Unethical Behavior ◽  
Job Insecurity ◽  
Self Regulation ◽  
Psychological Processes ◽  
Regulation Theory ◽  
Corporate Scandals ◽  
Régulation Theory ◽  
The Impact

ABSTRACT:The multitude of corporate scandals has prompted research that examines factors that influence an individual’s engagement in unethical behavior. This article extends previous research by examining the psychological processes through which unethical behavior may occur. We develop and test a model that uses self-regulation theory to explain and predict how and under what circumstances individuals are likely to engage in unethical behavior. Results from data collected from 107 professionals at two points in time and 205 employees from various industries confirm that job insecurity increases emotional exhaustion, which subsequently impairs an employee’s ability to activate self-regulating processes to avoid engaging in unethical behavior. However, the link between job insecurity and emotional exhaustion as well as the mediated relationship between job insecurity and unethical behavior through emotional exhaustion are weaker for employees who have high adaptability and stronger for employees who are highly embedded in their organization.

The relationship between leadership style and the success of Lean management implementation

2018 ◽  
Vol 39 (6) ◽  
pp. 807-824 ◽  
Author(s):  
Daniela Maria da Costa Nogueira ◽  
Paulo S.A. Sousa ◽  
Maria R.A. Moreira
Keyword(s):  
Leadership Style ◽  
Positive Impact ◽  
Intellectual Stimulation ◽  
Lean Management ◽  
Empowering Leadership ◽  
Content Type ◽  
On Line ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to better understand the role that leadership plays in the success of Lean management (LM) implementation, by trying to identify what is the impact of the transactional, transformational, directive and empowering leadership styles on the success of such an implementation in Portuguese companies, and what are the most important leaders’ attributes. Design/methodology/approach An on-line questionnaire was distributed to 65 manufacturing and services Portuguese organizations that have implemented LM. Findings The results suggest that the empowering leadership style has a positive impact on the success of LM implementation. Even though results do not allow concluding about the impact of the other styles, several leader’s attributes were identified as having influence: individualized consideration, information sharing, skill development, intellectual stimulation, assigned goals and self-directed decision making. Originality/value Very few studies have addressed the role of leadership in the success of adopting LM and, to the best knowledge, only one paper studied the critical attributes of leaders in LM implementation. Moreover, the present study focuses in Portugal, country where this topic has rarely been investigated.

Initiatiefrijk en functie-inhoudelijk presteren

2013 ◽  
Vol 26 (3) ◽  
Author(s):  
Dagmar A. Beudeker ◽  
Floor A. Rink ◽  
Naomi Ellemers ◽  
Roland W.B. Blonk
Keyword(s):  
The Netherlands ◽  
Task Performance ◽  
Leadership Style ◽  
Self Regulation ◽  
The Self ◽  
Work Behaviors ◽  
Prevention Focus ◽  
Employment Services ◽  
Regulation Strategies ◽  
The Relationship

The relationship between leaders’ self-regulation strategies and employees initiative taking and objective task performance The relationship between leaders’ self-regulation strategies and employees initiative taking and objective task performance In this research we focus on the self-regulation strategies (promotion and prevention focus) that leaders use to influence followers. We propose that both self-regulation strategies are necessary for leaders in addressing followers. However, each self-regulation strategy is useful to enhance different work behaviors in employees. These assumptions were tested amongst 42 work coaches in four employment services organizations in the Netherlands. The results confirm that a promotion focused leadership style is positively related to initiative taking in employees (hypothesis 1), while a prevention focused leadership style is positively related to objective task performance in employees (hypothesis 2). These results suggest that leaders should balance the use of both foci in their work in order to function optimally.

scholarly journals The Impact Of Change-Oriented Leadership On Voice Behavior And Intent To Quit With Employee Personality As Moderator And Perceived Issue Threat As Mediator

2016 ◽  
Vol 12 (2) ◽  
pp. 109
Author(s):  
Muna Ibrahim G. Alyusef ◽  
PengCheng Zhang
Keyword(s):  
Leadership Style ◽  
Positive Impact ◽  
Employee Voice ◽  
Voice Behavior ◽  
Intent To Quit ◽  
Factors Associated ◽  
Trust In Management ◽  
Managerial Openness ◽  
The Impact ◽  
The Relationship

Change-oriented leadership is a specific leadership style in encouraging employee voice behaviors. In present day, voice is regarded as an essential tool in improving the performance of any organization. Employee voice acts as a driving factor in influencing organizational change and suggesting innovative ideas. Employee personality moderates the relationship between change-oriented leadership and perceived issue threat. When employees feel they will not be treated unjustly and are free to express their ideas, they are more likely to voice their opinions without hindrance. Moreover, by anticipating positive responses from the manager, employees are more likely to have trust in management to appreciate their input; hence managerial openness is a positive indicator of voice behaviors and intent to quit. This study has four propositions. The first states that transformational leadership has a positive impact on voice behaviors and intent to quit. Secondly, managerial openness has a positive impact on voice behaviors and intent to quit. Thirdly, employee personality moderates this relationship while lastly; perceived issue threat mediates this relationship. The study concludes in the acceptance of these propositions. Researchers should explore the diversity factors associated with change-oriented leadership and voice behaviors.

KONFLIK DAN KINERJA KARYAWAN

2018 ◽  
Vol 3 (3) ◽  
pp. 431-440
Author(s):  
Santi Retno Sari
Keyword(s):  
Leadership Style ◽  
Structural Equation ◽  
Employee Performance ◽  
Equation Modeling ◽  
Managerial Practices ◽  
Research Findings ◽  
Job Levels ◽  
The Impact ◽  
The Relationship ◽  
Practical Implications

The purpose of this paper is to examine the relationships to which leadership style (task and relations oriented leadership) moderate the impact of conflict on employee performance. Data were collected from 92 employees in different job levels. Partial least squares variance-based structural equation modeling (PLS-SEM) was used to test the relationship in the models. The results showed that task and relation conflict was associated with employee performance. The research findings also showed that leadership styles moderated the relationship between conflict and employee performance. This study offers implications for managerial practices. Practical implications and suggestions described in the paper Keywords: leadership style, conflict, performance.

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