scholarly journals The Effect of Shared Leadership on Performance in Social Entrepreneurial Ventures:The Moderating Role of Task-Conflict

2019 ◽  
Vol 37 (1) ◽  
pp. 109-135
Author(s):  
Yoon Chan-Min ◽  
Lee, Sang-Youn
Keyword(s):  
Shared Leadership ◽  
Task Conflict ◽  
Moderating Role

The effect of task conflict on outsourcers’ long-term orientation toward suppliers: the moderating role of formal control and Chinese guanxi

2019 ◽  
Vol 35 (2) ◽  
pp. 260-269 ◽  
Author(s):  
Shuting Li ◽  
Mark H. Haney ◽  
Gukseong Lee ◽  
Mingu Kang ◽  
Changsuk Ko
Keyword(s):  
Conflict Management ◽  
Design Methodology ◽  
Manufacturing Firms ◽  
Task Conflict ◽  
Content Type ◽  
Formal Control ◽  
Negative Effect ◽  
Moderating Role

Purpose This paper aims to investigate the antecedents of manufacturing firms’ long-term orientation towards their suppliers in the context of outsourcing relationships in China. Design/methodology/approach Based on survey data collected from 224 manufacturing firms in China, this study examines the hypothesized relationships. Findings The results show that task conflict has a negative effect on long-term orientation, both Chinese guanxi and formal control are useful governance mechanisms to enhance long-term orientation, and the negative effect of task conflict on the long-term orientation weakens as Chinese guanxi between a manufacturer and its supplier increases. Originality/value This study contributes to a better understanding of conflict management in outsourcing relationships in China.

Exchange ideology and employee creativity: a moderated mediation analysis

2020 ◽  
Vol 58 (7) ◽  
pp. 1375-1395
Author(s):  
Zhigang Song ◽  
Qinxuan Gu
Keyword(s):  
Shared Leadership ◽  
Negative Relationship ◽  
Moral Leadership ◽  
Employee Creativity ◽  
Content Type ◽  
Mediating Role ◽  
Exchange Ideology ◽  
The Relationship ◽  
Moderating Role

PurposeThis paper aims to investigate the relationship between exchange ideology and employee creativity based on the social exchange perspective. It also attempts to examine the mediating role of perceived shared leadership and the moderating role of vertical moral leadership.Design/methodology/approachMultilevel and multisource data were collected from 56 research and development (R&D) teams with 306 employees. Hypotheses were tested with multilevel path analysis.FindingsThe authors found that exchange ideology was negatively related to both perceived shared leadership and employee creativity, and perceived shared leadership mediated the relationship between exchange ideology and employee creativity. Moreover, we revealed that vertical moral leadership buffered the negative relationship between employee exchange ideology and perceived shared leadership and also the indirect effect of exchange ideology on employee creativity via perceived shared leadership.Research limitations/implicationsOrganizations should select employees with a relatively weak exchange ideology when forming teams to conduct creative tasks. Moreover, team leaders should make great efforts to facilitate the development of shared leadership among team members while to be a moral leader.Originality/valueThis study extends creativity literature by investigating the effect of exchange ideology on employee creativity. It also sheds lights on leadership research by examining the mediating role of perceived shared leadership and the moderating role of vertical moral leadership.

scholarly journals Downsizing-Organizational Behavior and Survivors Efficiency with the Moderating Role of Shared Leadership

2020 ◽  
Vol 9 (4) ◽  
pp. 1-14
Author(s):  
AKBAR ABBAS BANGASH ◽  
GHULAM SHABIR KHAN NIAZI ◽  
MUHAMMAD MAJID MAHMOOD BAGRAM
Keyword(s):  
Organizational Behavior ◽  
Shared Leadership ◽  
Stepwise Regression ◽  
Principal Component ◽  
Target Population ◽  
Moderation Effect ◽  
Moderation Analysis ◽  
Moderating Role ◽  
Structured Questionnaire

This research paper aims to study the elements of organizational behavior in a downsized work setting for the survivor’s efficiency with the moderation role of shared leadership. Five downsized organizations were approached through structured questionnaire as target population with sample size of 288. The theoretical model was developed with seven hypotheses to predict the role of organizational behavior variables for the survivor’s efficiency with the moderation role of shared leadership. Principal component analysis, stepwise regression analysis and moderation analysis was used for the results. Once the constructs of creativity, communication, perception, turnover and stars were independently regressed except turnover all the constructs have shown significance with the survivors’ efficiency. The regression model also testifies the significant relationship between organizational behavior and survivors’ efficiency. The moderation analysis shows positive and significant moderation effect. The study revealed that it is these independent variables which have a significant role in making the organizational behavior worthwhile after being downsized. Organizational reluctance to public downsizing information has been found a biggest limitation of this study. Keywords: Downsizing, Organizational Behavior, Survivors’ Efficiency, Shared Leadership, Moderation Effect.

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.

Testing the Strain Theory of Suicide – The Moderating Role of Social Support

Crisis ◽  
2020 ◽  
Vol 41 (2) ◽  
pp. 82-88 ◽  
Author(s):  
Bob Lew ◽  
Ksenia Chistopolskaya ◽  
Yanzheng Liu ◽  
Mansor Abu Talib ◽  
Olga Mitina ◽  
...  
Keyword(s):  
Social Support ◽  
Suicidal Behavior ◽  
Online Survey ◽  
Perceived Social Support ◽  
Strain Theory ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Psychological Strains ◽  
Moderating Role

Abstract. Background: According to the strain theory of suicide, strains, resulting from conflicting and competing pressures in an individual's life, are hypothesized to precede suicide. But social support is an important factor that can mitigate strains and lessen their input in suicidal behavior. Aims: This study was designed to assess the moderating role of social support in the relation between strain and suicidality. Methods: A sample of 1,051 employees were recruited in Beijing, the capital of China, through an online survey. Moderation analysis was performed using SPSS PROCESS Macro. Social support was measured with the Multidimensional Scale of Perceived Social Support, and strains were assessed with the Psychological Strains Scale. Results: Psychological strains are a good predictor of suicidality, and social support, a basic need for each human being, moderates and decreases the effects of psychological strains on suicidality. Limitations: The cross-sectional survey limited the extent to which conclusions about causal relationships can be drawn. Furthermore, the results may not be generalized to the whole of China because of its diversity. Conclusion: Social support has a tendency to mitigate the effects of psychological strains on suicidality.

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