Key Lean Leader Behaviors

The aim of this study was to investigate which leader behaviors mediate the relationship between leader expectations and employee engagement in learning activities. Based on Rosenthal’s Pygmalion model, five potential mediators of the Pygmalion effect were distinguished: leader—member exchange relationship, goal setting (i.e., goal specificity, goal difficulty), providing learning opportunities, and feedback. Data from 904 manager—subordinate dyads in six organizations showed that leader expectations were related to employee engagement in learning activities. Goal specificity, goal difficulty, and providing learning opportunities proved to be mediators. These findings suggest that goal setting lies at the heart of the Pygmalion effect.

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Defining and Measuring Empowering Leader Behaviors: Development of an Upward Feedback Instrument

Educational and Psychological Measurement ◽

10.1177/00131640021970420 ◽

2000 ◽

Vol 60 (2) ◽

pp. 301-313 ◽

Cited By ~ 132

Author(s):

Lee J. Konczak ◽

Damian J. Stelly ◽

Michael L. Trusty

Keyword(s):

Leader Behaviors ◽

Upward Feedback

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The Motivating Potential of Leader Behaviors: A Comparison of Two Models1

Journal of Applied Social Psychology ◽

10.1111/j.1559-1816.1989.tb01231.x ◽

1989 ◽

Vol 19 (11) ◽

pp. 947-958 ◽

Cited By ~ 14

Author(s):

Lois E. Tetrick

Keyword(s):

Leader Behaviors

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When does benevolent leadership inhibit silence? The joint moderating roles of perceived employee agreement and cultural value orientations

Journal of Managerial Psychology ◽

10.1108/jmp-07-2020-0412 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Xiaobei Li ◽

Lu Xing

Keyword(s):

Power Distance ◽

Value Orientations ◽

Cultural Value ◽

Hierarchical Regression ◽

Leader Behaviors ◽

Content Type ◽

Power Distance Orientation ◽

Benevolent Leadership ◽

Employee Silence ◽

Simple Slope

PurposeThis study's purpose is to examine benevolent leadership's effect on employee silence, as moderated by perceived employee agreement on leader behaviors and cultural value orientations.Design/methodology/approachTwo-wave survey data were collected from 240 Chinese employees working in various industries. Hierarchical regression and simple slope analysis were used to test the hypotheses.FindingsBenevolent leadership was negatively related to employee silence. When perceived employee agreement on leader behaviors was high, employees with high power-distance orientation or low vertical individualism were more sensitive to benevolent leadership and engaged in less silence.Practical implicationsManagers are advised to exhibit benevolent behaviors to mitigate employees' tendency to remain silence. Organizations and managers can also design interventions to encourage employees with low power distance or high vertical individualism to speak up.Originality/valueThis study advances the understanding of the relationship between benevolent leadership and employee silence. By highlighting the moderating role of employees' perception of leader behaviors and their cultural value orientations, this study helps explain the conditions that when employees choose to keep silence or not.

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