Different Effects of Supervisor Positive and Negative Feedback on Subordinate In-Role and Extra-Role Performance: The Moderating Role of Regulatory Focus

As an important tool for supervisors to intervene subordinates’ work and influence their performance, supervisor feedback has gradually become a new academic research hotspot. In this study, we build and verify a theoretical model to explore the different effects of supervisor positive and negative feedback on subordinate in-role and extra-role performance, and the moderating role of regulatory focus in these relationships. With data from pairing samples of 403 Chinese employees and their direct supervisors, the results indicate that supervisor positive feedback is positively related to subordinate in-role and extra-role performance. Supervisor negative feedback is positively related to subordinate in-role performance and negatively related to subordinate extra-role performance. Regulatory focus of subordinate can moderate the influence of supervisor positive feedback on subordinate in-role and extra-role performance, but it cannot moderate the influence of supervisor negative feedback on subordinate in-role and extra-role performance. That means when subordinates have promotion focus, the influence of supervisor positive feedback on their in-role performance and extra-role performance was stronger than those with prevention focus. These results further enrich the research on the relationship between supervisor feedback and subordinate performance, especially the different effects of positive and negative feedback from supervisor on subordinate with different regulatory focus. All conclusions from the analyses above not only further verify and develop some previous points on supervisor feedback and subordinate performance, but also derive certain management implications for promoting subordinate in-role and extra-role performance from the perspective of supervisor positive and negative feedback.

Qualitative Study on the Toxic Triangle Integration of Leadership Ostracism

Leadership ostracism widely exists in all types of organizations, yet specific study regarding this trend is limited. With this study, we explore the influencing mechanisms of leadership ostracism through case interview based on literature analysis and grounded theory. Results show that leadership ostracism is the integration of a triadic interaction process between subordinate performance, leadership characteristics, and organizational environment. Based on Padilla's destructive leadership toxic triangle model, we constructed a toxic triangle model of leadership ostracism. Through comparison, we found that these two triad models overlap in the areas of narcissism and power consciousness of supervisors, the self-concept of subordinates, and the management system of situational factors, indicating that leadership ostracism is itself a type of destructive leadership. In addition, the uniqueness, and differences in leadership ostracism are reflected in the model, including stereotypes, and results orientation of supervisors, political skills, job performance, and cognitive style of subordinates, the power distance, Chaxu climate, and organizational politics of the situational elements. Theoretical and practical implications are discussed in the research field that provides prospects for future orientation.

Implementation of servant leadership in profit and non-profit context: is it different?

The purpose of this study is to examine the differences between servant leadership (SL) in the profit and non-profit organization sectors. This study also examines the effectiveness of SL on the subordinate performance in profit and non-profit organizations. A total of 254 subordinates from profit and non-profit organizations participated in this study. This study used non-probability sampling, purposive sampling technique. This study uses MANOVA to examine the differences between SL in profit and non-profit organizations and uses simple regression to examine the effect of SL on employee performance. The results of the study report that there are no significant differences between servant leadership in profit or non-profit organizations. Servant leadership also consistently has a positive and significant effect on subordinate Organizational Citizenship Behavior (OCB) for both profit and non-profit organizations. This research was measured using perceptions of subordinates and using a quantitative approach. The early emergence of SL was associated with religious organizations (non-profit) so that SL was attached to leadership that was more appropriate in non-profit organizations. However, some argue that SL effective in the profit organization sector. This study is expected to provide empirical evidence regarding the application of servant leadership in profit vs non-profit organizations in servant leadership studies.

How contextual is destructive leadership? A comparison of how destructive leadership is perceived in usual circumstances versus crisis

Purpose This study aims to investigate the differences between destructive leadership in two different contexts: crisis management and usual circumstances. The specific research questions are as follows: What is the relationship between destructive leadership behaviours in usual circumstances and destructive leadership behaviours in crisis management? Are destructive leadership behaviours in usual circumstances or in crisis management the best predictors of trust in the leader and subordinate performance? Design/methodology/approach Questionnaire responses were obtained from 337 individuals who had experience from handling various societal crises, such as terror attacks and forest fires. The respondents represented four different organisations: municipalities, county administrative boards, the police and the emergency service. Findings The results from the study reveal that there is a strong association between destructive leadership in usual circumstances and destructive leadership during crisis management. The study indicates that everyday leadership matters the most. It is above all behaviours in usual circumstances that show the strongest associations with trust in the leader and subordinate performance. The results also show that it is especially task-related, passive forms of destructive leadership behaviours that show the strongest association with the studied outcome variables. Research limitations/implications Limitations related to measurements and self-reported data are discussed. Practical implications The study emphasises the importance of paying attention to leaders’ task- and strategic-oriented behaviour as well as the importance of building trusting relationships with the subordinates. Originality/value The need for industry-specific studies of destructive leadership has been highlighted and this study contributes with knowledge from the crisis management context.

The Impact of Superior-Subordinate Identity and ex post Discretionary Goal Adjustment on Subordinate Expectancy of Reward and Performance

ABSTRACT Firms often evaluate subordinate performance relative to a difficult but attainable goal set at the beginning of the evaluation period. For many, a mechanism exists by which these goals may be adjusted downward at the end of the period to account for an uncontrollable negative event. We examine, experimentally, how the knowledge that a downward ex post discretionary goal adjustment is possible affects subordinates' expectancy of reward and performance in periods where a negative uncontrollable event occurs, and whether high identity, defined as high perceived social connectedness between the superior and subordinate, moderates this effect. We find that high superior-subordinate identity can offset the otherwise negative impact of the potential for downward ex post discretionary goal adjustment on subordinates' expectancy of reward and performance. Thus, creating an organizational culture that promotes identity between superiors and subordinates can complement incentive-based controls in motivating subordinate performance. JEL Classifications: C91; J33; M41; M52. Data Availability: Please contact the authors.

ANALISIS GAYA KEPEMIMPINAN KEPALA PERPUSTAKAAN UIN SUNAN KALIJAGA YOGYAKARTA

The UIN Sunan Kalijaga Yogyakarta Library is one of the libraries that accredited “A”. This result will not be obtained if all the components involved in it do not work together to achieve the goal. The leadership style of the head of the library has an important influence in the success of all activities in the UIN Sunan Kalijaga Yogyakarta Library. This study aims to analyze the leadership style of the library head at Sunan Kalijaga UIN Library using situational leadership theory analysis. The method used is qualitative research with interview and observation data collection techniques. Data analysis by reducing data, presenting data and drawing conclusions or verification. The results showed that all aspects of the leadership style that became an indicator met the criteria for situational leadership style criteria. The thing that can be seen is from a firm attitude, totality, enthusiasm and can always be able to adjust to the conditions when he will be assertive and be soft about his performance and subordinate performance.

Communication of School Heads in Improving Education Performance in SMA Plus Private Vocational School, Al-Azhar Medan

This study aims to explore the principal's communication in an effort to improve the performance of educators.This qualitative research is conducted in SMA Plus Swasta Al-Azhar Medan from January to April 2018 to the principal, vice principal of curriculum and teacher. Research instruments are researchers and assisted by interview guides, observation sheets and documentation studies. The validity of data is done by member checking process of transcript by direct respondent or supervisor. Analysis and interpretation of data with a qualitative pattern that refers to the theoretical basis associated with the studied. The results of the study found a top-down and bottom-up communication, briefing or training, meetings at the beginning of the year and scheduled meetings, the principal's behavioral obstinacy, as well as the funisment for oral and written offenses and rewards for those who show achievement. Increased communal harmony through shared recreation. The forms of headmaster communication that have been executed must be maintained for the improvement of subordinate performance.

Abusive Supervision

In recent years scholars of abusive supervision have expanded the scope of outcomes examined and have advanced new psychological and social processes to account for these and other outcomes. Besides the commonly used relational theories such as justice theory and social exchange theory, recent studies have more frequently drawn from theories about emotion to describe how abusive supervision influences the behavior, attitudes, and well-being of both the victims and the perpetrators. In addition, an increasing number of studies have examined the antecedents of abusive supervision. The studied antecedents include personality, behavioral, and situational characteristics of the supervisors and/or the subordinates. Studies have reported how characteristics of the supervisor and that of the focal victim interact to determining abuse frequency. Formerly postulated outcomes of abusive supervision (e.g., subordinate performance) have also been identified as antecedents of abusive supervision. This points to a need to model dynamic and mutually reciprocal processes between leader abusive behavior and follower responses with longitudinal data. Moreover, extending prior research that has exclusively focused on the victim’s perspective, scholars have started to take the supervisor’s perspective and the lens of third-parties, such as victims’ coworkers, to understand the broad impact of abusive supervision. Finally, a small number of studies have started to model abusive supervision as a multilevel phenomenon. These studies have examined a group aggregated measure of abusive supervision, examining its influence as an antecedent of individual level outcomes and as a moderator of relationships between individuals’ experiences of abusive supervision and personal outcomes. More research could be devoted to establishing the causal effects of abusive supervision and to developing organizational interventions to reduce abusive supervision.