This research examines the role played by an employee's supervisor and organization in the relationship between structural and content plateauing, affective commitment to the organization, and psychological distress. Our analyses, based on data taken from a sample of 575 hospital employees, reveal that there is a significant relationship between the two forms of plateauing and perceived supervisor support, whereas only hierarchical plateauing is related to perceived organizational support. Our results also highlight the mediating effect of perceived organizational support in the relationship between hierarchical plateauing, perceived supervisor support, and the consequences examined.
Research Question/Issue
This research investigates the antecedents of board members’ monitoring behaviors at the individual level. The main idea is that individuals who are both conscientious and identified with shareholders are those most likely to adopt monitoring behaviors.
Research Findings/Insights
The study was conducted using a survey of 166 board members of a large Canadian credit union corporation. Data on monitoring behaviors were collected directly from the chairpersons of the boards they participate in. The results validate the hypothesized moderated mediation model in which perceived importance of monitoring by board members mediates the relationship between conscientiousness and actual monitoring behaviors, on the one hand, and identification with shareholders moderates the relationship between conscientiousness and the perception of the importance of monitoring, on the other hand.
Theoretical/Academic Implications
By investigating the mediating effect of the perceived importance of the monitoring role in the relationship between conscientiousness and monitoring behaviors, our study provides an empirical test of the attention‐based view in the context of boards of directors and thus contributes to opening the ‘black box’ of board behaviors. Further, by looking at the interactive effect of conscientiousness and identification with shareholders, our study brings new insights into the motivational drivers of directors’ monitoring behaviors.
Practitioner/Policy Implications
This study invites practitioners in charge of board members’ recruitment and selection to reconsider their practices in order to target individuals demonstrating high levels of conscientiousness. It also highlights the importance of implementing board cultures that value conscientiousness and emphasize shareholders’ interests.
Using data from a sample of 606 nonexecutives sitting on boards of a Canadian credit union, this study tests the relationship between chairs' authentic leadership on boards and nonexecutives' motivation and commitment. Hypothesis validation indicates that chairs with an authentic leadership style favor motivation and commitment through the emergence of a participative safety climate based on transparency and idea sharing. This relationship is stronger when executives perceive a high-quality relationship between the chair and the CEO. By integrating the literature on leadership with that on corporate boards, our study offers a deeper understanding of how, and under which circumstances, chairs contribute to nonexecutives' motivation and commitment on the board.
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