A within-country study of leadership perceptions and outcomes across native and immigrant employees: Questioning the universality of transformational leadership

Holten, Ann-Louise; Bøllingtoft, Anne; Carneiro, Isabella Gomes; Borg, Vilhelm

doi:10.1017/jmo.2017.2

Cited by 21 publications

(21 citation statements)

References 76 publications

(85 reference statements)

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“…This study contributes to the literature in more than one way. Despite the fact that there are calls in the extant literature for investigating explanatory mechanisms of the relationship between transformational leadership and OCB (Ng, 2017;Wang et al, 2011;Holten et al, 2018;Pan and Lin, 2015;Patiar and Wang, 2016), very little has been researched so far. Therefore, the present study fills the gap in the literature that mediating mechanisms in the relationship between transformational leadership and OCB are missing a theoretical grounding (Ng, 2017;Van Knippenberg and Sitkin, 2013).…”

Section: Implications For Theory and Practicementioning

confidence: 99%

Transformational leadership and organizational citizenship behaviour: the role of job autonomy and supportive management

Pattnaik

Sahoo

2021

MRR

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Purpose This study aims to examine the relationship between transformational leadership, organizational citizenship behaviour (OCB), job autonomy and supportive management with job autonomy and supportive management as mediating variables. Design/methodology/approach Primary data was collected through a survey of employees from business organizations in India. Data from 422 valid responses were analysed using structural equation modelling. Confirmatory factor analysis was run for assessment of the measurement model. Then the mediation effects of job autonomy and supportive management were tested for the hypothesized model. Findings Findings of the analyses indicate that transformational leadership directly and positively influences OCB, job autonomy and supportive management. Job autonomy and supportive management directly and positively influence OCB and mediate the relationship between transformational leadership and OCB partially. Originality/value Contribution of the study comes from advancement of literature by supporting the mediating effects of job autonomy and supportive management in the relationship between transformational leadership and OCB. Thus, the study provides a basis for the mechanism of how transformational leadership is related to OCB.

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Section: Implications For Theory and Practicementioning

confidence: 99%

Transformational leadership and organizational citizenship behaviour: the role of job autonomy and supportive management

Pattnaik

Sahoo

2021

MRR

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“…Nonetheless, workplace green behavior research has tended to examine leadership styles such as ethical leadership (Zhang et al, 2016) or transformational leadership (Kura, 2016;Robertson and Barling, 2013). These leadership styles may, however, be universal (Holten et al, 2018). Specific leadership style can influence specific self-identity (Chen et al, 2015), thereby influencing their specific intention and behavior (Conchie et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

Building employees’ organizational citizenship behavior for the environment

Tuan

2019

IJCHM

139

100

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Purpose Mechanisms behind employees’ pro-environmental behaviors have increasingly been attracting scholarly attention. The purpose of this study is to examine how environmentally specific servant leadership contributes to employees’ organizational citizenship behavior for the environment (employee OCBE). Design/methodology/approach In this research, employees from resort hotels in Central Vietnam were selected as participants. The data analysis was conducted through structural equation modeling and bootstrapping test. Findings Environmentally specific servant leadership exhibited the positive association with employee OCBE through employee environmental engagement as a mediator. Two moderation mechanisms – organizational support for green behaviors and person-group fit – were also found to serve as enhancers for the effect of environmentally specific servant leadership on employee OCBE. Practical implications The research results provide hospitality organizations with a premise for the focus of servant leadership and organizational support around pro-environmental values. It is also vital for practitioners to build the fit between employees and the organization’s pro-environmental values so as to further promote their positive reaction to environmentally specific servant leadership and engagement in pro-environmental behaviors. Originality/value The present study marks the confluence between environmentally specific servant leadership and employee OCBE research streams and provides a moderated mediation mechanism to shed light on such a relationship.

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“…There is a long-standing debate in the literature between competing propositions regarding the universalistic vs culture-contingent elements of effective leadership (e.g. House et al , 1997; Hamlin, 2004; House et al , 2004; Holten et al , 2018).…”

Section: Introductionmentioning

confidence: 99%

“…Nevertheless, while some leadership behaviors are culturally sensitive, other attributes seem to be universally accepted characteristics that identify good leaders worldwide, such as value-based and charismatic/transformational leadership (Den Hartog et al , 1999; House et al , 2004; Dorfman et al , 2012) – despite some evidence on the contrary reported by Holten et al (2018). Meanwhile, characteristics such as being solitary, non-cooperative, ruthless, non-explicit, irritable and dictatorial are considered universally not acceptable in a leader (Den Hartog et al , 1999).…”

Section: Introductionmentioning

confidence: 99%

Leader’s communication style, LMX and organizational commitment

Brown

Paz-Aparicio

Revilla

2019

LODJ

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Purpose The purpose of this paper is to analyse the impact of a leader’s communication style (LCS) on the quality of interpersonal exchanges between leaders and followers (LMX), and how this translates into the employee’s affective organizational commitment (AOC), in the context of Peru. Design/methodology/approach An integrated model of six dimensions is used to measure LCS. Using multiple hierarchical regressions and the Preacher and Hayes mediation model, the study focuses on determining the direct and indirect effect of each of the dimensions on LMX and organizational commitment. Findings The dimension preciseness shows a significant direct association to AOC. Four dimensions are significantly related with LMX: expressiveness, preciseness and questioningness with a positive sign, while verbal aggressiveness records an important negative one. The same four dimensions show an indirect effect on AOC through LMX. Emotionality and impression manipulativeness do not record significant results. Research limitations/implications The research was carried out with a sample of 253 white-collar Peruvian professionals with high-level studies and managerial experience, which are not necessarily representative of the labor population. This research provides comprehensive evidence on how leaders’ communicative behavior may contribute to desirable outcomes such as employee commitment in a Latin American cultural context, although the findings may apply to other cultures. Practical implications This study contributes to clarify that each dimension of the LCS impacts differently on subordinate perceptions; leaders should understand this model and be able to make the necessary adjustments to their communication in order to obtain the desired results of leadership. The leader’s ability to communicate with a style characterized by expressiveness, precision, and questioning makes it easy to build high-quality LMX relationships for Peruvian employees. On the contrary, a communication style characterized by high levels of verbal aggressiveness may negatively affect subordinates, limiting the possibility of building high-quality LMX relationships. This, in turn, affects AOC of employees. Social implications This study is a contribution to clarify that each feature of the LCS has a different impact on the perception of the subordinate, for which the leaders should be trained to understand this model and be able to make the necessary adjustments to obtain the desired results of leadership. The leader’s ability to communicate with a style characterized by expressiveness, precision and questioning makes it easy to build high-quality LMX relationships for Peruvian employees. On the contrary, a communication style characterized by high levels of verbal aggressiveness will negatively impact subordinates, limiting the possibility of building high-quality LMX relationships. Originality/value The value lies in revisiting the construct “leader’s communication style” to turn it into an instrument for the exercise of leadership. It is a contribution in favor of leaders becoming aware that their own communication style constitutes an instrument of effective leadership and a lever to optimize the commitment of their collaborators toward the organization.

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A within-country study of leadership perceptions and outcomes across native and immigrant employees: Questioning the universality of transformational leadership

Cited by 21 publications

References 76 publications

Transformational leadership and organizational citizenship behaviour: the role of job autonomy and supportive management

Transformational leadership and organizational citizenship behaviour: the role of job autonomy and supportive management

Building employees’ organizational citizenship behavior for the environment

Leader’s communication style, LMX and organizational commitment

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