Does perfectionism in leaders increase or impede team decision-making performance? Team level LMX as a key factor

Song, Shanghao; Chen, Xiaoxuan; Wang, Wenzhou; Bai, Shu-Yuan; Xu, Xianmin; Zhang, Yiyuan

doi:10.1016/j.paid.2022.111769

Cited by 4 publications

(11 citation statements)

References 37 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Third, we explore the moderating effect of the employee narcissism trait. Whereas, previous scholars argued that the impact of leader perfectionism on an employee depends on the employee locus of control, 1 behavior and performance, 2 , 3 and we posit the employee’s personality trait as a boundary condition, thereby delving into its potential moderating effect.…”

Section: Introductionmentioning

confidence: 76%

“… 1 , 8 In the realm of other-oriented perfectionism, exceedingly high demands placed upon others that are accompanied by dominance and excessive control may strain relationships. 1 , 7 , 8 Concurrently, leaders with a perfectionist tendency may exhibit hostility and criticism towards employees, 2 , 3 all of these characteristics are extremely likely to cause relationship conflicts with employees. 9 , 10 As one of the most crucial factors from the perspective of interpersonal relationship, supervisor-subordinate relationship conflict is an important consequence of a leader’s personality trait, and is highly correlated with adverse employee outcomes.…”

Section: Introductionmentioning

confidence: 99%

“… 17–19 From the perspective of interpersonal complementarity, the lack of complementarity in dominance-submission interactions and the resonance of hostility-hostility dynamics are key triggers of relationship conflict. 20–22 Leader perfectionism, which is positively associated with dominance and over-control, 2 clashes with narcissistic employees, who also harbor a strong desire for dominance and for gaining power and respect. 23 , 24 Along the hostility axis, perfectionist leaders frequently exhibit critical and hostile attitudes towards employees when imperfections surface.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

The Effect of Leader Perfectionism on Employee Deviance: An Interpersonal Relationship Perspective

Wang,

Jiang,

et al. 2024

PRBM

View full text Add to dashboard Cite

Purpose Despite growing evidence of significant role of leader perfectionism in the workplace, few theoretical accounts have delved into intricate dynamics of interpersonal relationships impacted by leader perfectionism, nor have they explored the extent to which these interactions might stimulate employee unethical behavior. From an interpersonal relationship perspective, based on interpersonal complementarity theory, this study proposes a link between leader perfectionism and employee deviant behavior while assessing the mediating impact of supervisor-subordinate relationship conflict, and the moderating influence of employee narcissism. Methods This study employed three-wave surveys, with 335 employees (female 55.8%, 26–35 years old 67.4%, bachelor’s degree 61.5%, worked 3–10 years 67.4%, worked with their current leader 1–5 years 66.3%) across 11 enterprises in Chinato reduce the risk of common method bias. On this basis, MPLUS 7.4 was used to test the confirmatory factor analysis of data, and SPSS 24.0 was used to test the hypotheses. Results (1) Leader perfectionism has a positive effect on supervisor-subordinate relationship conflict. (2) Leader perfectionism has a significantly positive effect on employee deviant behavior via supervisor-subordinate relationship conflict. (3) Employee narcissism positively moderates the relationship between leader perfectionism and supervisor-subordinate relationship conflict, and further positively moderates the indirect effect of leader perfectionism on employee deviant behavior via supervisor-subordinate relationship conflict. Conclusion This study reveals the mechanism of how employee through deviant behavior as a opposition to leader perfectionism from an interpersonal relationship perspective, which provides theoretical and practical implications for reducing the negative impact of leader perfectionism and employee deviant behavior.

show abstract

Section: Introductionmentioning

confidence: 76%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

The Effect of Leader Perfectionism on Employee Deviance: An Interpersonal Relationship Perspective

Wang,

Jiang,

et al. 2024

PRBM

View full text Add to dashboard Cite

show abstract

“…Although LMX relationships were originally conceptualized, tested and supported at the dyadic-level, empirical studies have generally found that LMX occurs at the team-level (Bois and Howell, 2006). LMX at the team-level reflects the overall quality of the vertical relationships in teams (Song et al, 2022), and is referred to as "the degree of variability in the quality of LMX relationships formed within work groups" (Liden et al, 2006, p. 723). Prior studies have dedicated greater attention to exploring the implications of each form of exchange relationships on work outcomes, while little if anything is known about the link between TMX and LMX at the team-level (Hu and Liden, 2013).…”

Section: Theoretical Background and Hypothesismentioning

confidence: 99%

Section: Theoretical Background and Hypothesismentioning

confidence: 99%

Translating team-member exchange relationships to school outcomes: the mediating role of leader-member exchange

Birani-Nasraldin,

Bogler,

Somech

2024

JEA

View full text Add to dashboard Cite

PurposeRelying on the principles of the social exchange theory, the current study is aimed at investigating the impact of team-member exchange relationships (TMX) among school management team (SMT) members on school outcomes (organizational citizenship behavior [OCB], job satisfaction and innovation) via the mediating role of leader-member exchange (LMX) relationships between principals and SMTs.Design/methodology/approachData were collected from multiple sources in 86 elementary and junior high schools to avoid one-source bias: 86 principals, 357 SMT members and 683 schoolteachers who were not members of the management teams.FindingsThe results revealed a positive relationship between TMX and teachers' job satisfaction and OCB, but no significant link between TMX and innovation. LMX partially mediated the relationship between TMX and OCB and between TMX and teachers' job satisfaction. Full mediation was found in TMX-innovation relationship.Practical implicationsThe findings carry a message for school principals and policymakers regarding the importance of developing and maintaining high-quality horizontal and vertical exchange relationships among the SMT members for their positive influence on school outcomes.Originality/valueTo the best of the authors' knowledge, this is the first study to examine the link between TMX and LMX as a team phenomenon, and specifically in the educational setting. The finding that there is a positive link between the two constructs may imply that SMTs contribute to school success not only directly by exhibiting high-quality TMX but also indirectly through the high-quality LMX.

show abstract

Why does a leader’s other-oriented perfectionism lead employees to do bad things? Examining the role of moral disengagement and moral identity

Jiang,

Zhang,

Zhang

et al. 2024

Front. Psychol.

View full text Add to dashboard Cite

IntroductionMoral disengagement is an essential concept in organizational behavioral ethics, as it is strongly related to employee behaviors and attitudes. What is not clear, however, is which leader traits are directly associated with employees’ moral disengagement and which are indirectly associated with unethical behavior. This study draws on a social cognitive perspective that links leaders’ other-oriented perfectionism (LOOP) with unethical employee behavior. Specifically, we propose that LOOP provides employees with excuses and encouragement to engage in unethical pro-organizational behavior (UPB).MethodsWe analyzed data collected from 266 full-time employees at two-time points, and used mediated and moderated structural equation models to test the hypotheses, and the findings largely support our claims.ResultsThe results suggest that LOOP effectively promotes employees’ involvement in UPB. Moderated mediation tests suggest that the positive indirect impact of LOOP on employees’ unethical behavior via moral disengagement was attenuated by higher employees’ moral identity.DiscussionIn summary, the results indicate that when leaders emphasize only perfection and make unrealistic demands on their employees, the latter perceive that engaging in unethical behavior is demanded by the leader, that the responsibility is not theirs, and thus they are more willing to engage in unethical behavior. This study discusses the implications of these findings from both practical and theoretical perspectives.

show abstract

Does perfectionism in leaders increase or impede team decision-making performance? Team level LMX as a key factor

Cited by 4 publications

References 37 publications

The Effect of Leader Perfectionism on Employee Deviance: An Interpersonal Relationship Perspective

The Effect of Leader Perfectionism on Employee Deviance: An Interpersonal Relationship Perspective

Translating team-member exchange relationships to school outcomes: the mediating role of leader-member exchange

Why does a leader’s other-oriented perfectionism lead employees to do bad things? Examining the role of moral disengagement and moral identity

Contact Info

Product

Resources

About