Effects of perceived power of supervisor on subordinate stress and motivation: the moderating role of subordinate characteristics

Abstract

SummaryThis study examined the moderating eects of subordinate individual dierences, specially self-esteem and locus of control, on the relationships between perceived supervisor power and subordinate motivation and stress. Results showed that perceived supervisor power was more strongly related to increased motivation and decreased stress for subordinates with low self-esteem than for those with high self-esteem. For locus of control, perceived reward, coercive and referent power were more positively related to motivation, and legitimate, expert and referent power were more negatively related to stress for externals than for internals. On the other hand, supervisor expert power and legitimate power were positively associated with increased motivation for internals, but not for externals. Implications for future research and practising managers are discussed.

The interplay between cognitive- and affective conflict and cognition- and affect-based trust in influencing decision outcomes

“…Following the recommendations to control for common method variance, we used a single-common-method-factor approach as advocated by Podsakoff et al (2003). This approach has frequently been used in the literature (Carlson and Kacmar, 2000;Elangovan and Xie, 1999). By following this approach, we separated the measurement of predictor and criterion variables.…”

Factors Affecting Generation Y Employees’ Intention to Quit in Malaysian’s Business Process Outsourcing Sector

“…Initially, this implies the common method effect is significant in the data. However, by referring to previous research (Elangovan and Xie, 1999), it was suggested to examine whether a significant improvement occurred in one incremental fit indices post introducing common method factor. In this case, post introducing a common method factor, the model merely improved by 0.008 (∆CFI <0.01), which indicates the model improved insignificantly , thus no common method effect is present.…”

When Leadership Goes Unnoticed: The Moderating Role of Follower Self-Esteem on the Relationship Between Ethical Leadership and Follower Behavior

“…The behavioral plasticity hypothesis has been supported in subsequent field studies (e.g., Eden and Kinnar, 1991;Elengovan and Xie, 1999;Pierce et al, 1993) and overall, this literature provides justification to examine whether participants lower in self-esteem are impacted by ethical leadership differently than those who were higher in self-esteem. Applying these findings to ethical leadership, we argue that followers' self-esteem moderates the relationship between ethical leadership and prosocial behavior as well as deviant behavior in the work place.…”