Feel Free, Be Yourself

Yagil, Dana; Medler-Liraz, Hana

doi:10.1177/1548051813483833

Cited by 39 publications

(11 citation statements)

References 77 publications

(135 reference statements)

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“…ethical culture, followers’ ethical voice and moderated-mediation mechanism). These findings are thus consistent with the past studies that highlight that leader’s voice promotes an environment where the employees can flourish their ethical behaviors (Burris, 2012; Tangirala and Ramanujam, 2008; Yagil and Medler-Liraz, 2014). The voice behavior of a leader is perceived as upward communication aim to improve the working conditions (Burris et al , 2008).…”

Section: Discussionsupporting

confidence: 92%

Authentic leadership and follower’s role ethnicality: the role of leader’s ethical voice and ethical culture

Faheem

Ahmed

Ain

et al. 2021

IJOES

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Purpose The ethical issues arising at work demand the role of both leader and employees, but how both the levels are linked in determining the ethical responses is an area that has not gained due attention in the past. Against this backdrop, this study aims to address the influence of a leader’s authenticity and ethical voice on ethical culture and the role ethicality of followers. Design/methodology/approach Survey design has been used, and a questionnaire is used to elicit the responses. In total, 381 filled questionnaires were used for data analysis. Findings The findings of this study highlight the role of authentic leadership in predicting the role ethicality of followers both directly and through the mediation of ethical culture. Furthermore, a leader’s ethical voice strengthens the authentic leadership and outcome relationships (with ethical culture and followers’ role ethicality). The moderated-mediation mechanism has proved as the leaders’ voice foster the indirect mechanism. Originality/value There is a dearth of literature that has focused on leadership traits (authenticity) and behavior (ethical voice) in predicting the followers’ outcomes (perceptions – ethical culture and behaviors – role ethicality). The moderated-mediation mechanism has been unattended in the past.

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Section: Discussionsupporting

confidence: 92%

Authentic leadership and follower’s role ethnicality: the role of leader’s ethical voice and ethical culture

Faheem

Ahmed

Ain

et al. 2021

IJOES

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“…Further, close relationships with authentic leaders promote follower authenticity (Algera and Lips-Wiersma, 2012). For example, Yagil and Medler-Liraz (2014) found that authentic leadership mitigated followers' concerns about negative consequences of authentic emotional expressions. Based on these findings we suggest that through positive relationship building, authentic leaders support followers who seek to establish a positive balance between needs of their private and professional life domains.…”

Section: Crossover Of Work-life Balance Perceptions 11mentioning

confidence: 99%

Crossover of Work–Life Balance Perceptions: Does Authentic Leadership Matter?

2016

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The full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. AbstractThis research contributes to an improved understanding of authentic leadership at the work-life interface. We build on conservation of resources theory to develop a leader-follower crossover model of the impact of authentic leadership on followers' job satisfaction through leaders' and followers' work-life balance. The model integrates authentic leadership and crossover literatures to suggest that followers perceive authentic leaders to better balance their professional and private lives, which in turn enables followers to achieve a positive work-life balance, and ultimately makes them more satisfied in their jobs. Data from working adults collected in a correlational field study (N = 121) and an experimental study (N = 154) generally supported indirect effects linking authentic leadership to job satisfaction through work-life balance perceptions. However, both studies highlighted the relevance of followers' own work-life balance as a mediator more so than the sequence of leaders' and followers' work-life balance.We discuss theoretical implications of these findings from a conservation of resources perspective, and emphasize how authentic leadership represents an organizational resource at the work-life interface. We also suggest practical implications of developing authentic leadership in organizations to promote employees' well-being as well as avenues for future research.

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“…Supervisors with unstable emotional expressions may be problematic, as they are highly likely to display unsuitable emotions during interactions with subordinates, triggering subordinates’ negative emotional and behavioral reactions (Park, Doan, et al, 2021). Furthermore, according to leadership prototype theories (Yagil & Medler-Liraz, 2014), subordinates are inclined to compare supervisors’ emotional expressions with their ideal leader prototype. They would perceive supervisors who exhibit unstable emotional expression as lower in leadership skills due to low self-regulation, which weakens the effectiveness of leadership (Collins & Jackson, 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

How capricious supervisors affect hospitality employees’ service performance? A diary study from the employees’ emotional perspective

Park¹,

Hai

Kim

2022

Journal of Hospitality & Tourism Research

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Drawing on the affective events theory, this study examined the detrimental effects of supervisors’ emotional expression variability on hospitality employees’ emotional experience variability and service performance, and whether employees’ emotion management buffers such negative impacts. The research hypotheses were examined using longitudinal data collected from 145 hotel employees of multiple hotel companies who completed surveys in four phases: Time 1 (i.e., daily surveys for seven workdays to assess supervisors’ emotional expression variability), Time 2 (i.e., daily surveys for 7 workdays to assess employees’ emotional experience variability), Time 3, and Time 4 (i.e., a survey rated by supervisors). The results show that supervisors’ emotional expression variability has an indirect effect on employees’ service performance through employees’ emotional experience variability, and employee emotion management mitigates the related detrimental effects. Theoretical and managerial implications are discussed for hospitality researchers and practitioners.

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Feel Free, Be Yourself

Cited by 39 publications

References 77 publications

Authentic leadership and follower’s role ethnicality: the role of leader’s ethical voice and ethical culture

Authentic leadership and follower’s role ethnicality: the role of leader’s ethical voice and ethical culture

Crossover of Work–Life Balance Perceptions: Does Authentic Leadership Matter?

How capricious supervisors affect hospitality employees’ service performance? A diary study from the employees’ emotional perspective

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