Gender differences in the impact of leadership styles on subordinate embeddedness and job satisfaction

Collins, Brian; Burrus, Carla J.; Meyer, Rustin D.

doi:10.1016/j.leaqua.2014.02.003

Cited by 57 publications

(82 citation statements)

References 35 publications

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“…These gender differences are also consistent with the finding that the relationship‐focused aspects of LMX (i.e. affect and loyalty) associated positively with organisational “embeddedness” and job satisfaction for females only (Collins, Burrus, & Meyer, ). In sum, because prosocial aspects of OCB (Penner, Midili, & Kegelmeyer, ) are more central to women's self‐concept than to men's, OCB for them is more likely to be a natural (non‐transactional) extension of their self‐concept, independent of leader influence.…”

Section: Tl Lmx and Ocbsupporting

confidence: 86%

Transformational Leadership and Organisational Citizenship Behaviour: A Moderated Mediation Model of Leader‐Member‐Exchange and Subordinates' Gender

et al. 2018

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Transformational leadership (TL) enhances follower Organizational Citizenship Behavior (OCB) as mediated by leader‐member exchange (LMX). However, the strength of the positive associations among TL, LMX and OCB is subject to significant variability. Accordingly, we draw on several theories (self‐identity, role congruency, self‐concept, and social exchange) to propose that followers' gender moderates the relationships between all three of these variables. We argue differences in societal expectations and/or underlying motivation combine to make leadership of lesser importance to OCB among females than males. Using 202 supervisor‐subordinate dyads from Taiwan, a moderated mediation model of TL‐LMX‐OCB, with subordinate gender as a moderator, was tested. As hypothesised, each of the positive associations among TL, LMX and OCB were weaker for females than for males, thus accounting for some of the variability in the strength of the associations typically observed. Relatedly, although LMX fully mediated the TL‐OCB relationship in the entire sample, this effect was not observed among female subordinates. Further research is required to assess the degree to which these findings apply beyond the Confucian Asian societal cluster.

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Section: Tl Lmx and Ocbsupporting

confidence: 86%

Transformational Leadership and Organisational Citizenship Behaviour: A Moderated Mediation Model of Leader‐Member‐Exchange and Subordinates' Gender

et al. 2018

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“…Thus, an analysis method is chosen that is capable of accounting for these patterns (Preacher, Rucker, and Hayes, ; i.e., moderated mediation), while accounting for nonindependence. This analysis method has been employed in studies in top journals in organizational behavior (e.g., Goodman, Wood, and Chen, ), leadership (e.g., Collins, Burrus, and Meyer, ), and psychology (e.g., Wang, Galinsky, and Murnighan, ). We choose this data analytic approach while recognizing important trade‐offs between its limitations and those of other possible methods.…”

Section: Resultsmentioning

confidence: 99%

Domain‐Relevant Commitment and Individual Technical Innovation Performance

Bettencourt¹,

Bond²,

Cole³

et al. 2016

J of Product Innov Manag

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Individual innovators play a critical organizational role in that they generate and often champion technology and product ideas. Amidst an ongoing stream of organizational and team innovation research, few empirical studies focus on differences in individual innovation performance despite the importance of the individual innovator to a firm's innovation efforts. Based on goal commitment theory, we introduce a new domain‐relevant commitment construct and develop a conceptualization of conditional indirect effects. Our model suggests that relevant individual abilities enhance commitment to technical innovation and innovation performance while also insulating against the impact of situational variables, making employees' commitment to innovation performance less dependent upon context. Hypotheses are tested using two sources of data and a sample of 339 R&D professionals from a Fortune 100 industrial firm. Results suggest that commitment to innovation is a key motivational factor in explaining individual technical innovation performance. Situational characteristics impact motivation differently for individuals with lower vs. higher ability levels, even in this context in which truly low‐ability individuals, in the absolute sense, have been screened out by the employment selection process. The relationship between commitment and innovation performance is strengthened by higher levels of individual ability.

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“…Women are likely to behave in communal dimension (friendly, unselfish, and concerned with others), whereas men are likely to behave in the agentic dimension (independent, masterful, and competent) (Eagly & Wood, 1988, 4). Scholars have examined the role of gender differences on various organisational areas such as organisational ethics (e.g., McDaniel, Schoeps, & Lincourt, 2001), job satisfaction, and leadership styles (e.g., Collins, Burrus, & Meyer, 2014). Leadership studies, for example, have found mixed results on whether the differences in characteristics and values between men and women would affect their leadership styles or behaviors (Damanpour & Schneider, 2008).…”

Section: Discussionmentioning

confidence: 99%

Radical or incremental innovation adoption: do demographics and the frequency and form of innovation matter?

Kaya

2017

PROSOC

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This study aims to describe managers' adoption of radical and incremental innovation based on managers' and organisations' demographics, and forms and frequencies of innovation. With this purpose, data collected from 161 managers who work for companies operating in various industries have been analysed. According to our findings, there is a significant difference between men and women with respect to their adoption of incremental or radical innovation. Female managers adopt incremental innovation 71.7%, whereas male counterparts adopt incremental innovation 50%; female managers adopt radical innovation 28.3%, whereas male counterparts adopt radical innovation 50%. Another significant difference is found among the frequencies of applying innovation (apply innovation consistently, apply innovation occasionally and apply innovation rarely). Data indicate that the companies that are applying innovations consistently adopt incremental innovation rather than adopting radical innovation. In the companies applying innovations occasionally, percentages of adoption of incremental and radical innovation are equal to each other. Radical innovation percentage is relatively higher by 69% compared to incremental innovation percentage at the companies that apply innovations rarely. Managerial implications of our findings and directions for future research are discussed.

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Gender differences in the impact of leadership styles on subordinate embeddedness and job satisfaction

Cited by 57 publications

References 35 publications

Transformational Leadership and Organisational Citizenship Behaviour: A Moderated Mediation Model of Leader‐Member‐Exchange and Subordinates' Gender

Transformational Leadership and Organisational Citizenship Behaviour: A Moderated Mediation Model of Leader‐Member‐Exchange and Subordinates' Gender

Domain‐Relevant Commitment and Individual Technical Innovation Performance

Radical or incremental innovation adoption: do demographics and the frequency and form of innovation matter?

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