Leadership, work stress and employee behavior

Yao, Yong; Fan, Yingying; Guo, Yuhong; Li, Yuan

doi:10.1108/cms-04-2014-0089

Cited by 53 publications

(42 citation statements)

References 41 publications

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“…Therefore, TMS has a moderating effect on the relationships between the knowledge and the attitude of user managers with the ISP of the department. Similarly in the context of human resource management, research has shown that supervisors' leadership interacts with subordinates' work attitude in predicting subordinates' JP (Yao et al, 2014). Based on the above discussion, we propose the following two hypotheses.…”

Section: Research Model and Hypothesesmentioning

confidence: 91%

A multilevel model of information system success in the user department: integrating job performance theory and field theory

Huang

Wong

2015

IJISCM

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This study adapts from job performance theory and field theory, a multilevel model to identify and validate the antecedents and their effects on information system (IS) success in the user department. The model is validated by using hierarchical linear modelling (HLM) method with survey data of 283 user managers and 42 top managers collected from 42 manufacturing companies in China that were utilising ERP systems. The results reveal that top management support and user manager's knowledge and attitude all significantly affect the level of UDISP, and that top management support significantly moderates the relationship between user-manager attitude and UDISP, but not the relationship between user-manager knowledge and UDISP. To enhance job performance of user managers, top management should proactively support the company to provide them with training, psychotherapy, and positive developmental experiences in order to improve their knowledge and attitude about a specific job.

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Section: Research Model and Hypothesesmentioning

confidence: 91%

A multilevel model of information system success in the user department: integrating job performance theory and field theory

Huang

Wong

2015

IJISCM

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“…It involves tolerance of complexity and ambivalence. Yao et al [45] related complex situations and levels of stress with transformational leadership. Based on this theory the following hypothesis is presented:…”

Section: Tolerance and Leadershipmentioning

confidence: 99%

Informal Institutions and Leadership Behavior: A Cross-Country Analysis

Aparicio¹,

Félix²,

Urbano³

2018

Leadership

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In today's increasingly turbulent environment, recognition of the institutional differences between countries is needed for the development of leaders. Although the current debate has evolved to more complex levels, knowledge about personal leadership and sociocultural context is still underdeveloped. This chapter attempts to empirically examine the effects of informal institutions on leadership using panel data models. Through a sample of a balanced panel, with data from 67 observations and 35 countries, we show that institutions such as tolerance, creativity, social capital and responsibility have a positive effect on leadership behavior, while other informal institutions (e.g. power) have a negative effect. From a conceptual standpoint, it is argued that informal institutions are relevant to understand differences in leadership, considering that values, beliefs and behaviors may determine the social desirability of being a leader in one country or another. The study has also practical implications regarding education and business, in terms of promoting institutional factors to have more developed societies.

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“…Their results also indicated that the styles most used by managers were accommodation and collaboration. Yao et al (2014) explored the relationship between leadership, work stress and employee behaviours. A secondary aim of their research was to investigate the moderating effects of transformational leadership in the relationship between work stress and employees' negative behaviour.…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

A Cross-sectional Study of the Impact of Transformational Leadership on Integrative Conflict Management

Hunitie

2016

ASS

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This research is designed to study the impact of the components of transformational leadership style (individualized consideration, intellectual stimulation, inspirational motivation and idealized influence) on a particular style of conflict management, i.e. integrative. Jordanian public ministries comprised the population of the research. A random sample consisting of 75 frontline managers from 15 ministries was used to collected research data via a valid and reliable questionnaire. The research leads to acceptance of the hypothesis that individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence are positively associated with the integrative style of conflict management. Intellectual stimulation is the dimension that has the greatest influence on the integrative style of conflict management, followed by idealized influence. Individualized consideration has the lowest influence on the integrative conflict management style. Thus, frontline managers should be informed about, trained and encouraged to adopt transformational leadership practices and to use their integrative qualities to enhance the management of organizational conflicts.

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Leadership, work stress and employee behavior

Cited by 53 publications

References 41 publications

A multilevel model of information system success in the user department: integrating job performance theory and field theory

A multilevel model of information system success in the user department: integrating job performance theory and field theory

Informal Institutions and Leadership Behavior: A Cross-Country Analysis

A Cross-sectional Study of the Impact of Transformational Leadership on Integrative Conflict Management

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