Mediating Role of Trust Between Leader Communication Style and Subordinate’s Work Outcomes in Project Teams

Chen, Xiaolu; Kuria, Grace Njeri; Gu, Dongxiao

doi:10.1080/10429247.2020.1733380

Cited by 24 publications

(14 citation statements)

References 73 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…As highlighted in an earlier study [20], the engineering management field needs more empirical studies in this area. Recent studies also showed the importance of empirical studies in understanding the relationship between specific organizational factors (e.g., communication [70] and leadership [11]), and technologies (e.g., AI and digitization) [14], [71] and employees' psychological behavior and engagement. As a subset of stakeholder engagement, the importance of staff engagement was also identified as the most critical criterion in technology management by panels of healthcare subject matter experts [15].…”

Section: A Contributions and Managerial Implicationsmentioning

confidence: 99%

Exploring Drivers of Staff Engagement in Healthcare Organizations Using Tree-Based Machine Learning Algorithms

Al-Nammari

Simsekler

Gabor

et al. 2023

IEEE Trans. Eng. Manage.

View full text Add to dashboard Cite

Staff engagement in the work environment is vital to organizational success. Engaged staff are motivated and indulged in their work as they have a sense of belonging, commitment, and loyalty toward their employer, which eventually leads to better performance and outcomes. While various organizational factors are related to staff engagement, limited research is available regarding what drives staff engagement and the degree of their importance in healthcare. Leveraging data-driven approaches, in this article, we employ three machine learning algorithms, random forests, gradient boosting, and extra trees, to identify the relative importance of organizational factors affecting staff engagement. We use hospitallevel aggregate survey data from hospitals in the U.K. While staff engagement is the outcome variable, the following factors are used as organizational factors in the prediction model and feature importance analysis: equality, diversity, and inclusion, safety culture, health and wellbeing, immediate managers, quality of appraisals, quality of care, bullying and harassment, violence, and team working.All the algorithms provide comparable prediction results with similar feature importance ranking with respect to prediction accuracy. The results suggest that safety culture is the most influential factor related to staff engagement, followed by the team working. Healthcare managers and decision makers can benefit from this data-driven application to make informed decisions in resource allocation and prioritization efforts to improve staff engagement.

show abstract

Section: A Contributions and Managerial Implicationsmentioning

confidence: 99%

Exploring Drivers of Staff Engagement in Healthcare Organizations Using Tree-Based Machine Learning Algorithms

Al-Nammari

Simsekler

Gabor

et al. 2023

IEEE Trans. Eng. Manage.

View full text Add to dashboard Cite

show abstract

“…For example, leaders' communication style influences employees' creativity (Thacker, 1997), organizational commitment (O. Brown et al, 2019;Luo et al, 2016) and job satisfaction (Guo et al, 2015;Markethia Mull, 2020), work results (Yang et al, 2020), and trust (Nam-Sik Yun, 2019). Moreover, there is evidence from previous studies that employee creativity (Satyaningrum & Djastuti, 2020;Tongchaiprasit & Ariyabuddhiphongs, 2016), organizational commitment (Ayari & alhamaqi, 2021;Bhatti et al, 2016;Parashakti et al, 2017), and job satisfaction (Ali & Anwar, 2021;Hefny, 2021;Nguyen & Tran, 2021;Prasetyo & Semarang, 2021) significantly influence employee turnover intention.…”

Section: Leadership Communication Frequencymentioning

confidence: 99%

The Intervening Role of Communication Satisfaction and Trust in Leader on the relationship between Leadership Communication and Employee Turnover Intention in Sichuan, China

2022

JIBM

View full text Add to dashboard Cite

In 2016, the Society for Human Resource Management reported that 46 percent of HR managers cited employee turnover as their top concern. The cost of replacing staff will be more than 200% of the annual salary. This phenomenon is particularly evident in micro-enterprises. Previous studies have reported job satisfaction, work-life balance, organizational fairness, job stress, organizational culture, salary, and the relationship between factors such as the organization's willingness to leave the company. However, there is a lack of research on the influence of leadership communication on turnover intention in previous studies. This research aims to examine the relationship between leadership communication and turnover intention in micro-enterprise in Sichuan province, China. Partial least squares structural equation model (PLS-SEM) is used to test the relationship between them, and leaders' trust and communication satisfaction were included to explain. This study will provide theoretical and evidence support for micro-enterprise owners, reduce their operating costs, and improve their performance. In addition, this study has contributed to developing the leader-member exchange theory and interpersonal communication theory.

show abstract

“…A high-quality leader-subordinate relationship reflects the quality of the socioemotional exchange relationship portrayed by trust, mutual respect, and obligation (Colquitt et al, 2014). Research shows that mutual respect, trust, and reciprocity between leaders and subordinates are the main facets of relational exchanges where employees perceived themselves to be valued by the organization (de Vries et al, 2010;Yang et al, 2020). Respect has been described as care, and attentiveness, task competency, and acknowledgment of employee performance have been considered as ways for a leader to express their respect for their subordinates (Clarke et al, 2019).…”

Section: Mutual Respect and Leader-subordinate Relationshipmentioning

confidence: 99%

A Conceptual Paper on the Influence of Mutual Respect on Leader-Subordinate Relationship in the Malaysian Public Services

Rahman

Mahadi

2021

JOSTIP

View full text Add to dashboard Cite

Respect has a crucial role in a dyadic relationship, especially between leader and subordinate, because of the reciprocal costs in the relationship when respect is gained or earned. Leaders can be respected because of their position or fair treatment given to their subordinates. Respect has been featured in the leadership literature; however, few touches on the perspective of mutuality in respect, especially in a dyadic leader-subordinate relationship. The impact of the leader-subordinate relationship is significant in the Malaysian public services, as the scheme of grades determines the employees’ hierarchy. The Malaysian public services organizations' issues often arise from employees’ behavior and working relationships that affect their delivery. A high exchange of the dyadic leader and subordinate relationship correlated with desirable outcomes such as positive performance and attitudinal outcomes. One of the significant elements of the subordinates’ response is the attitude of respect towards the leader. Hence, this paper aimed to investigate the influence of mutual respect on the leader-subordinate working relationship in the public services that has implications for performance and service delivery.

show abstract

Mediating Role of Trust Between Leader Communication Style and Subordinate’s Work Outcomes in Project Teams

Cited by 24 publications

References 73 publications

Exploring Drivers of Staff Engagement in Healthcare Organizations Using Tree-Based Machine Learning Algorithms

Exploring Drivers of Staff Engagement in Healthcare Organizations Using Tree-Based Machine Learning Algorithms

The Intervening Role of Communication Satisfaction and Trust in Leader on the relationship between Leadership Communication and Employee Turnover Intention in Sichuan, China

A Conceptual Paper on the Influence of Mutual Respect on Leader-Subordinate Relationship in the Malaysian Public Services

Contact Info

Product

Resources

About