Modeling the Joint Effect of Leader and Follower Authenticity on Work and Non-Work Outcomes

Biermeier-Hanson, Benjamin; Wynne, Kevin T.; Thrasher, Gregory R.; Lyons, Joseph B.

doi:10.1080/00223980.2020.1857673

Cited by 11 publications

(7 citation statements)

References 74 publications

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“…Thus, leader–follower congruence could not only shape LMX (proximal outcome) but also a distal outcome such as turnover intention (Chen et al. , 2016; Biermeier-Hanson et al. , 2020).…”

Section: Introductionmentioning

confidence: 99%

“…The basic tenet of the similarity-attraction theory suggests that followers are more attracted to leaders who share similar characteristics with them; consequently, they become more committed and loyal to their leaders (Sung et al, 2020). Thus, leader-follower congruence could not only shape LMX (proximal outcome) but also a distal outcome such as turnover intention (Chen et al, 2016;Biermeier-Hanson et al, 2020). For the sustainable development of organizations, it is critical to combat employees' turnover intention, and effective management of leaders' and followers' psychological capital is the key (Gom et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

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Leader–follower congruence in psychological capital: effects on LMX and turnover intention

Xing-gui

Lin

Chen

et al. 2023

LODJ

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Purpose Prior studies have consistently shown that leader psychological capital is beneficial for leader–member exchange (LMX) and followers’ outcomes. In this study, the authors challenge this consensus; they propose that a leader with high-level psychological capital may decrease LMX and promote followers’ turnover intention when encountering a follower with low-level psychological capital. Only congruent psychological capital in leader–follower dyads increases LMX and decreases turnover intention.Design/methodology/approach A two-wave survey was designed to collect data from a sample of 207 leader–follower dyads in the service industries of China. Polynomial regression combined with the response surface analysis was used to test the hypotheses.Findings (1) LMX increased when the levels of psychological capital between leaders and followers were congruent, but LMX suffered when they were not congruent (e.g. leaders’ psychological capital was higher than followers’ or otherwise); (2) in the conditions of psychological capital congruence, LMX was higher when a leader’s and a follower’s psychological capital were both high than low; (3) LMX mediated the relationship between psychological capital congruence and followers’ turnover intention.Originality/value These findings provide a novel perspective on understanding of the function of psychological capital and its implications for turnover management.

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“…Thus, leader–follower congruence could not only shape LMX (proximal outcome) but also a distal outcome such as turnover intention (Chen et al. , 2016; Biermeier-Hanson et al. , 2020).…”

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Leader–follower congruence in psychological capital: effects on LMX and turnover intention

Xing-gui

Lin

Chen

et al. 2023

LODJ

View full text Add to dashboard Cite

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“…The quantitative survey data were collected by Qualtrics, a survey firm that specializes in large data collection efforts in organizational settings and that supports various research efforts (Biermeier-Hanson et al , 2021; Goswami, 2022; Zhang and Inness, 2019). When it sends invitations to participate, Qualtrics promises potential participants small compensation, usually in the form of a gift card.…”

Section: Methodsmentioning

confidence: 99%

The damage of deference: how personal and organizational factors transform deference to leader authority into unethical pro-organizational behavior

Clercq

2023

MRR

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Purpose The purpose of this study is to examine how employees’ deference to leader authority may induce their unethical pro-organizational behavior (UPB) and whether this translation is more likely to materialize in the presence of two personal factors (dispositional greed and proactive personality) and two organizational factors (workplace status and job rotation). Design/methodology/approach The empirical assessment of the research hypotheses relies on quantitative survey data collected among 350 Canadian-based employees who work in the healthcare sector. The statistical analyses include hierarchical moderated regression. Findings The role of deference to leader authority in stimulating UPB is greater when employees (1) have a natural disposition to always want more, (2) enjoy initiative taking, (3) believe that they have a great deal of prestige in the organization and (4) operate in an organizational environment in which job rotation across different departments is encouraged. Practical implications The results inform managers about the risk that employees’ willingness to obey organizational authorities unconditionally might escalate into negative behaviors that can cause harm to both the organization and employees in the long run, as well as the personal and organizational circumstances in which this escalation is more likely to occur. Originality/value This study extends extant research by investigating the conditional effects of an unexplored determinant of UPB, namely, a personal desire to defer to organizational leaders.

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“…Employees’ attributions of the authenticity of leaders’ self-sacrifice behavior involve employees judging the authenticity of the actual motivation behind this behavior ( Biermeier-Hanson et al, 2020 ; Long, 2021 ). Attribution theory posits that all humans are born psychologists; that is, they are born with the natural motivation to find and explain the causes of related events ( Heider, 1958 ).…”

Section: Introductionmentioning

confidence: 99%

Under the mask: The double-edged sword effect of leader self-sacrifice on employee work outcomes

Jiao

Wang²

2023

Front. Psychol.

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Building on attribution theory, this study applied regression analysis and explored the double-edged sword effect of leader self-sacrifice behavior on employee work outcomes, thus revealing the potential negative impacts of such behavior. Specifically, when leadership self-sacrifice was met with low employee authenticity attribution, we found that employees tended to perceive leadership as hypocritical, thus reducing their organizational citizenship behavior. By contrast, when leaders’ self-sacrifice behavior was met with high employee authenticity attribution, employees tended to trust the leader and improve their task performance. Given these findings, we challenge the general scholarly consensus on leadership self-sacrifice behavior, enrich the current literature on leadership self-sacrifice, and emphasize the important role of employee attribution in the relevant leadership process.

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Modeling the Joint Effect of Leader and Follower Authenticity on Work and Non-Work Outcomes

Cited by 11 publications

References 74 publications

Leader–follower congruence in psychological capital: effects on LMX and turnover intention

Leader–follower congruence in psychological capital: effects on LMX and turnover intention

The damage of deference: how personal and organizational factors transform deference to leader authority into unethical pro-organizational behavior

Under the mask: The double-edged sword effect of leader self-sacrifice on employee work outcomes

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