Non-standard employment and leadership research: On consequences for conceptualizing the leader–follower relationship

Abstract

The article argues that non-standard employees (NSEs) perceive the employee-employer relationship and hence the leader-follower relationship differently, when compared to workers in standard employment contracts. It highlights relevant differences between employees in flexible employment contracts and standard employees. It seeks to demonstrate that the emerging NSEfollower has consequences for leadership research. Perhaps the most important ramification is that the implicit assumptions in conceptualizing the 'typical' leader-follower relationship may no longer be suitable, facing today's workplace reality. In this sense, in order to take the present and continuous changes in the workforce seriously the concepts and theories used in leadership research need to be rethought.

Servant leadership and mistreatment at the workplace: mediation of trust and moderation of ethical climate

“…Moreover, the direct negative relationship between trust in the leader and workplace mistreatment is stronger in ethical climates. The moderating effect between servant leadership and trust in the leader is not statistically significant though, perhaps because leadership is dyadic (Crossan et al, 2008;Winkler, 2011;Yukl, 2010). That is, it might be the actions and reactions of the individual initiator and recipient, respectively, that primarily create or obstruct trust, whereas the organizational environment in which this dynamic takes place plays a secondary role.…”

The leadership practices of construction site managers and their influence on occupational safety: an observational study of transformational and passive/avoidant leadership

“…age and managerial experience (Pinder and Pinto 1974, Latta and Emener 1983, Bass and Bass 2008, company size and time at site (Ford 1981, Djebarni 1996, Clark and Waldron 2016, employment status of employees, i.e. permanent versus temporary employment (Lamude et al 2000, Winkler 2011, Bhattacharya and Tang 2013, and national cultural context (House et al 2004, Oc 2018.…”

Employees’ Relational Work on Social Media

“…One effect of such changes on the labor market is that relational work needs to be performed in new arenas that lie not within, but in between organizations and individuals, as we see in our empirical material in relation to 'younger' employees and potential employees. Winkler (2011) argues for the need to take these differences into consideration since employees and potential employees in a precarious labor market relate differently to managers -there is, in other words, a need to better understand the relation between employers and flexible employees.…”