2022
DOI: 10.1016/j.ijhm.2021.103114
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Servant leadership elevates supervisor-subordinate guanxi: An investigation of psychological safety and organizational identification

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Cited by 32 publications
(37 citation statements)
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References 91 publications
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“…This type of job resources can assist individuals in completing job tasks, that is, it can increase the flexibility and sense of control over work, transcend the limitations of work in time and space, and enable individuals to complete their work more flexibly and independently ( Mazmanian et al, 2013 ). This efficient pattern of work, electronic communication during nonwork time increases the frequency of communication between employees and work-related parties, strengthens the connection between employees and other people, impels employees to establish a sound social network ( Ren and Chadee, 2017 ; Lv et al, 2022 ). Therefore, all these are helpful to motivate employees’ work passion, improve the perceived organizational support and organization commitment, and promote organizational citizenship behaviors, which can further reduce the behaviors such as lateness, absenteeism and turnover, namely, the employee withdrawal behavior ( Knippenberg et al, 2007 ; Eder and Eisenberger, 2008 ; Somers, 2009 ; Smith et al, 2016 ).…”
Section: Theory and Hypothesesmentioning
confidence: 99%
“…This type of job resources can assist individuals in completing job tasks, that is, it can increase the flexibility and sense of control over work, transcend the limitations of work in time and space, and enable individuals to complete their work more flexibly and independently ( Mazmanian et al, 2013 ). This efficient pattern of work, electronic communication during nonwork time increases the frequency of communication between employees and work-related parties, strengthens the connection between employees and other people, impels employees to establish a sound social network ( Ren and Chadee, 2017 ; Lv et al, 2022 ). Therefore, all these are helpful to motivate employees’ work passion, improve the perceived organizational support and organization commitment, and promote organizational citizenship behaviors, which can further reduce the behaviors such as lateness, absenteeism and turnover, namely, the employee withdrawal behavior ( Knippenberg et al, 2007 ; Eder and Eisenberger, 2008 ; Somers, 2009 ; Smith et al, 2016 ).…”
Section: Theory and Hypothesesmentioning
confidence: 99%
“…Consistent with this reasoning, psychological safety is thought to facilitate expression, as this perception increases the ease and reduces the risk of presenting new ideas (Liang et al, 2012). Previous empirical studies have also shown that psychological safety plays a mediating role between managerial openness and employee voice (Detert & Burris, 2007;Liu et al, 2017;Lv et al, 2022). It is further confirmed that psychological safety partially mediates the influence of leadership on voice to a certain extent (Liang et al, 2012;Tenney et al, 2021).…”
Section: The Mediating Role Of Psychological Safetymentioning
confidence: 60%
“…Employees believe they can express themselves to their leaders under psychological safety without fear of negative consequences (Liang et al, 2012;Liu et al, 2017;Qin & Men, 2022). When psychological safety is high, members are likely to communicate more openly with each other and share this enthusiasm with others in the team (Khan et al, 2022), which may lead to better communication, express behavior and contribute to organizational success (Lv et al, 2022;Qin & Men, 2022). Psychological safety thus plays a key role in employee voice and leadership communication in the work environment (Khan et al, 2022;Qin & Men, 2022).…”
Section: Introductionmentioning
confidence: 99%
“…Servant leaders fulfill the psychological needs of followers through autonomy, relatedness, and competence (Kaltiainen and Hakanen 2022). They provide psychological resources to employees to deal with their job (Ruiz-Palomino et al 2022), place the welfare of their followers above their own (Lv et al 2022), contribute to overall employee development (Kumar et al 2022), and engage employees in emotion and spirit (Uymaz and Arslan 2022). Indeed, servant leaders service their employees individually, increasing credibility, competency, and communication (Russell and Stone 2002).…”
Section: Lss and Iepmentioning
confidence: 99%