Servant leadership elevates supervisor-subordinate guanxi: An investigation of psychological safety and organizational identification

Lv, Wan Qing; Shen, Li; Tsai, Chin-Hsun; Su, Ching‐Hui; Kim, Hyun Jeong; Chen, Ming‐Hsiang

doi:10.1016/j.ijhm.2021.103114

Cited by 32 publications

(37 citation statements)

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%

Electronic communication during nonwork time and withdrawal behavior: An analysis of employee cognition-emotion-behavior framework from Chinese cultural context

Liao

Li²,

Yin³

et al. 2022

Front. Psychol.

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Although a large number of literatures have explored the relationship between electronic communication during nonwork time and individual perception and behavior under the Western culture background, we still have some limitations on this topic under the cultural background of collectivism, dedication and “Guanxi” in China. Different from Western organizations, Chinese employees tend to put work first and are more inclusive of handling work tasks during nonwork time. This type of communication during nonwork time can significantly affect employees’ cognition, emotion and behavior. From the perspective of Job Demands-Resources theory, this study constructs a double-edged (U-shaped) model between electronic communication during nonwork time and employee withdrawal behavior. Sample data were collected from 516 employees with clear working time boundaries in China. The results indicate that electronic communication during nonwork time has a U-shaped effect on employee withdrawal behavior and an inverted U-shaped effect on employee’s cognition, namely job engagement. Job engagement plays a mediating role between them. Moreover, regulatory emotional self-efficacy has a moderating effect on the relationship between electronic communication during nonwork time and job engagement. These findings not only provide theoretical and practical implications for managers and employees on how to reduce withdrawal behaviors, but also advance our understanding of electronic communication during nonwork time in Chinese cultural context.

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Section: Theory and Hypothesesmentioning

confidence: 99%

Electronic communication during nonwork time and withdrawal behavior: An analysis of employee cognition-emotion-behavior framework from Chinese cultural context

Liao

Li²,

Yin³

et al. 2022

Front. Psychol.

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“…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%

Is Thinking the Big Picture a Leader's Favorite in Psychologically Safe Conditions During Covid-19?

Lin¹

2022

IJEBMR

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Voice is an important way for small and medium-sized enterprises to respond to changes in the management of the epidemic. This study suggests that employees' perceptions of psychological safety change their voice patterns. All three leadership styles were negatively correlated with employees' acquiescence voice. Psychological safety was negatively correlated with employees' acquiescence voice. The three leadership styles were fully mediated by psychological safety for their employees' acquiescence voice. From this model, we found that the order of indirect influence strength from strong to weak is supportive leadership, moderate leadership, and inclusive leadership. We conducted a random sample survey of 600 employees of 42 manufacturing SMEs in Taiwan. The analysis results were applied with hierarchical regression and bootstrap method in statistical analysis. The results obtained support our hypothesis and provide current understanding of employee voices in turbulent workplaces. Thus, this study makes important contribution to voice and human resource management research .

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“…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%

Leadership Styles, High-Involvement Human Resource Management Practices, and Individual Employee Performance in Small and Medium Enterprises in the Digital Era

et al. 2022

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This research investigates the positive relationship between leadership styles, high-involvement human resource management practices, and individual employee performance. In this study, we adopt servant, shared, and empowering leadership to explain leadership styles in the digital era. We propose four hypotheses and design a research framework to be analyzed. We develop a self-report questionnaire and distribute it online to three hundred targeted respondents, and collect two hundred and seventy-six complete responses from November 2021 to January 2022. This research applies a quantitative method, using structural equation modeling run by SPSS and AMOS. The results reveal well-distributed data, and all the indicators of the three variables are valid and reliable. The use of CFA confirms the indicators’ validity and reliability. The GoF analysis ensures that the research model is feasible for SMEs. The hypothesis analysis shows the acceptance of H1 and H3, but the rejection of H2 and H4. Leadership styles positively affect individual employee performance and high-involvement human resource management practices in SMEs operating in Lubuklinggau. High-involvement human resource management is not a mediator of the relationship between leadership styles and individual employee performance.

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Servant leadership elevates supervisor-subordinate guanxi: An investigation of psychological safety and organizational identification

Cited by 32 publications

References 91 publications

Electronic communication during nonwork time and withdrawal behavior: An analysis of employee cognition-emotion-behavior framework from Chinese cultural context

Electronic communication during nonwork time and withdrawal behavior: An analysis of employee cognition-emotion-behavior framework from Chinese cultural context

Is Thinking the Big Picture a Leader's Favorite in Psychologically Safe Conditions During Covid-19?

Leadership Styles, High-Involvement Human Resource Management Practices, and Individual Employee Performance in Small and Medium Enterprises in the Digital Era

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