The mediating role of organizational job embeddedness in the LMX–outcomes relationships

Harris, Kenneth J.; Wheeler, Anthony R.; Kacmar, K. Michele

doi:10.1016/j.leaqua.2011.02.003

Cited by 200 publications

(245 citation statements)

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“…The higher the perceived costs, the greater the embeddedness (Holtom et al, 2006). ISSN: 1300-5340 http://www.efdergi.hacettepe.edu.tr/ Leadership support and high quality leader-member exchange have been suggested as significant factors contributing to employee organizational job embeddedness (Harris, Wheeler, and Kacmar, 2011). Authentic leaders behave in accordance with their values and strive to achieve openness and truthfulness in their relationships with followers (Gardner, Avolio, Luthans, May and Walumbwa, 2005;Walumbwa et al, 2010).…”

Section: Authentic Leadership and Organizational Job Embeddednessmentioning

confidence: 99%

Authentic Leadership and Organizational Job Embeddedness in Higher Education

Erkutlu¹,

Chafra²

2016

HUJE

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Section: Authentic Leadership and Organizational Job Embeddednessmentioning

confidence: 99%

Authentic Leadership and Organizational Job Embeddedness in Higher Education

Erkutlu¹,

Chafra²

2016

HUJE

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“…In the past decade, studies conducted on management have focused on examining the role of narcissistic leadership and its impact on followers' attitudes and behaviors such as organizational citizenship behaviors (Campbell et al, 2006), counterproductive work behaviors (Campbell and Foster, 2002), and task performance (Soyer et al, 1999). Yet, to date, no study, to our knowledge, has contributed to an understanding of how narcissistic leadership is related to job embeddedness ( JE), despite the fact that leadership is one of the most influential predictors of followers' JE (Harris et al, 2011); thus, the first goal of this study is to address this very untapped issue.…”

mentioning

confidence: 99%

“…Indeed, subordinates perceive supervisors as their most immediate organizational representatives, and use exchange quality as an indicant of organizational acceptance (Collins et al, 2012). As such, quality relations with supervisors contribute to embedding employees into their jobs (Harris et al, 2011;Lee et al, 2004).…”

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confidence: 99%

“…This study makes several contributions to literature. First, it is a response to the call for more research on individual differences variables that may serve as moderators, buffers, or even antidotes to JE and its effects (Harris et al, 2011). Second, given that leadership is central to most models of JE (Harris et al, 2011), it is important to examine the direct and moderating effects of organizational factors in a single study.…”

mentioning

confidence: 99%

“…First, it is a response to the call for more research on individual differences variables that may serve as moderators, buffers, or even antidotes to JE and its effects (Harris et al, 2011). Second, given that leadership is central to most models of JE (Harris et al, 2011), it is important to examine the direct and moderating effects of organizational factors in a single study. Therefore, the pursuit of the identification of the major individual differences variables leading to employees' high JE may give us some concrete ideas in terms of possible remedies for both employees and organizations in the hospitality industry.…”

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Leader narcissism and subordinate embeddedness

Erkutlu

Chafra

2017

EMJB

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Leader narcissism and subordinate embeddedness: The moderating roles of moral attentiveness and behavioral integrity Hakan Vahit Erkutlu, Jamel Chafra, Article information:To cite this document: Hakan Vahit Erkutlu, Jamel Chafra, (2017) "Leader narcissism and subordinate embeddedness: The moderating roles of moral attentiveness and behavioral integrity", EuroMed Journal of Business, Vol. For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. Leader narcissism and subordinate embeddednessThe moderating roles of moral attentiveness and behavioral integrity Hakan Vahit ErkutluDepartment of Economics and Administrative Sciences, Nevşehir University, Nevşehir, Turkey, and Jamel ChafraDepartment of Tourism and Hotel Management, Bilkent Universitesi, Ankara, Turkey AbstractPurpose -The purpose of this paper is to examine the relationship between leader narcissism (LN) and subordinate embeddedness as well as to test the moderating roles of moral attentiveness (MA) and behavioral integrity (BI) on that very relationship. Design/methodology/approach -Data were collected from 19 five-star hotels in Turkey. The sample included 1,613 employees along with their first-line managers. The moderating roles of MA and BI on the LN and subordinate embeddedness relationship were tested using the moderated hierarchical regression analysis. Findings -The moderated hierarchical regression analysis results revealed that there was a significant negative relationship between LN and subordinate embeddedness. In addition, this very relation was weaker when both MA and BI were higher than when they were lower. Practical implications -This study showed that employee perception of LN decreased employee's job embeddedness ( JE). The study findings point out the importance of reinforcing an ethical context as well as the importance of leader selection. Specifically, in order to ensure that narcissistic leaders do not thrive in organizations, it is significant to maintain an ethical context. Whether the context is ethical, unethical, or interpersonally ineffective, behaviors will likely be more salient and evaluated more negatively by coworkers. On the other hand, when narcissistic leaders are inserted in organizations with unethical contexts, the result is a p...

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It Takes Three to Tango: Exploring the Interplay among Training Intensity, Job Autonomy, and Supervisor Support in Predicting Knowledge Sharing

Buch

Dysvik

Kuvaas

et al. 2014

Human Resource Management

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This study explored whether the relationship between perceived training intensity and knowledge sharing is prone to combined moderating infl uences. We operationalized perceived training intensity as a challenge stressor, in accordance with the challenge-hindrance framework of work stressors. The results of a study of 129 employees from three Norwegian service industries revealed a positive relationship between perceived training intensity and supervisor-rated knowledge sharing for employees reporting high levels of perceived job autonomy and high levels of perceived supervisor support. In contrast, we found a negative relationship between perceived training intensity and supervisor-rated knowledge sharing for employees reporting high levels of perceived job autonomy and low levels of perceived supervisor support. These fi ndings suggest that supervisors are of vital importance in facilitating knowledge sharing among employees in settings where developmental challenges are prevalent and perceptions of job autonomy are high. Implications for future research and practice are also discussed.

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The mediating role of organizational job embeddedness in the LMX–outcomes relationships

Cited by 200 publications

References 38 publications

Authentic Leadership and Organizational Job Embeddedness in Higher Education

Authentic Leadership and Organizational Job Embeddedness in Higher Education

Leader narcissism and subordinate embeddedness

It Takes Three to Tango: Exploring the Interplay among Training Intensity, Job Autonomy, and Supervisor Support in Predicting Knowledge Sharing

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