The moderating effects of personal reputation on accountability-strain relationships.

Laird,; Aa, Perryman; Wa, Hochwarter; Gr, Ferris; Zinko, Robert

doi:10.1037/a0012567

Cited by 43 publications

(44 citation statements)

References 89 publications

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“…Specifically, the impact of ethical leadership on the EOR is amplified for leaders that are also evaluated as high performers. Personal reputation is an important asset because it reduces uncertainty concerning future behavior by signaling that the individual is trustworthy and has the necessary abilities to deal with workplace demands (Laird et al, 2009). This interaction effect is aligned with Hochwarter et al's (2007) claim that in order to fully understand how influence processes take place, one needs to examine the role of personal reputation.…”

Section: Discussionmentioning

confidence: 90%

“…For example, Laird, Perryman, Hochwarter, Ferris and Zinko (2009) found that an increase in felt accountability in the workplace presented quite different results, depending on the person's reputation. Similarly, Hochwarter et al (2007) found that the relationship between political behavior and several outcomes (uncertainty, exhaustion and performance) varied significantly depending on the levels of personal reputation.…”

Section: Ethical Leadership and The Employee-organization Relationshipmentioning

confidence: 99%

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Ethical Leadership and Reputation: Combined Indirect Effects on Organizational Deviance

Neves

Story

2013

J Bus Ethics

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The interest in ethical leadership has grown in the past few years, with an emphasis on the mechanisms through which it affects organizational life. However, research on the boundary conditions that limit and/or enhance its effectiveness is still scarce. Thus, the present study examines the relationship between ethical leadership and affective commitment to the organization, as a reflection of the quality of the employee-organization relationship (EOR) and proposes this relationship is conditional on the supervisor's personal reputation for performance (i.e., the moral standards are coupled with work effectiveness). Moreover, we propose the interaction effect of ethical leadership and reputation for performance on affective commitment to the organization has carryover effects for organizational deviance. Using a sample of 229 employees and their respective supervisors from 18 organizations we confirmed our hypotheses.Our findings suggest that ethical leadership is positively related to employees' affective commitment to the organization, particularly when supervisor's reputation for performance is high, which in turn is associated with decreased organizational deviance. The theoretical and practical implications of these findings conclude the paper.

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Section: Discussionmentioning

confidence: 90%

Section: Ethical Leadership and The Employee-organization Relationshipmentioning

confidence: 99%

Ethical Leadership and Reputation: Combined Indirect Effects on Organizational Deviance

Neves

Story

2013

J Bus Ethics

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“…The majority of examinations of reputation explore the potential benefits of holding a positive reputation (e.g., Laird et al, 2008). In recognition of the relevance of such research, we focus on the existing empirical as well as theoretical findings regarding outcomes.…”

Section: A Model Of Personal Reputation Inmentioning

confidence: 99%

“…Over the last decade, a body of knowledge has developed that examines why individuals and organizations may wish to create positive reputations (e.g., Hall, Zinko, Perryman, & Ferris, 2009;Laird, Perryman, Hochwarter, Ferris, & Zinko, 2008;Laird, Zboja, Martinez, & Ferris, 2013;Zinko, 2013;Zinko, Gentry, Hall, & Grant, 2012). Research has suggested that the outcomes of possessing a positive reputation have such valuable benefits, that both organizations as well as individuals often devote a substantial amount of resources to the matter (Ferris, Blass, Douglas, Kolodinsky, & Treadway, 2003;Gray & Balmer, 1998).…”

Section: Introductionmentioning

confidence: 99%

Personal reputation and the organization

Zinko

Rubin

2015

Journal of Management & Organization

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This self-archived version is provided for non-commercial and scholarly purposes only.The APA (6 th ed) style reference for this article is as follows: M. (2015). Personal reputation and the organization. J ournal of Management and Organization, 21, 217-236. doi: 10.1017/jmo.2014.76 REPUTATION AND THE ORGANIZATION 2 Abstract Drawing from fields such as marketing psychology, strategy, social psychology, and organizational behavior, the present examination explores the individual and organizational bases for personal reputation; specifically, how different bases interact with one another to produce an individual's reputation within organizations. It is proposed that individuals use personal reputations to satisfy their need for positive self-esteem as well as to secure their sense of belonging in organizations. Furthermore, reputation allows individuals to obtain rewards such as autonomy, power, and career success and the opportunity to signal key information to audiences. Likewise, organizations utilize personal reputations to predict their members' behaviors, market those who are a part of the organization to others, build their own corporate reputations, and signal information to consumers and competitors. To further this understanding of personal reputation an examination is presented as to how organizations serve as an essential context within which individuals realize their personal reputations and regulate their behavior.

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“…Today, job stress is one of the most important issues in social life and it is considered as a serious threat for workforce health in all of the world such that International Labor Organization explicitly considered job stress is as the most known threatening cause of workers' health [4]. Stress is one of the most prevalent concepts in psychological and social research areas [5].…”

Section: Introductionmentioning

confidence: 99%

The Role of Life Orientation and Cognitive Regulation on Decreasing Job Stress

Sadeghi¹,

Yousefi²,

Khedmati³

2018

Health

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The aim of this study is to investigate the relationship between life orientation and cognitive emotion regulation with job stress. On this basis, a sample of 100 employees working in Guilan Education Office was used and research hypotheses were examined by job stress, life orientation and cognitive emotion regulation questionnaires. The results of this study indicate that job stress has a significant relationship with life orientation (−0.32), self-blame (0.25), rumination (−0.36), positive refocusing (0.25), positive refocusing on program (−0.21), positive reappraisal (−0.28), catastrophizing (−0.39) and other blames (−0.25). Furthermore, life orientation and cognitive regulation could explain 22% variances in respondents' job stress. This finding indicates that more positive life orientation and subsequent decrease of emotion-regulation-related disorders will lead to less job stress.

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The moderating effects of personal reputation on accountability-strain relationships.

Cited by 43 publications

References 89 publications

Ethical Leadership and Reputation: Combined Indirect Effects on Organizational Deviance

Ethical Leadership and Reputation: Combined Indirect Effects on Organizational Deviance

Personal reputation and the organization

The Role of Life Orientation and Cognitive Regulation on Decreasing Job Stress

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