The role of employees' OCB and leaders' hindrance stress in the emergence of self-serving leadership

Decoster, Stijn; Stouten, Jeroen; Camps, Jeroen; Tripp, Thomas M.

doi:10.1016/j.leaqua.2014.02.005

Cited by 44 publications

(45 citation statements)

References 99 publications

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“…Mistreatment of followers by leaders is often seen as something that is arbitrarily inflicted upon followers (Priesemuth, Schminke, Ambrose, & Folger, 2014). However, leaders work closely with their teams (Day, Gronn, & Salas, 2006; Decoster et al, 2014), and more realistically, influence can flow in both downward and upward directions. Just as scholars caution leaders to behave in certain ways in order to elicit the best outcomes from their teams (Sharma & Kirkman, 2015; van Dierendonck & Nuijten, 2010), teams should be aware that their actions go beyond followership.…”

Section: Discussionmentioning

confidence: 99%

“…But research has examined reciprocal behaviors (Kluemper et al, 2018; Lian, Ferris, Morrison, & Brown, 2014) and other patterns of relationships between individual employees and leaders, including employee factors as antecedent to leader mistreatment. Although teams are an important part of leaders' environments critical to leader success (Decoster, Stouten, Camps, & Tripp, 2014; Dierdorff, Bell, & Belohlav, 2011; Hu & Liden, 2011; Zaccaro, Rittman, & Marks, 2001), little if any research attention has been paid to the predictive influence team processes and the resulting emergent states (Marks, Mathieu, & Stephen, 2001) have on leaders' behaviors (Wang, Harms, & Mackey, 2014). In this way, we test the influence of the team the leader supervises as an upward explanation for abusive supervision.…”

Section: Introductionmentioning

confidence: 99%

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How team helping influences abusive and empowering leadership: The roles of team affective tone and performance

2020

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Leaders' perceptions of their teams are critical sources of contextual social information influencing leadership behaviors. In this paper, we extend affect-associal-information theory to understand how and why team helping behaviors predict leaders' mistreatment of their teams in the form of abusive supervision and positive leader behavior in the form of empowering leadership, both through leaders' perceptions of team positive affective tone. In addition, based on social information processing, we examine the cue of leaders' perceptions of team task performance as a factor that helps us understand when the relationship between positive affective tone and leadership behaviors may be attenuated. In two text-based scenario studies, a video-based scenario study, and a multisource field study, we found evidence that team helping behavior is antecedent to abusive and empowering leadership behaviors and that this relationship is fully mediated by leaders' perceptions of team positive affective tone. Moreover, our results support team task performance as a factor that decreases the degree to which affective tone is related to abusive supervision. We discuss our findings as a caution to scholars' assumptions about the directionality of leader-team influence, emphasizing the need to acknowledge upward effects in workplace mistreatment research in the leader-team relationship.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

How team helping influences abusive and empowering leadership: The roles of team affective tone and performance

2020

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“…Such relationships can significantly harm employees' mental well-being and ability to complete their job tasks (Einarsen et al 2007;Schilling 2009;Wei and Si 2013;Zhang and Xie 2017). Accordingly, previous research identifies different forms of negative leadership, including abusive supervision (Tepper 2000), tyrannical leadership (Ashforth 1994), leader bullying (Ferris et al 2007), supervisor undermining (Greenbaum et al 2015), self-serving leadership (Decoster et al 2014;Rus et al 2010), hubristic leadership (Sadler-Smith et al 2019), and despotic leadership (De Hoogh and Den Hartog 2008).…”

Section: Introductionmentioning

confidence: 99%

Ingratiating with Despotic Leaders to Gain Status: The Role of Power Distance Orientation and Self-enhancement Motive

2019

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This study adds to business ethics research by investigating how employees' exposure to despotic leadership might influence their peer-rated workplace status, along with a mediating role of ingratiatory behavior targeted at supervisors and a moderating role of their power distance orientation and self-enhancement motive. Multisource, three-wave data from employees and their peers in Pakistani organizations reveal that exposure to despotic leaders spurs employees' upward ingratiatory behavior, and this behavior in turn can help them attain higher status in the organization. The mediating role of upward ingratiatory behavior also is more prominent among employees with higher levels of power distance orientation and self-enhancement motive. For business ethics scholars, this study thus pinpoints a potentially dangerous pathway-featuring employees' deliberate efforts to impress self-centered, destructive supervisors-by which despotic leadership can generate beneficial outcomes for employees but not for the organization, as well as how this process varies due to key personal characteristics.

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“…Výskum sa v danej problematike musí rozvíjať, nakoľko je nutné sa hlbšie zamerať na analýzu nielen príčin OCB, ale tiež na definovanie dôsledkov daného typu správania. Výskum OCB je v rámci Slovenska málo rozvinutý, preto je potrebné preskúmať rôznorodé dispozičné a situačné faktory, ktoré sa môžu významnou mierou podieľať na OCB, či už v zmysle sociodemografických ukazovateľov (rod, vek, kultúrny kontext), ale tiež faktorov ako motivácia (Ahmed & Khan, 2016), osobnostné črty (Bourdage et al, 2012), morálne zdôvodňovanie (Bonner, Greenbaum, & Mayer, 2014;Čopková, 2016) alebo štýly vedenia (Decoster et al, 2014). Nakoľko uskutočnená štúdia poukázala, že rôzne formy OCB sú vo vzťahu k rôznym prediktorom, túto skutočnosť je potrebné brať do úvahy pri budúcom výskume.…”

Section: Záverunclassified

Organizačné občianske správanie, organizačná spravodlivosť a socio-demografické ukazovatele

Rovenská¹

2019

E-psychologie

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The quality and efficiency of an organization are determined not even by the management, organizational structure or the company culture, but also employees and their behavior which determine the relationship to the organization. Employees´ behavior does not only include formally defined activities, but especially activities that are voluntary. These activities are manifested primarily in an organizational citizenship behavior (OCB).

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The role of employees' OCB and leaders' hindrance stress in the emergence of self-serving leadership

Cited by 44 publications

References 99 publications

How team helping influences abusive and empowering leadership: The roles of team affective tone and performance

How team helping influences abusive and empowering leadership: The roles of team affective tone and performance

Ingratiating with Despotic Leaders to Gain Status: The Role of Power Distance Orientation and Self-enhancement Motive

Organizačné občianske správanie, organizačná spravodlivosť a socio-demografické ukazovatele

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