The servant leadership advantage: When perceiving low differentiation in leader-member relationship quality influences team cohesion, team task performance and service OCB

Chiniara, Myriam; Bentein, Kathleen

doi:10.1016/j.leaqua.2017.05.002

Cited by 163 publications

(165 citation statements)

References 87 publications

Supporting

Mentioning

130

Contrasting

Unclassified

Order By: Relevance

“…We used the 28-item servant leadership scale developed by Liden et al (2008). Higher-order CFAs have shown that the 7 dimensions assessed with this scale load onto a second-order factor capturing overall/global servant leadership (Chiniara & Bentein, 2018;Hu & Liden, 2011). A sample item is, "My manager provides me with work experiences that enable me to develop new skills" ( = .92).…”

Section: Methodsmentioning

confidence: 99%

Understanding the consequences of newcomer proactive behaviors: The moderating contextual role of servant leadership

Bauer

Perrot

Liden

et al. 2019

Journal of Vocational Behavior

View full text Add to dashboard Cite

show abstract

Section: Methodsmentioning

confidence: 99%

Understanding the consequences of newcomer proactive behaviors: The moderating contextual role of servant leadership

Bauer

Perrot

Liden

et al. 2019

Journal of Vocational Behavior

View full text Add to dashboard Cite

show abstract

“…The most difficult part is to understand how such learning outcomes expressed in leadership and professional skills could be achieved at either basic or advanced level and later assessed. The central leadership creation task is consistent with this dynamic conceptualization of team effectiveness (Chiniara and Bentein 2018). In this sense, team leadership includes all processes that improve team effectiveness.…”

Section: Introductionmentioning

confidence: 64%

Fostering leadership competences through project management course

Tarasova¹,

Mitrofanova²,

Kozharinov³

2019

Proceedings of the 4th International Conference on Social, Business, and Academic Leadership (ICSBAL 2019)

View full text Add to dashboard Cite

Our paper focuses on the issue of fostering leadership competences through enhancing and maintaining the effective project management course. Leadership creation within an organisation, business entities or public institutions alike, represents a complex and cumbersome task. It takes lots of effort and skills and requires an enormous amount of time to accomplish and complete. Our results demonstrate that managerial competences and (inter)personal skills are both crucial for the successful manager aiming at fostering leadership competences and developing team leadership skills in a given organisation. Moreover, we find that it seems important to evaluate the skills of project managers and teams to create development plans that enhance their successful project skills.

show abstract

“…Additionally, our study makes a methodological contribution to the LMX differentiation literature. Prior to this study, PLMXD was captured either using indirect individual‐source measures (Epitropaki et al ., ; Hooper & Martin, ; Yuan & Jian, ) or direct individual‐source measures (Chiniara & Bentein, ; Van Breukelen et al ., ). PLMXD had not been captured through an experimental design.…”

Section: Discussionmentioning

confidence: 99%

“…For example, Sias and Jablin () discussed how differences in perceived differential treatment can increase communication among co‐workers. More recently, Chiniara and Bentein () found that low levels of PLMXD strengthened team cohesion, which in turn positively influenced team task performance and service‐oriented organizational citizenship behaviours. It has also been suggested that employees with low LMX levels who perceive that differentiation exists within their workgroup may recognize that there is an opportunity to change their status and develop better relationships with their leader (Kauppila, ; Liden, Erdogan, Wayne, & Sparrowe, ).…”

Section: Discussionmentioning

confidence: 99%

The importance of being psychologically empowered: Buffering the negative effects of employee perceptions of leader–member exchange differentiation

Emery

Booth

Michaelides

et al. 2019

J Occupat & Organ Psyc

View full text Add to dashboard Cite

Although differentiated relationships among leaders and their followers are fundamental to leader–member exchange (LMX) theory, research provides limited knowledge about whether employees’ responses to individual perceptions of LMX differentiation are uniform. In a field study, we examined whether individual‐level psychological empowerment buffers the negative relationship between perceived LMX differentiation and job satisfaction and found that the negative relationship is strongest under low employee psychological empowerment conditions, as compared to high psychological empowerment. Furthermore, in a multi‐wave field study and an experiment, we extended these initial findings by investigating employees’ perceptions of supervisory fairness as a mediator of this moderated relationship. We found that the indirect effect between perceived LMX differentiation and job satisfaction, through supervisory fairness perceptions, is strongest under low employee psychological empowerment, as compared to high psychological empowerment. Collectively, our findings showcase the importance of psychological empowerment as a tool for employees to use to counteract the negative effect of perceived differentiated contexts. Practitioner points When employees perceive that their managers have differentiated relationships across workgroup employees, employees tend to be less satisfied in their jobs, and this negative relationship is explained through employees’ perceptions of supervisory fairness. Employees with low psychological empowerment levels (e.g., employees who feel less in control of their work) report lower levels of job satisfaction when they perceive that their managers differentiate among employees. However, employees with high levels of psychological empowerment are more resilient in contexts where managers are perceived to differentiate across workgroup employees. The findings reinforce the necessity for managers and organizations to implement and promote empowerment initiatives.

show abstract

The servant leadership advantage: When perceiving low differentiation in leader-member relationship quality influences team cohesion, team task performance and service OCB

Cited by 163 publications

References 87 publications

Understanding the consequences of newcomer proactive behaviors: The moderating contextual role of servant leadership

Understanding the consequences of newcomer proactive behaviors: The moderating contextual role of servant leadership

Fostering leadership competences through project management course

The importance of being psychologically empowered: Buffering the negative effects of employee perceptions of leader–member exchange differentiation

Contact Info

Product

Resources

About