When Organizational Culture Makes Respecful Leadership Crucial: A Multilevel Analysis

Gils, Suzanne van; Quaquebeke, Niels Van; Borkowski, Jan; Knippenberg, Daan van

doi:10.1037/e518332013-480

Cited by 3 publications

(15 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Recent findings have suggested that exchange quality is often assessed differently by dyadic partners in different roles (van Gils et al, 2010). Two meta-analyses have supported this conclusion.…”

Section: Leader-member Exchange Between Dyadic Partnersmentioning

confidence: 94%

“…One such area is the role implicit theories of leadership and followership in LMX perceptions (Lord & Maher, 1991). There is a wealth of research demonstrating implicit leadership theories (ILTs) held by followers have a strong effect on relationship quality, emphasizing the importance of such schemas for the leadership process (Engle & Lord, 1997;Epitropaki & Martin, 2005;Subramaniam, Othman, & Sambasivan, 2010;van Gils, van Quaquebeke, & van Knippenberg, 2010). There is far less research demonstrating the effect of implicit followership theories (IFTs) on relationship quality (Carsten, Uhl-Bien, West, Patera, & McGregor, 2010;Sy, 2010).…”

Section: Articlementioning

confidence: 99%

“…This is surprising, given dyadic partners are likely to perceive the contribution each person makes to the relationship based on their expectations for the particular role of the person. Van Gils et al (2010) proposed leaders and followers perceive their own and the other's behavior through the lens of their ILTs and IFTs. Only when congruence between a leader's and a follower's implicit theories exists do both parties base their behavior on the same guidelines and interpret each other's behavior in the same way (Engle & Lord, 1997).…”

Section: Articlementioning

confidence: 99%

See 2 more Smart Citations

If You’re Not With Me You’re . . . ? Examining Prototypes and Cooperation in Leader–Follower Relationships

Coyle

Foti

2014

Journal of Leadership & Organizational Studies

View full text Add to dashboard Cite

This study investigated how congruence between dyadic partners' leader and follower prototypes affects leader-member exchange (LMX) quality. Specifically, we examined cooperation as a process variable in the dyadic relationship. Participants in a laboratory setting completed a group task followed by dyadic task in the context of a leader-follower relationship. Observed cooperation mediated the relationship between congruence on leader prototypes and leader assessed LMX quality, and the relationship between congruence on leader prototypes and LMX agreement. As congruence on leader prototypes decreased, leaders were less likely to be cooperative in an exchange relationship. As congruence on follower prototypes decreased, there was a greater chance leaders would cooperate but followers would defect.

show abstract

Section: Leader-member Exchange Between Dyadic Partnersmentioning

confidence: 94%

Section: Articlementioning

confidence: 99%

Section: Articlementioning

confidence: 99%

See 1 more Smart Citation

If You’re Not With Me You’re . . . ? Examining Prototypes and Cooperation in Leader–Follower Relationships

Coyle

Foti

2014

Journal of Leadership & Organizational Studies

View full text Add to dashboard Cite

show abstract

“…Central themes in most corporate scandals are a lack of ethical leadership and concern for others, a tendency to dehumanize others and a ruthless focus on self-gain (cf. Van Gils et al, 2010). In light of the plentiful negative consequences of such attitudes and behaviors it seems essential to identify the determinants of such lack of regard of subordinates on the part of the leader.…”

Section: Discussionmentioning

confidence: 99%

“…Self-serving leader behavior, which is characterized by leaders’ focus on personal gain while losing sight of the needs and interests of subordinates, has been argued to lie at the heart of many ethical scandals (cf. Van Gils, Van Quaquebeke, & Van Knippenberg, 2010). Indeed, behavior that sprouts from egoism and demonstrates a lack of responsiveness to the needs and interests of others is commonly considered to be unethical (Howell & Avolio, 1992).…”

Section: Introduction Studymentioning

confidence: 99%

Holding Others in Contempt: the Moderating Role of Power in the Relationship Between Leaders’ Contempt and their Behavior Vis-à-vis Employees

2015

View full text Add to dashboard Cite

The purpose of the present research was to investigate if and when leaders' trait-like tendency to experience contempt would result in a lack of constructive attitudes and behaviors towards subordinates and an increase in destructive attitudes and behaviors towards subordinates. Previous research shows that increased power aligns individuals' behavior with their trait-like tendencies. Accordingly, we hypothesized that leader contempt and power will interact to predict leaders' people orientation, ethical leadership, dehumanization, and self-serving behavior. Across three studies, we indeed found that contempt was more negatively associated with leaders' people orientation and ethical leadership, and more positively associated with dehumanization and leaders' self-serving behavior, when the leader had higher levels of power rather than lower levels of power. These results are discussed in the context of corporate ethical scandals demonstrating leaders' focus on personal gain to the detriment of the needs of their subordinates. KEY WORDS: Contempt , power , people orientation , ethical leadership , dehumanization , self-serving behavior R ECENTLY, THE PRODUCER OF TWINKIES, HOSTESS BRANDS, WENT BANKRUPT. The company's top executives pointed to overly demanding and overpaid subordinates as the primary reason for not being able to stay afl oat. Yet, Hostess Brands' employees and the media paint a different story. A story in which corporate management felt contempt for its labor force and was serving its own needs over all others, showing little concern and regard for the workers who actually produced the products. Indeed, those in the powerful positions rewarded themselves with a 300% salary raise-lifting the salary of former company leader Brian Driscoll from $750,000 to $2,555,000-while simultaneously demanding that their labor force cut back on their earnings and benefi ts (cf. Cancella, 2012 Business Ethics Quarterly 214destructive attitudes and behaviors towards them. Clearly, if leader contempt can have such devastating effects, we should have a thorough understanding of it, because this may be the fi rst step in attempts to mitigate negative consequences for subordinates and ultimately the organization at large (cf. Kalshoven, Den Hartog, & De Hoogh, 2011;Mayer, Kuenzi, Greenbaum, Bardes, & Salvador, 2009 ).The present study is geared at testing the idea that leaders' failure to care about subordinates (i.e., a lack of people orientation) and to provide ethical leadership, as well as their tendency to dehumanize subordinates and to act self-servingly at employees' expense, is grounded in a trait-like tendency to experience feelings of contempt. However, we argue that whether leaders are likely to act upon their feelings of contempt may be a function of the amount of power they have within their position. Power has been found to increase the correspondence between traits and behavior (DeCelles, DeRue, Margolis, & Ceranic, 2012 ). Hence, we expect that the negative relationship between (a) leader co...

show abstract

Dual Leadership in the Matrix: Effects of Leader-Member Exchange (LMX) and Dual-Leader Exchange (DLX) on Role Conflict and Dual Leadership Effectiveness

Sahlmueller

Quaquebeke²,

Giessner

et al. 2022

Journal of Leadership & Organizational Studies

Self Cite

View full text Add to dashboard Cite

While strategic management theories have heavily engaged with the reality of matrix organizations, leadership theories that actually focus on the people working within such arrangements are missing. We argue that (a) followers perceive dual leadership effectiveness to be more than the sum of each leader's effectiveness, (b) a core detriment to perceived dual leadership effectiveness is role conflict experienced by the follower, and (c) Leader-Member Exchange (LMX) needs to be theoretically extended to the triadic level to capture the influence of dual leadership. Specifically, followers’ role conflict and leadership effectiveness perceptions are driven not only by how they perceive their LMX relationships with both leaders, but also how they perceive the relationship quality between their leaders (dual leadership exchange, DLX). As such, even though higher LMX is still better than lower LMX, having a similar exchange relationship with both leaders reduces employees’ role conflict and, by extension, heightens dual leadership effectiveness. Additionally, we reason that when employees lack a good relationship with one of the leaders, higher DLX can act as a substitute. We find support for our hypotheses by applying polynomial regression analyses to a dataset of 111 managers from a matrix organization who report to both a regional and business unit leader.

show abstract

When Organizational Culture Makes Respecful Leadership Crucial: A Multilevel Analysis

Cited by 3 publications

References 0 publications

If You’re Not With Me You’re . . . ? Examining Prototypes and Cooperation in Leader–Follower Relationships

If You’re Not With Me You’re . . . ? Examining Prototypes and Cooperation in Leader–Follower Relationships

Holding Others in Contempt: the Moderating Role of Power in the Relationship Between Leaders’ Contempt and their Behavior Vis-à-vis Employees

Dual Leadership in the Matrix: Effects of Leader-Member Exchange (LMX) and Dual-Leader Exchange (DLX) on Role Conflict and Dual Leadership Effectiveness

Contact Info

Product

Resources

About