Transformational Leadership, Subordinate Experience, and Subordinate Organizational Commitment: Different Leadership Strokes for Different Folks
In: Bogazici Journal, Band 27, Heft 1, S. 19-51
23 Ergebnisse
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In: Bogazici Journal, Band 27, Heft 1, S. 19-51
In: International journal of human resource management, Band 13, Heft 6, S. 958-974
ISSN: 1466-4399
In: International journal of human resource management, Band 12, Heft 2, S. 299-310
ISSN: 1466-4399
In: The Journal of social psychology, Band 140, Heft 3, S. 367-377
ISSN: 1940-1183
In: The Journal of social psychology, Band 137, Heft 6, S. 784-786
ISSN: 1940-1183
In: Equal opportunities international: EOI, Band 15, Heft 6/7, S. 17-27
ISSN: 1758-7093
Organisations are facing enormous changes in the demographic composition of the workforce. Racial groups that have traditionally been professionally isolated from one another are working together as more minorities are assimilated into the workforce (Lewan, 1990). The Hudson Institute's Workforce 2000 statistics project that women, minorities, and immigrants will soon make up the majority of new entrants into the American workforce (Johnston & Packer, 1987). This diversity brings numerous racial and cultural differences into corporations. As a result, managing diversity increasingly appears on the agendas of organisational leaders (Cox & Blake, 1991).
In: International journal of human resource management, Band 20, Heft 5, S. 1078-1095
ISSN: 1466-4399
In: International journal of human resource management, Band 17, Heft 12, S. 2091-2109
ISSN: 1466-4399
In: International journal of human resource management, Band 24, Heft 13, S. 2571-2582
ISSN: 1466-4399
In: Research policy: policy, management and economic studies of science, technology and innovation, Band 48, Heft 7, S. 1681-1693
ISSN: 1873-7625
In: The International journal of conflict management: IJCMA, Band 23, Heft 2, S. 192-218
ISSN: 1758-8545
PurposeThis paper aims to offer insights regarding antecedents and consequences of relationship conflict in supervisor‐subordinate dyads, regardless of the demographic characteristics of the dyads. The authors explain the causes and outcomes of relationship conflict utilizing an affective approach, and suggest that factors such as moods, values, and situational context play an important role in influencing relationship conflict and its outcomes – intention to quit and trust in supervisor.Design/methodology/approachThe authors surveyed 200 employees of multiple companies in the greater Atlanta, Georgia area. They utilized hierarchical regression, (with the inclusion of two‐ and three‐way interaction terms) to test their hypotheses and interaction effects.FindingsNegative mood and positive mood interacted to impact the level of relationship conflict experienced by subordinates. Subordinates' collectivism values strengthened the impact of the positive mood‐negative mood interaction on relationship conflict. Mentoring and supervisor‐subordinate dyad tenure moderated the relationship conflict to outcomes associations.Originality/valueThe study goes beyond traditional relational demography research in order to offer new insights and perspectives on the causes and outcomes of relationship conflict at different hierarchical levels from an affective approach, specifically, moods theory. Since relationship conflict is an inevitable process, an understanding of antecedents and consequences of the conflict can allow managers to be better equipped to create a healthy work environment.
In: The international journal of conflict management: IJCMA, Band 23, Heft 2, S. 192-192
ISSN: 1044-4068
In: Strategic Management Journal, 40(6): 987-1009
SSRN
In: The International journal of conflict management: IJCMA, Band 30, Heft 2, S. 246-269
ISSN: 1758-8545
PurposeIn management research, little is known about how ethno-racial minority leaders interact with similar employees in supervisor–subordinate relationships. This study aims to examine and provide a deeper understanding of individuals' negative reactions to similar others, thus highlighting the double-edged nature of demographic similarity which has historically predicted positive affective reactions.Design/methodology/approachUsing a survey design, the authors collected data from supervisor-subordinate dyads from multiple companies from the Dallas-Fort Worth metroplex in Texas, USA. They used ordinary least squares regression and conditional process analysis to test the hypotheses, including a two-stage moderation and moderated mediation.FindingsIncorporating social context, i.e. minority status, as a moderator, the results show that ethno-racial minority leaders supervising ethno-racially similar subordinates were more vulnerable to relationship conflict than non-minority dyads. This, in turn, is linked to a reduction in the leaders' feelings of trust toward their ethno-racially similar subordinate.Originality/valueThis study draws on social identity theory and status characteristics theory to explain the contradictory processes and outcomes associated with dyadic ethno-racial similarity and suggests the conditions under which dyad racial similarity is connected with unfavorable outcomes. This framework helps to broaden the boundary conditions of relational demography to provide a more nuanced explanation of when and why minority leaders in demographically similar hierarchical dyads experience more relationship conflict, which ultimately diminishes trust.
In: International journal of human resource management, Band 30, Heft 22, S. 3138-3165
ISSN: 1466-4399