A Structural Equation Model of the Effects of Negative Affectivity, Leader-Member Exchange, and Perceived Job Mobility on In-role and Extra-role Performance: A Chinese Case

Positive Group Affect and Team Creativity

The study explores group-level mechanisms linking positive group affective tone (PGAT) and team creativity. Drawing on Paulus and Dzindolet’s group creativity model and the broaden-and-build theory of positive emotions, the mediating roles of team reflexivity and team promotion focus were examined. Survey data were collected from the leaders and members of 98 work teams in South Korea. Structural equation modeling results showed that when controlling for negative group affective tone, PGAT was significantly associated with team creativity. Furthermore, team reflexivity and team promotion focus fully mediated the relationship between PGAT and team creativity, and this effect held when team prevention focus was controlled for. The findings provide meaningful insights into the roles of team reflexivity and team promotion focus as critical social-cognitive and social-motivational processes in the group affect–creativity relationship.

The relationship between job performance and perceived organizational support in faculty members at Chinese universities: a questionnaire survey

BACKGROUND

Although several studies have been conducted to investigate the relationship between perceived organizational support (POS) and job performance (JP), it remains unclear whether this relationship is appropriate for faculty members at Chinese universities. The objectives of this study were to (a) examine the correlation between POS andJP; (b) identify the predictors of POS, including demographic and organizational characteristics among faculty members at a Chinese university; (c) investigate the influence of mediating factors between POS and JP; and (d) compare the findings of this study with related studies.

METHODS

A cross-sectional questionnaire survey was used in this study. The questionnaire was administered to 700 faculty members who were randomly selected from all faculty members at six universities. A total of 581 questionnaires were obtained. A statistical model for JP was developed based on the literature review.

RESULTS

The analysis results indicated that the relationship between POS and JP was mediated by job satisfaction (JS), positive affectivity (PA), and affective commitment (AC). In addition, procedural and distributive justice contribute to POS.

CONCLUSIONS

The study concludes that the relationship between POS and JP is mediated by JS, PA, and AC and is influenced by POS. These results can provide evidence for university administrators to improve POS and increase the JP of faculty members at universities.

The relationship between servant leadership, organisational citizenship behaviour and team effectiveness

Orientation: Team effectiveness and organisational citizenship behaviour (OCB) are outcomes vital for team success. Servant leadership practices also play a critical role in team effectiveness and OCB.Research purpose: The goal of the study was to analyse the relationships between servant leadership, OCB and team effectiveness in the South African school system.Motivation for the study: The changing nature of leadership, coupled with the increased use of teams, necessitates a study on how follower-focused leadership practices enhance team member effectiveness.Research approach, design and method: A non-probability sample of 288 teachers was drawn from 38 schools in the Western Cape in South Africa. Item analysis and confirmatory factor analysis were conducted on the data.Main findings: The team effectiveness and refined servant leadership questionnaires displayed high levels of internal consistency. The organisational citizenship behaviour scale exhibited moderate reliability coefficients. Good fit was found for the structural and measurement models of the latent variables through confirmatory factor analysis and structural equation modelling. Positive relationships were found between servant leadership, team effectiveness and OCB.Practical/managerial implications: The findings emphasise the role played by servant leadership behaviours in promoting positive behaviours and outcomes for teams. Future studies should develop the theoretical model further, by identifying other variables that influence team effectiveness positively and testing the model using revenue-oriented teams.Contribution/value-add: Schools today face the challenge of developing strategies for achieving team effectiveness. The servant leadership style recognises and promotes the one-on-one development of followers likely to promote positive outcomes and team effectiveness.

Leader-member exchange and intent to turnover

Purpose

– Previous studies on leadership quality – staff turnover relationship – have been performed mainly in Western contexts. More empirical evidence is needed to understand the nature of the relationship between the quality of leadership and staff turnover in a non-Western context in general and in the Middle East in particular. Thus, this study has two objectives: to examine the impact of leader-member exchange (LMX) on staff turnover intentions in the United Arab Emirates (UAE) and to test the mediating impact of role conflict, job satisfaction, and organizational commitment on the LMX-turnover intentions relationship. The paper aims to discuss these issues.

Design/methodology/approach

– Data were collected from 241 employees working in 15 different service and industrial product organizations operating in Dubai. A structured questionnaire containing standard scales of LMX, role conflict, job satisfaction, organizational commitment, turnover intentions, and some demographic variables was used. After testing scales reliability and validity, the proposed hypotheses were tested using a series of separate hierarchical regression analyses.

Findings

– Consistent with Western studies, the study revealed that LMX played a functional impact on staff turnover intentions. Moreover, role conflict was found to play a partial role in mediating the influence of LMX on turnover intentions. Similarly, job satisfaction and organizational commitment were found to partially mediate the relationship between LMX and turnover intentions.

Research limitations/implications

– The limitations of common method variance and same source bias are discussed in light of implications for future research. Nevertheless, the results show that leaders need to monitor the quality of exchange between themselves and their followers to ensure high-quality relationships are maintained.

Practical implications

– The study has implications for reducing staff turnover. In general, enhancing LMX can result in lower level of employee turnover intentions. Also, managers should improve staff job satisfaction and organizational commitment in order to enhance the impact of LMX on reducing turnover intention. In addition, UAE managers should reduce role conflict in order to improve the impact of LMX on turnover intention.

Originality/value

– Previous studies on leadership quality – staff turnover relationship – have been performed mainly in Western contexts. This study is considered to be the first study to examine the mediating role of role conflict, job satisfaction, and organizational commitment on the relationship between LMX and turnover intentions in the Middle East.

Relational Evaluation, Organization-Based Self-Esteem, and Performance

This study examined the effects of leader–member exchange (LMX) and perceived insider status (PIS) on employees’ performance through a relational value perspective. Results based on a sample of 183 supervisor–subordinate distinct dyads show that organization-based self-esteem (OBSE) mediated the relationship between relational evaluations (i.e., LMX and PIS) and performance. In addition, employees’ allocentric tendencies moderated the relationship between relational evaluations and OBSE and, consequently, the indirect relationship between relational evaluations and performance via OBSE. Specifically, OBSE mediated the indirect relationship between LMX (and PIS) and performance among employees with high rather than low levels of allocentrism. Implications and limitations are discussed.

Psychological mechanism linking abusive supervision and compulsory citizenship behavior: a moderated mediation study

This study seeks to examine the effect of abusive supervision on the "dark side" of organizational citizenship behavior (OCB) and, specifically, compulsory citizenship behavior (CCB). The study focuses on the mediating role of psychological safety underpinning the relationship between abusive supervision and CCB, and the moderating role of Chinese traditionality in influencing the mediation. The authors tested the model with data of 434 dyads (employee-coworker pairs) in a large Chinese service company. Results indicated that psychological safety fully mediated the relationship between abusive supervision and CCB. The authors also found that Chinese traditionality moderated the strength of the mediated relationship between abusive supervision and CCB via psychological safety, such that the mediated relationship is weaker under high Chinese traditionality than under low Chinese traditionality. The article also discusses the implications, limitations, and future research directions.

Deep-Level Similarity and Group Social Capital: Associations With Team Functioning

This study examines the associations of deep-level and surface-level similarity with team functioning (i.e., team effectiveness, team in-role performance, and team satisfaction). Hypotheses were tested using data from 420 teachers in 57 teams in secondary education. These teams were tightly integrated units in which teachers from different functional areas had to work together. From the results of multilevel analyses, it appeared that especially deep-level similarity was important for team functioning. Cross-level interactions showed a moderating effect of group social capital on the association of deep-level similarity with team functioning, but there was no such relationship found for surface-level similarity. Especially in teams with high group social capital, deep-level similarity was associated with improved team functioning.