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

Sharing or hiding? The influence of supervisor bottom-line mentality on employee knowledge behaviors

Purpose

Drawing on the dual-strategies theory of social rank and leader distance theory, this paper aims to investigate the influence of supervisor bottom-line mentality (BLM) on employee knowledge-related behaviors by considering the mediating role of perceived leader prestige or dominance and the moderating role of supervisor–subordinate guanxi (SSG).

Design/methodology/approach

This study collected survey data from 185 research and development employees in East China at three-time points. The authors conducted path analysis and bootstrapping-based analytic approach to test the hypotheses by Mplus7.0.

Findings

The results showed that supervisor BLM has a negative effect on employee knowledge sharing and a positive effect on knowledge hiding. Besides, perceived leader prestige or dominance mediated the relationship between supervisor BLM and employee knowledge hiding. Furthermore, SSG moderated the relationship between supervisor BLM and perceived leader prestige or dominance, as well as the indirect effects of supervisor BLM on knowledge hiding via perceived leader prestige or dominance.

Originality/value

There is limited research on investigating the influence of supervisor BLM in the field of knowledge management. The authors carried out this study to provide evidence of how and when supervisor BLM affects employee knowledge sharing and hiding.

Humble Leadership Benefits Employee Job Performance: The Role of Supervisor–Subordinate Guanxi and Perceived Leader Integrity

Although humility is a hallmark of many beloved and respected leaders, yet little is known about the impact of humble leadership on employee job performance. Drawing on social exchange theory and attribution theory, the current study suggests a moderated mediation model to elucidate how and when humble leadership encourages follower job performance. Analyses of multilevel, multisource data from 204 subordinates and 68 supervisors showed that humble leadership and employee job performance via supervisor–subordinate guanxi is moderated by perceived leader integrity, such that the indirect and positive relationship between humble leadership and employee job performance via supervisor–subordinate guanxi would be strengthened when perceived leader integrity is high rather than low. Theoretical and practical implications as well as limitations and future directions are discussed.

Is supervisor-subordinate Guanxi always good for subordinate commitment toward organizations? An inverted U-shaped perspective

Purpose

The purpose of this research is to explore the relationship between supervisor-subordinate Guanxi (SSG) and employee affective commitment. Integrating social exchange theory (SET) with conservation of resource (COR) theory, this paper explores the mixed effect of SSG on affective commitment as well as the moderating roles of an individual difference (subordinate work ethic) and a contextual variable (procedural fairness).

Design/methodology/approach

This research adopted a survey involving 249 subordinates to test the hypothesized model.

Findings

The results showed that the relationship between SSG and affective commitment was inverted U-shaped, and this relationship was moderated by work ethic and procedural fairness, respectively.

Research limitations/implications

Despite those contributions listed above, there are still some limitations that future research should seek to address. First, the data of this research are cross-sectional, which might cause common method bias to responses. However, all the hypotheses are higher-order forms of the main effects (curvilinear and moderating effects), which are not affected by the cross-sectional nature of the study (Podskoff et al., 2003). Moreover, given these variables in the model are related to subordinates' internal psychological states or perceptions, data for the study should be collected from subordinates. Relatedly, the cross-sectional nature of the dataset may raise a question about the directionality of the relationships. However, the research model is based on strong theories (i.e. SET and COR theory). In addition, prior research has indicated that Guanxi has an influence on commitment, not vice versa (Cheung et al., 2009; Chen and O'Leary, 2018). However, given that only experimental design can conclusively prove the directionality of the relationship, the authors encourage to replicate the current study using such a design. In addition, the authors encourage future studies to collect longitudinal data and replicate the current study. Second, this study only tested how work ethic and procedural fairness moderated the relationship between SSG and affective commitment. The authors encourage future research to explore the moderating effect of other moderators, such as the integrity of supervisors. In particular, when the supervisor has a high level of integrity, the negative influence of higher SSG may be weakened. Third, this study did not explore the mechanism linking SSG with affective commitment. Future studies should explore the potential mechanisms. For example, subordinates' emotional exhaustion might be the potential mechanism between SSG and affective commitment.

Practical implications

The results imply that supervisors should treat SSG as a double-edged sword and maximize the positive influence of SSG. In addition, organizations should hire individuals with high work ethic or provide related training. At last, organizations should realize the importance of procedural fairness and set a sector that oversees making and executing well-designed roles.

Originality/value

Previous studies on SSG mainly focused on its positive effect on affective commitment, neglecting to explore its negative effect. This paper helped to illustrate the relationship between SSG and affective commitment comprehensively by indicating the relationship between SSG and affective commitment was inverted U-shaped and moderated by work ethic and procedural fairness, respectively.

Authoritarian Leadership in Organizational Change and Employees' Active Reactions: Have-to and Willing-to Perspectives

Although prior studies have found the negative relation of authoritarian leadership with workplace outcome, authoritarian leadership styles are particularly prevalent in emerging markets. This study examines the effectiveness of authoritarian leadership in organizational change by considering two boundary conditions: low perceived job mobility among employees in have-to exchange situations and high cognitive trust in leaders in willing-to exchange situations. Based on a sample of 203 employees and their supervisors in 39 work teams in China, multilevel modeling identified a negative impact of authoritarian leadership on employees' active support for organizational change. However, this negative effect disappeared when perceived job mobility was low and cognitive trust in the leader was high. The findings offer insights into the prevalence of authoritarian leadership in emerging markets despite negative impressions of this leadership style (Harms et al., 2018).

Deterrence Effects: The Role of Authoritarian Leadership in Controlling Employee Workplace Deviance

Drawing upon two independent samples from mainland China, we propose and investigate the deterrence function of leadership behavior focused on control. We suggest that controlling leadership, specifically, authoritarian leadership, deters employees’ deviance under certain conditions. That is, authoritarian leadership thwarts employees’ interpersonal deviance behavior when leaders send clear signals of potential punishments of non-compliance by showing low leader benevolence, and when employees are highly dependent on the leaders for important work resources. Results from two independent studies largely support our key propositions. Overall, these results add to the range of possible impacts that a leader can play in decreasing employee deviance. Theoretical implications and directions for follow-up research are discussed.

How do organizational practices relate to perceived system safety effectiveness? Perceptions of safety climate and co-worker commitment to safety as workplace safety signals

INTRODUCTION

Integrating safety climate research with signaling theory, we propose that individual perceptions of safety climate signal the importance of safety in the organization. Specifically, we expect that three work-related organizational practices (training effectiveness, procedure effectiveness, and work pressure) relate to the broader risk control system in the workplace via individual perceptions of safety climate as a broad management signal. Further, we expect this broad management signal interacts with a local environmental signal (co-worker commitment to safety) to amplify or diminish perceived system safety effectiveness.

METHOD

In a field study of oil and gas workers (N = 219; Study 1), we used mediation modeling to determine the relationships between work-related organizational practices, perceived safety climate, and perceived safety system effectiveness. In a field study of railway construction workers (N = 131; Study 2), we used moderated mediation modeling to explore the conditional role of co-worker commitment to safety.

RESULTS

We found that training effectiveness, procedure effectiveness, and work pressure predicted perceived system safety effectiveness indirectly via perceived safety climate (Studies 1 and 2) and that these indirect paths are influenced by co-worker commitment to safety (Study 2).

CONCLUSIONS

Findings suggest that perceived safety climate is driven in part by work practices, and that perceived safety climate (from managers) and co-worker commitment to safety (from the local environment) interact to shape workplace safety system effectiveness. Practical applications: The insight that training, procedures, and work pressure are meaningful predictors of perceived safety climate as a signal suggests that organizations should be cognizant of the quality of work-related practices for safety. The insight we offer on the competing versus complimentary nature of managerial safety signals (perceived safety climate) and co-worker safety signals (co-worker commitment to safety) could also be used by safety personnel to develop safety interventions directed in both areas.

Double-Edged Effects of Socially Responsible Human Resource Management on Employee Task Performance and Organizational Citizenship Behavior: Mediating by Role Ambiguity and Moderating by Prosocial Motivation

Previous literature has explored the positive effects of socially responsible human resource management (SRHRM) on employees, leaving potential dark sides largely ignored. By integrating situational-strength theory and motivation literature, this study investigates the double-edged effects of SRHRM on employee performance. Based on a sample of 314 employee–supervisor dyads from three companies, we found that SRHRM could increase employees’ organizational citizenship behavior (OCB) while decreasing their task performance through role-ambiguity mediation. Interestingly, prosocial motivation serves as a significant moderator in strengthening the positive relationship between SRHRM and OCB and the negative association between SRHRM and task performance. Finally, we discuss the theoretical and practical implications of how managers should conduct SRHRM practices among employees.

The Power of Negative Disposition: An Examination of Trait and State Negative Affect With OCBI and OCBO

The authors developed and tested a two-by-two framework that identifies the strength of relationships between facets of negative affect (trait and state) and facets of organizational citizenship behavior (OCBI and OCBO). The framework is based on a stream of research concerned with dispositional- and situational-based predictors of OCB and is complemented with the phenomenon of social exchange spillover. Hypotheses were developed and tested using meta-analytic data to provide an authoritative perspective on the relationships of interest. The results largely support the proposed framework and suggest the strongest relationships are those between trait negative affect and OCBO, whereas the weakest relationships are those between state negative affect and OCBI. The authors discuss implications for research and practice concerning relationships between negative affect and OCB.

Creativity, Proactive Personality, and Entrepreneurial Intention: The Role of Entrepreneurial Alertness

This study examines the extent to which entrepreneurial alertness mediates the effects of students’ proactive personalities and creativity on entrepreneurial intention. Drawing on a field survey of 735 Chinese undergraduates at 26 universities, this study provides evidence for the argument that entrepreneurial alertness has a fully mediation effect on the relationship between creativity, a proactive personality, and entrepreneurial intention. The findings shed light on the mechanisms that underpin entrepreneurial alertness and contribute to the literature on key elements of the entrepreneurial process.

Construction of a Relational Leadership Model Based on a Two-Stage Least Square Method and an Investigation on the Interaction Among the Factors in the Model

This article conducts a theoretical analysis and empirical study on the complex relations among five elements (leadership, followership, leader-member exchange, leadership situation, and leadership performance) based on a two-stage least square method (TSLS). Results show that in China leadership and followership are positively correlated with performance; LMX (Leader–Member eXchange) is negatively correlated with performance; LMX show significant positive correlations with leadership and followership; circle and face are positive correlated with leadership and followership, but favor is negatively correlated with leadership, followership, and LMX. Moreover, a SLRFP (Situation, Leadership, Relationship, Followership, Performance) five-force relational leadership model was constructed, revealing the core contents of relational leadership. These elements mainly include relational structure, dynamics and process, and provide a theoretical framework for establishing a unified theory of leadership based on the integration of traditional theories. The present study has high academic and favorable reference value.

Managing Chinese diverse workforce: toward a theory of organizational inclusion

Purpose

This paper aims to apply and integrate the existing literature of inclusion to develop a multi-level theory of organizational inclusion for the more and more diverse workforce.

Design/methodology/approach

This paper first analyzes the issue of workforce diversity in China, and then reviews the concept of organizational inclusion. After that, this paper develops a multi-level model of organizational inclusion catering to Chinese diversity issue.

Findings

This paper outlines a series of propositions on how organizational, group, interpersonal and individual factors affect inclusion at both organizational and individual levels, and the consequences of inclusion in the workplace.

Originality/value

This paper is the first research to discuss the inclusion management in Chinese context. This paper proposes a multi-level theoretical model of organizational inclusion to guide empirical studies on the integration of the diversity in workplace in China.

The Psychological Foundations of Supervisor–Subordinate Information Asymmetry

Information asymmetry in an employment relationship is much researched in the organization studies literature because of its consequences for employment contracts, compensation, and rent appropriation by the involved parties. However, its psychological antecedents have not been adequately addressed so far. We conceptually investigate the psychological drivers of supervisor–subordinate information asymmetry by primarily invoking social exchange theory. Whereas agency theory examines how information distribution is driven by self-interest seeking, social exchange theory emphasizes how individuals may be motivated to fulfill social obligations and not by exclusive self-interest seeking. This paper advances several propositions regarding the influence of a subordinate’s and supervisor’s psychological variables, such as relational identification, disposition for relational trust, assumed similarity, and the shaping techniques used by a supervisor on information asymmetry. In doing so, it highlights the underlying social exchange (social attraction and reciprocity), and the cognitive, affective, and behavioral processes. The influence of the psychological variables on information asymmetry may be moderated by contextual factors, such as interactional justice climate in teams, agency costs, and the type of employment relationship.

Who Are the Spellbinders? Identifying Personal Attributes of Charismatic Leaders

While much is known about what charismatic leaders do, where they emerge, and what their followers' reactions are, relatively little systematic empirical research has been conducted to assess who charismatic leaders are, and how we differentiate charismatic from noncharismatic leaders. To address this gap in the literature, multi-source field data were collected in five technology-driven organizations to examine the relationship between five personal attributes of leaders (i.e., self-monitoring, self actualization, motive to attain social power, self-enhancement, and openness to change), ratings of charismatic leadership, and follower (i.e., extra effort, self-actualization, collectivistic work motivation, organizational citizenship behavior) and managerial performance outcomes. Two hundred and eighteen managers provided self-reports of their personal attributes and 945 subordinates provided ratings of follower outcomes and their manager's charismatic leadership. Superiors of the managers provided ratings of the manager's charismatic leadership and managerial performance two months after collecting the managers' and subordinates' ratings. Results indicated that managers rated by subordinates as high on charismatic leadership reported higher levels of self-monitoring, self-actualization, motive to attain social power and self-enhancement values than managers rated low on charismatic leadership. Managers rated by superiors as high on charismatic leadership were associated with followers who reported higher levels of extra effort and OCB than managers rated low on charismatic leadership.

Collectivism in Action

This study explores the role of collectivism as a moderator of the relationship between organizational commitment (OC) and employee performance in a Chinese setting. The relationships between OC and both in-role and extra role performance were found to be weaker for collectivists. These weaker relationships were thought to be because of feelings of obligation to the organization that may have been aroused in collectivists who considered the organization as an in-group. Limitations of the study, directions for future research, and implications of the findings are discussed.

A New Look at the Role of Insiders in the Newcomer Socialization Process

The purpose of this investigation was to study the effect of socialization-related attitudes and behaviors exhibited by insiders on the development of organizational newcomers. New graduate students, advanced graduate students, and faculty members responded to surveys at two different time periods. Insiders’ attitudes toward socialization were predictive of their involvement in socialization activities. New student involvement in activities that were initiated by faculty members and advanced students was related to role conflict, role ambiguity, and service to the department. Faculty and advanced student attitudes and behaviors, aggregated to the department level, predicted new student departmental service. The authors conclude that the recent call for renewed interest in the role of insiders in the socialization process is warranted.

Servant Leadership and Follower Outcomes: Mediating Effects of Organizational Identification and Psychological Safety

This study investigated the mediating role of organizational identification and psychological safety in the relationship between servant leadership and two employee outcomes: employee voice and negative feedback seeking behavior. The sample for this study comprised of 174 full-time employees drawn from a large food company based in Pakistan. Results showed that organizational identification and psychological safety partially mediated the effects of servant leadership on voice and negative feedback seeking behavior. The theoretical and practical implications of this research are discussed.

What good soldiers are made of: the role of personality similarity

Purpose

– Previous studies have often yielded mixed results in relation to the similar-to-me effect on extra-role behaviors. Based on social exchange theory, the purpose of this paper is to uncover the contribution of personality similarity to organizational citizenship behavior (OCB), a type of extra-role behaviors.

Design/methodology/approach

– Questionnaire surveys were conducted in a multinational bank in Hong Kong. The participants were matched sample of 403 customer service representatives from 81 teams and their corresponding team supervisors.

Findings

– Personality similarity to peers and supervisors had a positive impact on individual OCB (OCB-I) and organizational OCB (OCB-O), respectively, through better communication and social integration. Moreover, personality similarity to peers was related only to OCB-I, whereas personality similarity to supervisor was associated only with OCB-O.

Research limitations/implications

– Subordinates perform different facets of OCB depending on the subjects they are similar to in terms of personality. Being similar to others could facilitate communication and social integration, which in turn promote OCB targeted at similar individuals. The importance of distinguishing the similarity effects of peers and supervisors separately as well as scrutinizing the effects of different forms of OCB warrants future research attention.

Practical implications

– Managers can promote OCB by enhancing communication and social integration among employees and supervisors.

Social implications

– As OCB enhances organizational effectiveness, the economic development of society in general will eventually benefit from having more effective organizations.

Originality/value

– This study addresses the inconsistent findings of previous studies regarding the impact of similarity on OCB. It demonstrates the contribution of personality similarity to OCB beyond the confounding effects of judgment bias. It also advances theory by studying personality similarity to peers in addition to the commonly studied similarity to supervisors.

Effective delegation among Hong Kong Chinese male managers: the mediating effects of LMX

Purpose

– With the continued expansion of Western organisations and their leadership personnel and practices across national boundaries there is a need for continued critical examination of assumptions about the transferability of these practices into other cultural settings. The purpose of this paper is to focus on one such practice, delegation, and explores its relationship to leader-member exchange (LMX) relationships and work outcomes in a non-Western organisation.

Design/methodology/approach

– Participants (186) were Chinese subordinate managers in a large transport company in Hong Kong. Data were collected via questionnaire and analysed using a path-analytic model.

Findings

– The data supported a direct and indirect path between delegation and job satisfaction and an indirect path only between delegation and job performance where LMX was the mediating variable. The results highlight the importance of LMX in the delegation-work outcomes relationship.

Research limitations/implications

– The limitations of using a single site for investigation, cross-sectional data and common method bias are discussed in relation to suggestions for future research.

Practical implications

– For the company in question, quality LMX relationships are seen as key for improving delegation-work outcome relationships particularly in terms of the potential to “soften” the autonomy requirements of the delegation process for Chinese subordinate managers.

Originality/value

– This research adds new knowledge to the literature about the conditions under which delegation may be effective in improving subordinate job satisfaction and performance through the agency of enhanced LMX relationships in a Chinese work context.

The role of prosocial and intrinsic motivation in employees’ citizenship behaviour

Purpose

– The purpose of this paper is to examine the role of prosocial and intrinsic motivation and their interaction in predicting employees’ organizational citizenship behaviour (OCB) and its dimensions.

Design/methodology/approach

– In total, 884 employees from Lithuanian public sector were surveyed. The hypotheses were tested using hierarchical regression and moderation analyses.

Findings

– The results revealed that prosocial and intrinsic motivations predicted OCB and its dimensions. Moreover, intrinsic motivation was found to moderate the relationship between prosocial motivation and OCB and four of its dimensions, i.e. intrinsic motivation strengthened the relationship between prosocial motivation and OCB and its dimensions of altruism, courtesy, conscientiousness, and initiative.

Research limitations/implications

– The correlational design of the study does not allow making causal statements. In addition, the sample consisted of public sector employees only; therefore, caution should be made when applying the results to private sector employees. Finally, since all measures were self-reported, the data may suffer from common method bias.

Originality/value

– This study contributes to investigation of motivational antecedents of OCB by revealing the importance of prosocial and intrinsic motivation in predicting employees’ citizenship behaviour.

Business Leadership in the Chinese Context: Trends, Findings, and Implications

Business leaders constitute a powerful driving force for the miraculous growth of the Chinese economy in the past few decades. However, scholars have not developed theories accounting for the unique leadership phenomenon in the Chinese context, characterized by high uncertainty, intense market competition, and constant changes in government regulations and policies. This special issue aims at offering insights regarding business leadership in China. In this paper, we first introduce the three streams of Chinese leadership research, varying in the degree of Chinese context being considered in theory development. We then discuss how Chinese leadership has co-evolved with the transformation of firms and the institutional environment in China. The new values of young employees, born after 1980, are driving the need for leaders to adjust their leadership practices once again. After that, we present a summary of the four papers in this special issue, and the insights they provide to our understanding of leadership and its effectiveness in the Chinese context. Finally, we suggest future research directions for Chinese leadership research.

An integrative model of turnover intention

Purpose

– The purpose of this study is to attempt to fill a research gap by proposing an integrative model for studying employees’ turnover intention in Chinese joint ventures (JVs). The authors also examine the antecedents of turnover intention and its impact on employees’ performance.

Design/methodology/approach

– A data set consisting of 247 employees in 3 JVs in the Peoples’ Republic of China is used to test the hypotheses.

Findings

– The LISREL results support all hypotheses. The model examines how the contextual experiences of perceived organizational support and affective commitment might affect the turnover intention. It is proposed that employees’ perceived distributive justice, trust in management and job security are related to the organizational experience of perceived organizational support and affective commitment, which will affect turnover intention and, in turn, to job performance. The empirical results show that turnover intention has a significant and negative impact on employees’ performance, and both perceived organisational support (POS) and affective commitment have partial mediation effects between trust in management and employees’ turnover intention.

Research limitations/implications

– The Western POS scale was used in this study. It may not fully capture the meaning of POS in the Chinese setting. Future research may develop indigenous POS measurement. Additionally, the scale on turnover intention only showed employees’ intention to leave, it did not reveal their subsequent actual turnover. Future research should use a longitudinal design to study the actual employee turnover. It contributes to the literature by offering insights on how Chinese human resource management practices in JVs affect employees’ turnover intention and the impact of turnover intention on employees’ performance in Chinese JVs.

Originality/value

– This study enhances the authors' understanding of the relationship among POS, affective commitment and turnover intention of Chinese JV employees.

Cooperative and Competitive Orientation among Chinese People: Scale Development and Validation

Chinese people are known to be strong in dialectical thinking – a cognitive tendency toward the acceptance of contradiction. Based on this finding, we conceptualized cooperative and competitive orientation as two distinct constructs that represent individual beliefs about and attitudes toward the nature of their relationship with others. We hypothesized that as stable individual differences, cooperative and competitive orientation would have differential effects on people's cognition and behaviour. Adopting a contextualization approach to Chinese management research, we developed a seven-item cooperative orientation scale and a six-item competitive orientation scale that demonstrated high reliabilities and validities. A laboratory experiment using the response latency method showed that people scoring higher on cooperative orientation responded significantly faster toward words of a cooperative nature, whereas people scoring higher on competitive orientation responded significantly faster toward words of a competitive nature. A field survey in multiple Chinese organizations further showed that cooperative and competitive orientation had differential effects on employee task performance and organizational citizenship behaviour beyond the effects of the personality differences. The theoretical and practical implications of this study are discussed in the context of work groups in Chinese organizations and beyond.

Social power as a means of increasing personal and organizational effectiveness: The mediating role of organizational citizenship behavior

This study focuses on to explore the impact of social power on organizational citizenship behavior (OCB) and the role of OCB as a mediator of the relationship between social power and personal and organizational effectiveness. Data were collected by administering self rated questionnaires to male middle-level executives (N = 250) in face to face conditions from motor cycle manufacturing organisations based in northern India. The mediator analysis (by using AMOS) showed that all the fit indexes were in the acceptable range which indicates that OCBs have mediated significantly between social power and effectiveness. Other results as analyzed through multiple regression analysis showed the significant impact of social power on the dimensions of OCB and effectiveness as it was hypothesized. The study suggests the potential benefits of using positive forms of social power by supervisors as part of their managerial style in order to enhance OCBs and in turn increase personal and organizational effectiveness. This study advances the research on the concept of OCB and social power in an Indian work context.

Linking Leader-Member Exchange and Employee Work Outcomes: The Mediating Role of Organizational Social and Economic Exchange

This study presents and tests a framework that links leader—member exchange (LMX) with two different forms of employee–organization exchange: organizational social exchange and organizational economic exchange. We propose that these two forms of employee exchange with the organization would be the main mechanisms through which LMX affects employees’ affective commitment and intention to leave. We used structural equation modelling to analyze the data collected from 239 employees in a foreign-invested enterprise in China. Results showed that both organizational social exchange and organizational economic exchange acted as full mediators in the relationships between LMX and the two outcome variables but in different directions. Theoretical and practical implications are discussed.

The Relationship between Organizational Justice and Organizational Citizenship Behaviour: The Role of Cultural Value Orientations

In two studies conducted in the United States and the People's Republic of China, we examined how the effects of organizational justice perceptions on employees' organizational citizenship behaviours (OCB) are influenced by individually held cultural value orientations. In Study 1, we did not find evidence of moderation by cultural value orientation. In Study 2, we re-examined the moderated relationships and found that the relationship between procedural justice and OCB was significantly influenced by masculinity-femininity orientation and that the relationship between distributive justice and OCB was significantly moderated by power distance such that the relationships were more strongly positive when followers were more masculine and higher in power distance. Also, we extended our model to include perceived supervisor support as a mediator of the direct and moderated effects of justice perceptions on OCB. We found support for the mediation model, but did not find the moderated mediation effects we predicted. Due to the large number of non-significant findings and inconsistencies across our two studies, we conclude with recommendations for scholars who face similar challenges in their research.

Social power as a means of increasing personal and organizational effectiveness: The mediating role of organizational citizenship behavior

This study focuses on to explore the impact of social power on organizational citizenship behavior (OCB) and the role of OCB as a mediator of the relationship between social power and personal and organizational effectiveness. Data were collected by administering self rated questionnaires to male middle-level executives (N = 250) in face to face conditions from motor cycle manufacturing organisations based in northern India. The mediator analysis (by using AMOS) showed that all the fit indexes were in the acceptable range which indicates that OCBs have mediated significantly between social power and effectiveness. Other results as analyzed through multiple regression analysis showed the significant impact of social power on the dimensions of OCB and effectiveness as it was hypothesized. The study suggests the potential benefits of using positive forms of social power by supervisors as part of their managerial style in order to enhance OCBs and in turn increase personal and organizational effectiveness. This study advances the research on the concept of OCB and social power in an Indian work context.

From Organizational Citizenship Behaviour to Team Performance: The Mediation of Group Cohesion and Collective Efficacy

What is the relationship between individual members' organizational citizenship behaviours (OCB) and team-level performance? Using a social cognitive perspective, the current study proposes that the relationship is mediated by a team's cohesion and collective efficacy. We collected data at two points in time from three sources with a sample of 462 salespersons representing 62 teams (62 branches) of a financial institute in Taiwan. The results support the theoretical argument that OCB positively influences organizational performance. Furthermore, group cohesion and collective efficacy fully mediated the direct effects of OCB towards individuals and the organization on team performance. Theoretical and practical implications of the results are discussed.

ChineseGuanxi: An Integrative Review and New Directions for Future Research

In this article we review research on Chineseguanxiand social networking in the past twenty years and identify the major perspectives, theories, and methodologies used inguanxiresearch at micro and macro levels. We summarize the main findings of over 200 journal articles onguanxiresearch in terms of its conceptual definitions and measurements, its antecedents and consequences, and its dynamics and processes. Furthermore, we identify the gaps between different levels ofguanxiresearch and discuss future directions to advance our understanding of the complex and intricateguanxiphenomenon.

Leader–Member Relationship and Burnout: The Moderating Role of Leader Integrity

In this study, we propose and test the idea that a strong relationship between leader and follower will be associated with the subordinate’s burnout. We base the study on the leader–member exchange framework (LMX), resource exchange theory, and the job demands–resources model of burnout, and conceptualize that a strong LMX is associated with burnout in two ways: high LMX involves high job demands, which lead to exhaustion; low LMX involves low job resources, which leads to cynicism. We propose that the relationship between LMX and the two forms of burnout will be stronger when the leader is perceived to be low on moral integrity. Using a survey of 218 employees, we find support for the hypotheses. Implications for future research and managerial practices are discussed.

Leader Integrity and Organizational Citizenship Behaviour in China

In this study, we use implicit leadership theory to investigate how leader integrity, one of the most important traditional Chinese virtues, influences subordinates’ organizational citizenship behaviour (OCB) in the Chinese context. The results of our survey reveal that leader integrity is associated with subordinates’ OCB, and that this relationship is fully mediated by leader effectiveness. In addition, traditionality moderated the relationship between leader integrity and leader effectiveness; the relationship was significant among less traditional subordinates, but insignificant among more traditional subordinates. We conclude with a discussion of the theoretical and managerial implications for leaders in China.