Substitutes-for-leadership theory: Development and basic concepts

How Do Employees Understand Negative Leadership? The Non-linear Relationship Between Abusive Supervision and Employee Innovation Behavior: Job Performance as a Moderator

This study aims to investigate the non-linear relationship between abusive supervision and employee innovation behavior and further examine how job performance moderates this relationship. Two hundred and seventy-six employees across three industries (restaurant service, tourism, and financial service) in China participated in this study and completed the survey at two time points. The results of curve regression show as follows: (1) There exists a non-linear relationship between abusive supervision and innovation behavior, and (2) job performance moderates the non-linear relationship between abusive supervision and employee innovation behavior. For employees who perform well at work, there exists a U-shaped relationship between abusive supervision and innovative behavior. Whereas, for employees with poor job performance, when abusive supervision reaches a certain level, it will promote employee innovation behavior; and the excess of abusive supervision will inhibit employee innovation behavior, showing an inverted U-shaped curve relationship. The finding suggests it is important for managers to understand the stakes arising from abusive supervision. That is, managers should manipulate the right level of abuse supervision to promote employee innovation behavior.

Giving Rise to Creative Leadership: Contextual Enablers and Redundancies

Creative leadership plays a key role in realizing the competitive advantage of creativity for organizations, yet little is known about the contextual factors that give rise to creative leadership. We propose a model that includes enabling contextual variables that facilitate individuals with the motivation to lead for creativity to engage in creative leadership. In addition, building on substitutes for leadership theory, contextual redundancies that reduce the necessity for creative leadership as a means for realizing creative outcomes are proposed. This model provides new insights about the role of contextual enablers and redundancies at the organizational and external environmental levels of analysis for creative leadership. Theoretical and practical implications of this model are also discussed.

Leader Humility and Team Innovation: Investigating the Substituting Role of Task Interdependence and the Mediating Role of Team Voice Climate

Leadership has been found to be linked with team innovation. Based on social information processing theory and substitutes for leadership theory, this paper examines the influence of leader humility on team innovation. Results from 90 teams showed that leader humility will enhance team innovation by fostering team voice climate. Further, task interdependence substitutes the effect of leader humility on team innovation through an indirect way via team voice climate. This study discussed the theoretical and practical implementations of these observations.

Leadership by Customers? New Roles of Service Companies' Customers

In this paper we bring together two worlds that are usually strictly separated in research: leadership and customers. Until now leadership research has concentrated particularly on internal organizational processes, whereas customers were analyzed preferably in the context of marketing and service management. Research shows that the range of roles and functions of customers as key company stakeholders has changed dramatically in the last few years. Especially in service companies, customers (and communities), thought of as prosumers ( producers and con sumers), are active players, which can exert significant influence particularly on customer contact employees and on employee leadership. As only few of the established leadership concepts are open to an inclusion of customers, we choose Kerr/Jermier's (1978) substitute for leadership theory to show how the relationship between boundary spanning employees and customers can be linked to the relationship between an employee (as a follower) and his supervisor (as a leader). The analysis of this interrelatedness shows that customers can actually assume some leadership functions which subsequently will not only affect the behavior of the employees but also that of leaders. If leadership research wants to take up this challenge, it has to rethink its concepts to include new context factors relevant to the organisation. Corresponding implications and future directions for leadership research and practice are outlined.