Keeping up day-specific effects of transformational leadership: the role of followers’ emotion regulation

Developing sustainable workplace through leadership: Perspectives of transformational leadership and of organizational citizenship behavior

The objective of this study was to investigate the leadership style of the supervisor to develop the organization's sustainable workplace of and the extra-role behavior of employees (i.e., OCB). An organizational context of the immigration officer is explored by using the data collected from a survey of 453 immigration officers from 26 immigration officer teams in Taiwan. This study has verified the transformational leadership and organizational commitment that they have positive effect on organizational citizenship behavior (OCB) of the immigration officers. Moreover, it showed that the organizational climate has a context effect on organizational commitment and OCB. Furthermore, the results of this study have shown that an aggregated transformational leadership has cross-level interactions on OCB. This study also found that the transformational leadership has strong effect on organizational commitment and OCB. This study adopts a cross-level study taking organizational environmental factors and cross-level interactions as research considerations. Because of the focus on group-level impact, the research methodology can apply the supervisor's leadership style and the organizational climate to measure whether the immigration officers have a high degree of organizational commitment and influence their OCB performance across levels. The organizational commitment of the immigration officers and their individual OCB performance could be improved by converging the organizational context effect of aggregated transformational leadership and organizational climate. This study found that the application of the transformational leadership is extremely helpful for an organization to develop sustainable workplace and extra-role behavior of employees.

Servant Leadership

Abstract. The present study takes a closer look at servant leadership from a daily diary perspective. We hypothesized daily servant leadership to positively relate to the follower resources: self-efficacy and optimism. We further proposed that this relation should be attenuated if followers do not perceive their leaders to also lead servantly on a general basis. In a diary study, 98 followers completed questionnaires over one week. Hierarchical linear modeling showed daily servant leadership to be associated with followers' daily self-efficacy, but not with followers' daily optimism. Additionally, for the proposed interaction of daily servant leadership with general perceptions of servant leadership, results confirmed the proposed interaction for followers' daily optimism, but not for daily self-efficacy.

The dynamic relationship between laissez-faire leadership and day-level stress: A role theory perspective

Previous research on laissez-faire leadership and stress has focused on between-person differences by looking at general ratings of leader behaviours. Yet, researchers have demonstrated a high situational contingency of leadership behaviours that call for a more detailed analysis of within-person differences. We adopt a role theory perspective to explain why daily laissez-faire leadership is linked to daily stress of followers. Also drawing on role theory, we further explain fluctuations of supervisors’ laissez-faire leadership behaviour over time in relation to follower perceptions of day-specific stress. Finally, we also take followers’ level of neuroticism into perspective to describe when followers are particularly vulnerable to laissez-faire leadership. We conducted a diary study spanning over 5 days within 1 working week to test whether daily laissez-faire leadership and its variability were positively related to followers’ daily stress and whether these relations were moderated by follower neuroticism. A total of 201 participants completed the diary surveys ( M = 4.79 days × 201 participants = 963 data points) and provided information in an initial survey. Results gave support for most of our hypotheses and showed a positive relationship between daily laissez-faire leadership and daily stress as well as a positive relationship between laissez-faire leadership variability and daily stress. Neuroticism moderated the positive relationship between laissez-faire leadership variability and daily stress in the way that the relationship between laissez-faire leadership variability and daily stress was stronger for individuals with high neuroticism.

Alleviating knowledge contribution loafing among engineering designers by ethical leadership: the role of knowledge-based psychological ownership and emotion regulation strategies

Purpose

This paper aims to examine how ethical leadership alleviates knowledge contribution loafing among engineering designers through the mediating effect of knowledge-based psychological ownership and the moderating effect of emotion regulation strategies.

Design/methodology/approach

This study adopts a questionnaire survey to obtain 344 valid sample from engineering designers and uses partial least squares-structural equation modeling to analyze data.

Findings

The results demonstrate that ethical leadership is a key factor to alleviate knowledge contribution loafing. Knowledge-based psychological ownership is a main factor causing knowledge contribution loafing and mediates the influence of ethical leadership on knowledge contribution loafing. Furthermore, cognitive reappraisal (a response-focused emotion regulation strategy) moderates the relationship between ethical leadership and knowledge contribution loafing, and the effect of ethical leadership on knowledge contribution loafing is stronger when cognitive reappraisal is high.

Practical implications

Engineering design organizations may inspire ethical leadership and pay attention to psychological state of designers. Leaders may help designers overcome knowledge-based psychological ownership by the influence of ethical leadership. During the process of knowledge interaction, designers may adopt cognitive reappraisal strategy consciously.

Originality/value

This study addresses the knowledge gap that ethical leadership affects knowledge contribution loafing with knowledge-based psychological ownership as the intermediary. This study also advances the literature on leadership and emotion regulation and extends the scope of social learning theory in knowledge management domain through examining the moderate role of emotion regulation strategies.