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Wu W, Xiao H, Yu D. Individual quality, insecure organizational attachment, and formalistic task completion: Social cognitive perspective. PLoS One 2024; 19:e0301256. [PMID: 38558089 PMCID: PMC10984427 DOI: 10.1371/journal.pone.0301256] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [MESH Headings] [Grants] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 10/24/2023] [Accepted: 03/13/2024] [Indexed: 04/04/2024] Open
Abstract
Formalistic tasks are widely utilized in modern companies due to their ability to increase productivity and contribute to the achievement of corporate goals at a lower cost. However, these tasks are often meet with resistance from individuals because they do not provide direct short-term rewards for their efforts. Drawing on social cognitive theory, this study examined the influence of individual quality and organizational attachment on the completion of formalistic tasks. To address this, the study conducted a questionnaire survey to collect data from 602 Chinese respondents and built a structural equation model for data analysis. Through empirical research, the study confirmed the positive role of individual quality, including knowledge and personality, in the completion of formalistic tasks. Furthermore, the study proved that avoidant attachment could significantly weaken the effect of some components of individual quality on formalistic task completion. This paper is the first to reveal the influence of individual and environmental factors on individuals' completion of formalistic tasks, progressing from bottom to top. The implications of these results are discussed.
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Affiliation(s)
- Wenjun Wu
- School of Public Policy and Administration, Nanchang University, Nanchang, China
| | - Huan Xiao
- Postdoctoral Research Station of Management Science and Engineering, Nanchang University, Nanchang, China
| | - Dengke Yu
- School of Public Policy and Administration, Nanchang University, Nanchang, China
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Liang W, Lv C, Yu Y, Li T, Liu P. Leader’s Implicit Followership and Employees’ Innovative Behavior: Chain Mediation Effect of Leader–Member Exchange and Psychological Empowerment. Front Psychol 2022; 13:815147. [PMID: 35664195 PMCID: PMC9161151 DOI: 10.3389/fpsyg.2022.815147] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Grants] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 11/15/2021] [Accepted: 04/25/2022] [Indexed: 12/03/2022] Open
Abstract
In the Chinese society, where power distance is high, leaders’ attitudes and behavior toward employees determine their career development as well as affect the entire team’s performance. Therefore, exploring the kind of employees that leaders expect in China is essential. Based on implicit followership theory perspective, this study considers leaders’ positive implicit followership (LPIF) as the main research variable and examines its influence on employees’ innovative behavior (EIB). Moreover, it explores the multiple mediation effect of the leader–member exchange (LMX) relationship and psychological empowerment (PE) in this influence mechanism. The study sample comprised 389 leaders and their direct employees at 45 large- and medium-sized enterprises in Shandong, Beijing, Hebei, Shanghai, Shanxi, Zhejiang, and other regions of China. We used the leader–employee 1:1 matching questionnaire, and the longitudinal research design was adopted to avoid homology variance, making the study results more realistic and reliable. This study used the SPSS 26.0 and AMOS 26.0 statistical software to verify the hypotheses. Our findings show that LPIF has a significant positive effect on EIB, and LMX and PE have multiple mediation effects on the relationship between LPIF and EIB. When the level of LPIF is high, LMX and PE are also enhanced, which in turn promotes the increase in EIB. This study provides a new perspective for subsequent research on the psychological mechanism of employees and suggests an important method for understanding leadership and following processes in an organization. It plays a guiding role for the management practice of an enterprise, selection of leaders, and training of employees.
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Affiliation(s)
- Wei Liang
- School of Tourism, Taishan University, Taian, China
| | - Chen Lv
- School of Tourism, Taishan University, Taian, China
- *Correspondence: Chen Lv,
| | - Yongchang Yu
- School of Tourism, Taishan University, Taian, China
| | - Tingyi Li
- Business Administration College, Shandong Technology and Business University, Yantai, China
| | - Peng Liu
- School of Tourism, Taishan University, Taian, China
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AlKayid K, Selem KM, Shehata AE, Tan CC. Leader vision, organizational inertia and service hotel employee creativity: Role of knowledge-donating. CURRENT PSYCHOLOGY 2022; 42:3382-3394. [PMID: 35125851 PMCID: PMC8802259 DOI: 10.1007/s12144-022-02743-6] [Citation(s) in RCA: 5] [Impact Index Per Article: 2.5] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Accepted: 01/18/2022] [Indexed: 11/05/2022]
Abstract
This paper presents a conceptual model reflecting relationships between visionary leadership and service employee creativity through organizational inertia and knowledge-donating behavior. The research sample consists of 423 employees of 21 four-star hotels in Egypt. The PLS-SEM results revealed that service employee creativity is enhanced when they realize their leaders have visions for the future, are capable of overcoming organizational inertia, along with keeping up with simultaneous changes. The results revealed that this behavior dampens the negative relationship between visionary leadership and organizational inertia. The theoretical and practical implications of the extracted results are discussed. SUPPLEMENTARY INFORMATION The online version contains supplementary material available at 10.1007/s12144-022-02743-6.
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Affiliation(s)
- Kholoud AlKayid
- grid.1007.60000 0004 0486 528XDepartment of Management, Marketing and Operations, Faculty of Business and Law, University of Wollongong, Wollongong, Australia
| | - Kareem M. Selem
- grid.33003.330000 0000 9889 5690Hotel Studies Department, Faculty of Tourism and Hotels, Suez Canal University, Ismailia, 41522 Egypt
| | - Ali Elsayed Shehata
- grid.33003.330000 0000 9889 5690Hotel Studies Department, Faculty of Tourism and Hotels, Suez Canal University, Ismailia, 41522 Egypt
- grid.449644.f0000 0004 0441 5692Marketing Department, Faculty of Business Administration, Shaqra University, Shaqraa, Saudi Arabia
| | - Chai Ching Tan
- grid.440403.70000 0004 0646 5810School of Rattanakosin International College of Creative Entrepreneurship, Rajamangala University of Technology, Rattanakosin, Thailand
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Chiang YH, Hsu CC. Working With More Creative Coworkers and New Product Development Team Performance. SMALL GROUP RESEARCH 2021. [DOI: 10.1177/10464964211043154] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
This study proposes that working with colleagues who have similar levels of open personality can enhance a person’s social exchange relationship with teammates, which then inspires the person’s creativity. This study also draws on the idea-journey model of creativity and innovation to propose that the positive relationship between team members’ aggregated similarity in openness personality with teammates and the performance of the new product that the team develops is stronger when members of the team possess low levels of openness personality in aggregate. Examining data collected from Taiwanese new product development team engineers, we find support for these arguments.
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Affiliation(s)
- Yun-Hwa Chiang
- Department of Business Administration, Ming Chuan University, Taipei
| | - Chu-Chun Hsu
- Department of International Business, Southern Taiwan University of Science and Technology, Tainan
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The Complexity of Heavy Work Investment (HWI): A Conceptual Integration and Review of Antecedents, Dimensions, and Outcomes. SUSTAINABILITY 2021. [DOI: 10.3390/su13147803] [Citation(s) in RCA: 5] [Impact Index Per Article: 1.7] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/21/2022]
Abstract
The purpose of this paper is to bring conceptual clarity to the heavy work investment (HWI) construct while building a model based on a review of extant empirical and theoretical research and to encourage further discussion and investigations regarding the nature of HWI, specifically its individual level antecedents, dimensions, and outcomes for both the employee and the organization. The proposed theoretical framework builds upon the Job Demands–Resources model and conceptualizes HWI on a continuum of workaholism and work engagement. Specific propositions for the antecedents and outcomes of the HWI continuum are developed. The paper ends with a discussion of future research directions.
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He C, Teng R, Zhou L, Wang VL, Yuan J. Abusive Supervision, Leader-Member Exchange, and Creativity: A Multilevel Examination. Front Psychol 2021; 12:647169. [PMID: 34025517 PMCID: PMC8133217 DOI: 10.3389/fpsyg.2021.647169] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 12/29/2020] [Accepted: 04/15/2021] [Indexed: 11/15/2022] Open
Abstract
Despite the growing attention on the topic of abusive supervision, how abusive supervision affects individual and team creativity have not yet been thoroughly investigated. Drawn from the perspective of leader-member exchange (LMX), the current study develops a multilevel model to describe the relationships between abusive supervision and creativity at both team and individual levels, with a focus on the roles played by team-level leader-member exchange (TLMX) and LMX differentiation (DLMX). Based on data collected from 319 team members and their team leaders in 71 teams, the results show that abusive supervision has a negative relationship with TLMX, a practice that is conducive to both team and individual creativity. At the team level, the negative relationship between abusive supervision and TLMX is lessened by a higher level of DLMX. In addition, the positive relationship between TLMX and team creativity is weakened by a higher level of DLMX. Theoretical and practical implications of the findings are discussed.
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Affiliation(s)
- Changqing He
- College of Economics and Management, Nanjing University of Aeronautics and Astronautics, Nanjing, China
| | - Rongrong Teng
- College of Economics and Management, Nanjing University of Aeronautics and Astronautics, Nanjing, China
| | - Liying Zhou
- School of Business, Guizhou University of Finance and Economics, Guiyang, China
| | - Valerie Lynette Wang
- College of Business and Public Management, West Chester University, West Chester, PA, United States
| | - Jing Yuan
- College Students Quality Education Research Center, Anhui Xinhua University, Hefei, China
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Boekhorst JA, Halinski M, Good JR. Fun, Friends, and Creativity: A Social Capital Perspective. JOURNAL OF CREATIVE BEHAVIOR 2021. [DOI: 10.1002/jocb.502] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/10/2022]
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Boudrias JS, Montani F, Vandenberghe C. How and When Does Psychological Wellbeing Contribute to Proactive Performance? The Role of Social Resources and Job Characteristics. INTERNATIONAL JOURNAL OF ENVIRONMENTAL RESEARCH AND PUBLIC HEALTH 2021; 18:ijerph18052492. [PMID: 33802433 PMCID: PMC7967623 DOI: 10.3390/ijerph18052492] [Citation(s) in RCA: 6] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Download PDF] [Figures] [Subscribe] [Scholar Register] [Received: 01/28/2021] [Revised: 02/25/2021] [Accepted: 02/27/2021] [Indexed: 11/18/2022]
Abstract
Are psychologically healthy employees more proactive at work? Surprisingly, responses to this question are lacking as empirical research has overlooked the wellbeing–proactive performance relationship. Drawing insights from the conservation of resources theory and the motivational fit perspective, this study proposes that leader-member exchange and team-member exchange act as social resources that convey the benefits of psychological wellbeing to subsequent proactive performance. Moreover, job complexity and task interdependence—two job characteristics that enhance the motivational potential of social resources—are expected to amplify these positive indirect relationships. Data from a three-wave, time-lagged study conducted among employees (N = 318) from French-Canadian organizations were used to test our hypothesized model. The results indicated that leader-member exchange mediated a positive relationship between wellbeing and proactive performance and that the contribution of wellbeing to proactive performance via leader-member exchange was increased when job complexity was higher. We also found a negative indirect relationship between wellbeing and proactive performance via team-member exchange when team interdependence was lower. Theoretical and practical implications of this research are discussed.
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Affiliation(s)
| | - Francesco Montani
- Department of Management, Rimini Campus, University of Bologna, 47900 Rimini, Italy
- Correspondence:
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Reizer A, Schechter O, Ein‐Dor T. The Effect of Attachment Diversity on Team Performance and the Moderating Role of Perceived Organizational Support. APPLIED PSYCHOLOGY-AN INTERNATIONAL REVIEW-PSYCHOLOGIE APPLIQUEE-REVUE INTERNATIONALE 2020. [DOI: 10.1111/apps.12280] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 01/03/2023]
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