Narcissistic leadership and voice behavior: the role of job stress, traditionality, and trust in leaders

Multifaceted leaders: the double-edged sword effect of narcissistic leadership on employees' work behavior

So far, most studies have focused on exploring the negative effects of narcissistic leadership. However, little attention has been paid to whether narcissistic leadership also has a positive effect. This study is based on Conservation of Resources Theory and reveals that narcissistic leadership has a double-edged sword effect. By using Mplus7.4 software the analysis of 450 employees and their direct leaders' pairing data collected in three stages, it is found that: narcissistic leadership has a positive effect on employee' hostility toward supervisor and psychological availability; hostility toward supervisor mediates the relationship between narcissistic leadership and counterproductive work behavior; psychological availability mediates the relationship between narcissistic leadership and organizational citizenship behavior; in addition, environmental uncertainty enhances the positive effect of narcissistic leadership on employee' hostility toward supervisor and psychological availability, which in turn moderates the indirect effect of narcissistic leadership on counterproductive work behavior through employee' hostility toward supervisor and on organizational citizenship behavior through psychological availability.

Relational leadership and organizational citizenship behavior: do employee well-being and employee voice matter?

PURPOSE

This study aims to investigate the mediation effects of employee voice and employee well-being on the relationship between relational leadership and organizational citizenship behavior.

DESIGN/METHODOLOGY/APPROACH

This study used a Web-based survey method to collect data from 301 respondents in the four public hospitals of the Sekondi-Takoradi Metropolis. This study used PLS-SEM (WarpPLS) to test the study's hypotheses.

FINDINGS

The findings show that relational leadership has a positive impact on organizational citizenship behavior, and that this link is mediated in part by both employee voice and employee well-being.

PRACTICAL IMPLICATIONS

This study demonstrates the importance of leaders, paying close attention to employees' well-being and opinions when attempting to drive organizational citizenship behavior in the health sector.

ORIGINALITY/VALUE

Based on the review of the extant literature on the impact of leadership on employee behavior and to the best of the authors' knowledge, it is likely that this study will be the first to show how relational leadership, employee voice, employee well-being and organizational citizenship behavior are related in the health sector, thereby advancing the thrusts of the social exchange and relational leadership theories.

The interplay between internal communication, employee engagement, job satisfaction, and employee loyalty in higher education institutions in Vietnam

The present study examines the roles of internal communication (IC), job engagement (JE), organisation engagement (OE) and job satisfaction (JS) in producing employee loyalty (EL) based on the social exchange theory. This study employed an online questionnaire-based survey design to collect data from 255 respondents from higher education institutions (HEIs) in Binh Duong province using convenience and snowball sampling techniques. Data analyses and hypothesis testing were carried out using the partial least squares structural equation modelling (PLS-SEM). The findings show that all relationships are significantly validated, except for the JE-JS relationship. Our work is the first to investigate employee loyalty in the HEI context of an emerging economy such as Vietnam by incorporating internal communication, employee engagement (including job and organisation engagement) and job satisfaction to develop and validate a research model for the study. This study is expected to contribute to the theory and advance our understanding of different mechanisms that job engagement, organisation engagement and job satisfaction can play in the relationship between internal communication and employee loyalty.

The hot and the cold in destructive leadership: Modeling the role of arousal in explaining leader antecedents and follower consequences of abusive supervision versus exploitative leadership

Due to its devastating consequences, research needs to theoretically and empirically disentangle different sub-types of destructive leadership. Based on concepts derived from aggression research distinguishing re- and proactive aggression, we provide a process model differentiating abusive supervision and exploitative leadership. High versus low arousal negative affect is installed as the central mediating factor determining (1) whether perceived goal-blockage (leadership antecedents) leads to abusive supervision versus exploitative leadership and (2) whether a specific leadership behavior leads to active versus passive follower behavior (leadership consequence). Further, theoretical anchoring of individual and contextual moderators onto the model's process paths is provided and exemplary hypotheses for concrete moderation effects are deduced. Based on the provided process model, we highlight four recommendations to facilitate process-based construct differentiation in future research on destructive leadership. To precisely understand the differences and commonalities in different forms of destructive leadership will ultimately enable custom-tailored inter- and prevention.

Plain Language Summary

Negative leadership—also named “destructive” leadership—has very bad effects on followers and organizations. There are not just one, but many forms of destructive leadership and it is important to understand where different sub-types come from (i.e., to understand their antecedents) and which specific effect they have (i.e., to understand their consequences). In this paper, we focus on better understanding two forms of destructive leadership, namely abusive supervision and exploitative leadership. These two forms are similar to the two main forms of aggression. Abusive supervision is similar to reactive aggression, an impulsive “hot blooded” form of aggression. Exploitative leadership is similar to proactive aggression, a premeditated “cold blooded” form of aggression. We explain the parallels between the two forms of aggression and the two forms of leadership and provide a model which allows to predict when one versus the other form of leadership occurs and to which follower behavior they lead. An important factor in this model is the physiological characteristic of the emotional reaction to an event (i.e., arousal). An emotional reaction can be high in arousal; for instance, anger is a high arousal negative emotional reaction. On the contrary, boredom, for instance, is a low arousal negative emotional reaction. Dependent on whether both a leader and a follower react to a negative event (e.g., not getting what they want, being treated badly by others) with high or low arousal, their behavior will be different. We explain how this mechanism works and how it can help us to better predict leaders' and followers' behavior. We also outline how individual characteristics of the leader and follower and characteristics of their environment and context interact with arousal and their behavior.

The impact of emotional leadership on Chinese subordinates' work engagement: role of intrinsic motivation and traditionality

BACKGROUND

Leaders' emotions and emotion regulation strategies influence subordinates' attitudes and behaviors, while previous studies have mostly taken an emotional perspective. Leaders' emotional competence also has an impact on subordinates through motivational and cognitive pathways. Based on self-determination theory, this study examined the impact of emotional leadership on subordinates' work engagement, as well as the mediating role of subordinates' intrinsic motivation and the moderating role of traditionality.

METHODS

We first performed a scenario experiment study in which 116 Chinese college students were asked to read experimental materials on different leadership behaviors and answer relevant questions. Subsequently, a questionnaire survey was conducted, in which 347 Chinese enterprise employees were asked to rate their own experiences with emotional leadership, work engagement and intrinsic motivation. We used SPSS 25.0 for performance reliability analysis, correlation analysis and hierarchical regression analysis to test the reliability of the scales and investigate the relationship between the variables. Bootstrap analysis was used to test the mediating and moderating effects.

RESULTS

Emotional leadership has a significant direct positive effect on subordinates' work engagement and positively influences subordinates' work engagement through the mediation of subordinates' intrinsic motivation. The effect of emotional leadership on intrinsic motivation is stronger for those with high traditionality than for those with low traditionality.

CONCLUSION

Emotional leadership can improve subordinates' work engagement by stimulating their intrinsic motivation. Therefore, managers need to be able to effectively regulate and manage subordinates' emotions to stimulate their intrinsic motivation and to differentiate the management of subordinates with different levels of traditionality to improve subordinates' work engagement.

The influence of the career calling on the employees' creative deviance

As creative deviance can improve organizational innovation ability and competitiveness effectively, scholars have recently paid much attention to this innovative manner. This paper examines the mechanism between career calling and creative deviance based on 304 surveyed samples via a cross-temporal questionnaire. The results show that employees' career calling exerts a significant positive impact on their creative deviance, and employee creativity plays a mediating role in this relationship. Furthermore, ethical leadership positively moderates the relationship between career calling and employee creativity as well as the relationship between career calling and creative deviance.

How and when perceived leader narcissism impacts employee voice behavior: a social exchange perspective

Drawing from social exchange theory, this study proposes the effects of perceived leader narcissism on employees' voice behaviors (promotive voice and prohibitive voice) via organizational justice depending on the conditions of employees' trust in leader. Through investigating 257 employees and conducting a scenario study in China, this research shows that perceived leader narcissism is negatively related to prohibitive voice. The relationships between perceived leader narcissism and voice behaviors are moderated by trust in leader, and perceived leader narcissism is positively related to employees' voice behaviors when trust in leader is low. Results also show that organizational justice mediates the relationships between perceived leader narcissism and voice behaviors. The indirect effect of perceived leader narcissism on voice behaviors via organizational justice is moderated by trust in leader. This study has important implications for explaining the relationships between perceived leader narcissism and employees' voice behaviors and contributes to the social exchange theory by illustrating trust in the partner in exchange relationship as a boundary condition of norm reciprocity violation.

Leader Narcissism and Employee Organizational Citizenship Behavior Directed Toward the Leader: Roles of Perceived Insider Status and Need for Self-Esteem

Based on self-concept theory, the present study proposed and empirically tested the impact of leader narcissism on employee organizational citizenship behavior directed toward the leader (OCB-L), highlighting the mediating role of perceived insider status and the moderating role of need for self-esteem in this relationship. Based on an analysis of 161 two-stage matched leader-employee dyads, the hypotheses were tested and the results showed that the leader narcissism had a negative direct effect on employee OCB-L, as well as a negative indirect effect on employee OCB-L via perceived insider status. Furthermore, the need for self-esteem was found to moderate the negative effect of leader narcissism on perceived insider status as well as the mediating effect of perceived insider status between leader narcissism and employee OCB-L. The theoretical and practical implications of our research were discussed. Limitations and directions for future research were also offered.

Does workplace fun affect employees' voice behavior? Leader–member exchange as a mediator

Although the relationship between workplace fun and employee performance is well-documented, research on the link between workplace fun and voice behavior is still in a nascent stage. Integrating workplace fun, leader–member exchange (LMX), and voice behavior theories, in the current research we examined LMX as a mediator of the link between workplace fun and voice behavior. We conducted a crosssectional survey with a sample of 307 subordinates and 82 supervisors employed by eight Chinese companies, and used structural equation modeling to analyze the data. Results show that workplace fun was related both directly and indirectly (via LMX) to employees' voice behavior. Our findings offer insight into the mechanistic processes through which workplace fun affects employees' voice behavior, and suggest that to promote employees' voice behavior, a fun work environment and high-quality LMX relationship should be established in organizations.

How Servant Leadership Sparks Feedback-Seeking Behavior: A Moderated Mediation Model

Drawing upon social information processing theory, we propose that moqi with supervisors mediates the relationship between servant leadership and follower feedback-seeking behavior. Subordinates’ traditionality plays a moderating role in this process. A total of 440 Chinese working adults responded to the two-wave questionnaire survey in paper and pencil forms. Correlation analyses, mediation analysis, and moderated mediation analysis was performed through R and SPSS PROCESS Macro. The results revealed that servant leadership positively correlates with followers’ feedback-seeking behavior via moqi with supervisors. Moreover, these indirect effects of servant leadership were moderated by traditionality, such that servant leadership had weaker relations with feedback-seeking behavior when traditionality was higher (vs. lower). Theoretical contributions and practical implications, limitations and suggestions for further study were discussed.

Managerial openness and employee voice: a moderated mediation model

Purpose

Drawing on a costs-benefit analysis perspective, the purpose of this paper is to investigate the relationship between managerial openness and employee voice and its boundary conditions.

Design/methodology/approach

This study collected three waves of data by surveying 326 pairs of employees and their supervisors. The hypotheses were tested by using Hayes’s (2018) SPSS macro application with a bootstrap approach to obtain confidence intervals.

Findings

Managerial openness facilitates employee voice by decreasing perceived voice costs. Felt obligation positively moderates the direct as well as the indirect relationship between perceived voice costs and employee voice.

Originality/value

This study uncovers the alternative mechanism underlying the relationship between managerial openness and employee voice as well as the boundary condition of this relationship.

Silent Counterattack: The Impact of Workplace Bullying on Employee Silence

The purpose of this paper is to explore the relationship between workplace bullying (WB) and employee silence (ES) as well as its mechanism. This paper collects data from 322 employees of three Chinese enterprises in two waves, with a 2 months interval between the two waves. Moreover, this paper uses confirmatory factor analysis, a bootstrapping mediation test, a simple slope test, and other methods to verify the hypothesis. We find that: (1) WB is positively correlated with ES; (2) psychological safety (PS) and affective commitment mediated the relationship between WB and ES, respectively, and these two variables have a chain mediating effect in the above relationship; and (3) a forgiveness climate moderates this chain mediating effect by weakening the negative impact of WB on PS. Our findings can effectively guide organizations to ultimately adjust their management style, pay attention to employees’ cognitive and emotional resources, and formulate some measures to curb WB in organizations.

Offense is the best defense: the impact of workplace bullying on knowledge hiding

Purpose

Workplace bullying is a common negative event suffered by employees in the workplace. The harm it brings to the organization has become the focus of the field of organizational behavior. The purpose of this study was to explore whether workplace bullying has an impact on employee knowledge hiding and to discover the underlying mechanism between the two.

Design/methodology/approach

Based on the conservation of resource theory and the cognitive-affective personality system theory, this paper surveys 327R&D employees of Chinese technological corporations at two time points and explores the relationship between workplace bullying and knowledge hiding as well as the underlying mechanism. This study used confirmatory factor analysis, bootstrapping method and structural equation model to validate the research hypothesis.

Findings

The results show that workplace bullying positively correlates with knowledge hiding; emotional exhaustion and organizational identification play a mediation role between workplace bullying and knowledge hiding, and both variables play a chain mediation role in that relationship; and forgiveness climate moderates the positive impact of workplace bullying on emotional exhaustion, further moderating the chain mediation role of emotional exhaustion and organizational identification.

Originality/value

The findings of this study can not only complement the existing researches on the influence of negative workplace events on employees’ knowledge hiding behaviors but also strengthen scholars’ attention and understanding of the internal mechanism between workplace bullying and knowledge hiding.