Self-other agreement on transformational leadership and subordinates’ assessment of supervisor’s performance

Manager-Team (Dis)agreement on Stress-Preventive Behaviours: Relationship with Psychosocial Work Environment and Employees' Well-Being

The "Management Competencies to Prevent and Reduce Stress at Work" (MCPARS) approach focuses on identifying the stress-preventive managers' competencies able to optimise the employees' well-being through the management of the psychosocial work environment. Considering leadership as contextualised in complex social dynamics, the self-other agreement (SOA) investigation of the MCPARS may enhance previous findings, as it allows for exploring the manager-team perceptions' (dis)agreement and its potential implications. However, no studies have tested the MCPARS using the SOA and multisource data. Grounded in Yammarino and Atwater's SOA reference theory, we conducted an in-depth investigation on the MCPARS's theoretical framework by examining the implications of manager-team (dis)agreement, regarding managers' competencies, on employees' psychosocial environment (H1-H2) and affective well-being (H3). Data from 36 managers and 475 employees were analysed by performing several polynomial regressions, response surface, and mediation analyses. The results reveal a significant relationship between SOA on MCPARS and employees' perceptions of the psychosocial environment (H1). Employees report better perceptions when supervised by in-agreement good or under-estimator managers, while lower ratings occur under over-estimator or in-agreement poor managers (H2). Moreover, the psychosocial environment significantly mediated the relationship between SOA on MCPARS and employees' well-being (H3). The MCPARS theoretical model's soundness is supported, and its implications are discussed.

Influence of communication determinants on safety commitment in a high-risk workplace: a systematic literature review of four communication dimensions

Health, safety, and environment (HSE) are critical aspects of any industry, particularly in high-risk environments, such as the oil and gas industry. Continuous accident reports indicate the requirement for the effective implementation of safety rules, regulations, and practices. This systematic literature review examines the relationship between safety communication and safety commitment in high-risk workplaces, specifically focusing on the oil and gas industry. The review comprises 1,439 articles from 2004 to 2023, retrieved from the Scopus and Web of Science databases following the PRISMA comprehensive guidelines. This study considers safety communication, communication climate, and communication satisfaction to evaluate their influence on safety commitment under occupational health and safety. This study identifies safety commitment issues and their underlying factors, discussing measures for preventing and reducing accidents and incidents and highlighting preventive measures for future research. It also signifies the variables influencing accident and incident rates. The research underscores the importance of communication dimensions and the need for workers to possess adequate skills, knowledge, and attitudes regarding occupational safety and health procedures. Moreover, the study contributes to the industrial and academic domains by improving organizational safety commitment, promoting a safety culture, and developing effective communication strategies. Furthermore, practitioners may benefit from this comprehensive overview in developing, evaluating, and enhancing occupational safety.

Do personal traits of the leader predict differences in leader and subordinate evaluations of leader effectiveness: a study in the banking industry in Ethiopia

Purpose

This study aims to examine whether the internal locus of control, self-esteem and leadership self-efficacy can predict differences in self–other rating agreement on leader effectiveness. First, the authors predicted that the greater the internal locus of a leader the more their self-rating will be in agreement with others' rating of them (1a). Second, the authors proposed that the greater the self-esteem of a leader the more their self-rating will be in discrepancy with others' rating (1b). Third, the authors hypothesized that the greater the self-efficacy of a leader the more their self-rating will be in agreement with others' rating (1c).

Design/methodology/approach

To test the hypotheses, multisource data were collected from 128 banking leaders (who responded about different aspects of leadership self-efficacy, internal locus of control, self-esteem and leadership effectiveness) and 344 subordinates (who rated their leaders' effectiveness in performing leadership tasks).Multivariate regression was performed by jointly regressing both leaders' self-ratings and subordinates' ratings as a dependent variable on internal locus of control, self-esteem and leadership self-efficacy as predictor variables.

Findings

Self-esteem of a leader the more their self-rating will be in discrepancy with others' ratings.

Originality/value

The study tried to investigate the leader-subordinate dis(agreement) on leaders’ effectiveness taking banking leaders in the Ethiopian Context. The finding of the results is crucial and important for leadership development programs.

Relating Cultural Distance to Self-Other Agreement of Leader-Observer Dyads: The Role of Hierarchical Position

Multisource feedback is important for leadership development and effectiveness. An important asset of such feedback is that it provides information about the self-other agreement between leaders and observers. Self-other agreement relates to several positive individual, dyadic, and organizational outcomes. Given the increasingly intercultural context in organizations, it is imperative to understand whether and how cultural distance between leaders and observers relates to self-other agreement. We hypothesize that cultural distance within leader-observer dyads is negatively associated with self-other agreement. Moreover, we expect that this relationship is stronger for leader-superior than leader-subordinate dyads. We use a unique multi-cultural dataset of 7,778 leaders (52 nationalities) rated by 22,997 subordinates (56 nationalities) and 10,132 superiors (54 nationalities) to test our hypotheses. Results confirm that cultural distance is negatively associated with self-other agreement; we show that this relationship is driven by increased self-ratings and by reduced other-ratings. In addition, we find that these results are more pronounced for leader–superior than for leader–subordinate dyads. Implications for the theory and practice of self-other agreement and multisource feedback are discussed.

Incidents and Disaster Avoidance: The Role of Communication Management and the Organizational Communication Climate in High-Risk Environments

Health, safety and the working environment are of paramount importance, especially in the high-risk environments found at facilities in the oil and gas industry, where hazards are inevitable and accidents may lead to regrettable situations such as explosions, oil spills and other disasters. The high number of accidents and disasters at such facilities bring safety-related matters to the fore. The complexity of the communication process is very often underestimated, where failures in communication could lead to major disasters. This paper investigates the role of communication management and the organizational communication climate and their impact on incidents and disaster avoidance. This study embarks on a quantitative approach involving 260 personnel from high-risk workplaces at oil and gas facilities, based on purposive sampling. Hypotheses were tested using PLS-SEM to identify causal relationships and for mediation analysis. The findings of this study show that communication management and the organizational communication climate have a significant impact on disaster avoidance. The organizational communication climate is also found to be a significant mediator for the relationship between communication management and disaster avoidance. Communication management and the organizational communication climate need to be enhanced and to be integrated with other technology and innovation to improve safety regulation adherence in the oil and gas industry.

Does transformational leadership influence TQM practices? A comparison analysis between manufacturing and service firms

Purpose

The purpose of this paper is to fill a gap in the existing literature that relates leadership style to total quality management (TQM) focus. Specifically, the study evaluates whether and how leadership style may affect the implementation of TQM practices.

Design/methodology/approach

A structured questionnaire was used to collect data from employees of different organizations operating in the manufacturing (n = 156) and service sectors (n = 147). Exploratory and confirmatory factor analyses as well as structural equation modeling were adopted to test the hypothesized research model.

Findings

The results revealed that transformational leadership has a positive impact in the implementation of TQM practices (e.g., customer focus, process management, human resource management, strategic planning and learning). It was also found that, regardless of industry type, manufacturing or service, transformational leadership has a significantly positive influence on TQM practices. In addition, it was noted that manufacturing companies showed a higher level of TQM practices than did service companies.

Originality/value

This study represents, to the best of the author’s knowledge, the first empirical examination of the relationship between transformational leadership and TQM in the service and manufacturing industries, with the goal of determining the differences between these two sectors. The study's conclusions may be useful for service and manufacturing organizations in achieving more effective leadership in the implementation of TQM.

Subordinate evaluations of high-performance managers

Purpose

The study investigated the factors considered by subordinates when evaluating the productivity of their managers, in addition to how those factors influenced such feedback.

Design/methodology/approach

A questionnaire survey was conducted among participants. The results were processed using a cluster analysis (K-means method), the Mann–Whitney U test and the χ2-Pearson test.

Findings

The survey results were used to categorize managers as highly productive, moderately productive, or lowly productive. Recommendations for how to increase productivity were then determined.

Research limitations/implications

The implication of our study in perspective research lies in particular in showing the mediating character of constructive feedback in subordinates' viewing manager efficient. As for practice, knowing subordinates' feedback makes it possible for an organization to influence the quality of supervisor-subordinate dyad. DTEK company has already put into practice the results of our study into corporate education and learning. In particular, recommendations for how to increase productivity (through giving constructive feedback, time to talk in private to an employee and expressing gratitude for good work) are discussed.

Practical implications

The results indicated that highly productive managers tended to professionally develop both themselves and their subordinates. They provided subordinates with constructive feedback as well as the opportunity to talk in-person. These managers were also experts in the activities performed by their subordinates and showed gratitude for their accomplishments.

Originality/value

This study examined managerial efficacy as reviewed by subordinates. A theoretical analysis was conducted to outline the factors typically associated with managerial productivity (e.g. interpersonal skills, synchronizing projects, technical knowledge and handling work-related frustration).