An Examination of Satisfaction With My Supervisor and Organizational Commitment

School Leadership Enhances Secondary Students' Achievement in Rural China Through Teacher Commitment and Collaborative Culture

The effect of school leadership (SL) on student achievement (SA) has been extensively examined, whereas the influences of teacher commitment (TC) and collaborative culture (CC) have not been thoroughly explored. This study conducted a moderated mediation analysis by investigating (a) TC as a mediator in the relationship between SL and SA and (b) CC as a moderator of the relationship between SL and SA. Altogether, 3,134 (female =1,673, 53.4%; male =1,461, 46.4%) students and their 841 teachers from 80 middle schools in rural China were recruited and surveyed. SA was evaluated using Program for International Student Assessment (PISA) 2008 tests, including reading, math, and science, and SL, TC, and CC were evaluated using the Teaching and Leading in Schools Survey Scale. In addition, the “many to many” step was employed to match teachers’ data with the students’ data by STATA analysis. The results indicated that: (1) there were direct and indirect effects of SL on SA in the mediation model; (2) TC was confirmed as a full mediator between SL and SA; and (3) CC acted as a significant moderator of SL effects on SA through TC. Implications for improving school leadership and student achievement are discussed.

The Interplay of Socioecological Determinants of Work-Life Balance, Subjective Wellbeing and Employee Wellbeing

Today's workers are struggling to achieve a balance between their work and personal life roles because of both specific needs and limited resources. This study explored the socioecological factors that influence work-life balance (WLB) and how they operate. The relationships between WLB, subjective wellbeing, employee wellbeing and quality time allocation were examined. A total of 1063 responses were received, using an online survey. The results show that relational, community and societal factors directly influenced the individual factors and were indirectly associated with perceived WLB. Individual factors (i.e., personal feelings, behaviours and health) were found to be the crucial determinants of an individual's perceived WLB. It was found that WLB positively correlated with employee wellbeing and quality and quantity of personal life-time. Subjective wellbeing was found to be a significant moderator in the relationship between WLB and its outcomes. This study demonstrated the process of how workers determine their own WLB by applying the socioecological framework for categorising the determinants and suggested new avenues that improve the whole wellbeing of workers and also foster long-term development of organisations.

Distributed leadership and nurses' job satisfaction: a survey

PURPOSE

The purpose of this paper is to explore the relationship between perceived distributed leadership and job satisfaction among nurses. Leadership is central to improving quality care. Reports following investigations of poor care standards, identified inadequate leadership as a contributory factor and called for a new kind of leadership. One alternative is distributed leadership. Evidence suggests associations between leadership and job satisfaction but, there is a paucity of research examining associations between distributed leadership and job satisfaction: the purpose of this study was to address this gap.

DESIGN/METHODOLOGY/APPROACH

A cross-sectional survey design was used and data collected via questionnaires. Using census sampling, 350 nurses in a hospital in Malta were selected. A response rate of 50% (n = 176) was achieved. Data were analysed using Spearman's correlation coefficient and multiple regression. Ethical approval was obtained from relevant committees/individuals.

FINDINGS

Results indicated a moderate application of perceived distributed leadership and application of all components of distributed leadership could be improved. Nurses were neither satisfied nor dissatisfied with their jobs. Correlation analysis showed a positive relationship between distributed leadership and job satisfaction. Multiple regression showed that commitment and participative decision-making were major predictors of job satisfaction while supervision by managers had a negative effect.

PRACTICAL IMPLICATIONS

Improving distributed leadership is a priority in the nursing profession.

ORIGINALITY/VALUE

To the best of the authors' knowledge, this study is the first to show that distributed leadership has a positive effect on job satisfaction among nurses. Supervision, a constituent of distributed leadership, was associated with reduced job satisfaction, therefore reducing this is paramount.

The gendered trickle-down effect

Purpose

– Voluntary employee turnover can be a challenge for all industries but high employee turnover has been a special concern in the hospitality industry, which is the context of this paper. The purpose of this paper is to incorporate a “trickle-down” perspective into the conventional research on turnover intention and satisfaction with supervision. The authors assess whether mid-level managers’ satisfaction with senior managers’ supervision is related positively to line employees’ satisfaction with mid-level managers’ supervision and, in turn, line employees’ turnover intentions. Further, the authors examine whether the strength of this “trickle-down” effect is affected by the middle managers’ gender.

Design/methodology/approach

– The authors tested our theoretical argument using a sample of 1,527 full-time employees in 267 different departments at 94 hotels in the USA and Canada. Hierarchical linear modeling was employed to analyze the data.

Findings

– The authors found a trickle-down effect of satisfaction with supervision, as predicted, and the effect was stronger for female than male middle managers. These findings open new avenues for addressing turnover issues for organizations and managers.

Originality/value

– This study extends the line of research on leadership and turnover in three ways. First, it shows how senior managers, who have no direct contact with line employees, can affect turnover intentions of line employees. Second, this research helps the authors know where to target efforts at intervention; by connecting middle managers’ satisfaction with supervision with employees’ turnover intentions, the authors know to target interventions to reduce turnover not just at line employees and supervisors but also at senior-level managers as well. Third, this study sheds light on the ongoing debate over “female advantage” in leadership (Eagly and Carli, 2003a, b; Vecchio, 2002, 2003) by examining not just how women are treated, but how their experience may reshape managerial dynamics.

Grawitch M. Come rain or come shine: supervisor behavior and employee job neglect

Purpose

– The purpose of this paper is to investigate the extent to which supervisor behavior is associated with employees’ job neglect.

Design/methodology/approach

– The paper investigates the extent to which supervisor behavior is associated with employees’ job neglect.

Findings

– Results from hierarchical regression analyses support the hypothesis that both positive and negative supervisor behaviors have significant effects on job neglect. Negative supervisor behavior was more strongly associated with job neglect than positive supervisor behavior.

Research limitations/implications

– Changing the style of supervision might help to reduce job neglect of employees, benefitting the organization by reducing the associated costs of job neglect and counterproductive behavior.

Originality/value

– The findings provide additional evidence for the important effects supervisors can have on employees. They also indicate that – in addition to studying abusive supervision – there is a need to consider the effects of a broad spectrum of supervisor behavior.

Leader-Member Exchange and Job Satisfaction Bond and Predicted Employee Turnover

Results of hypotheses testing using the Leader-Member Exchange (LMX) scale and the Minnesota Satisfaction Questionnaire (MSQ) indicate that 7 out of 12 LMX measures (explaining 98% of the variance) and 6 out of 20 MSQ measures (explaining 71%-79% of the variance) were positive and significant. Satisfaction with supervision had a significant impact on job satisfaction, explaining 80.7% of the variance. In the near future, employee job satisfaction is predicted to be lower than satisfaction with supervision, due to absence of strong intrinsic motivation. Testing hypotheses on these scales also helped predict future employee turnover in the banking industry.