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Yu Y, Pitafi S. Exploring the influence of spiritual leadership, leader - member exchange, and traditionality orientation on employee voice behavior. BMC Psychol 2024; 12:543. [PMID: 39380058 DOI: 10.1186/s40359-024-02052-6] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 08/22/2023] [Accepted: 10/01/2024] [Indexed: 10/10/2024] Open
Abstract
This research builds on the idea that the exchange of resources between leaders and followers can influence the behavior of employees. Specifically, the study investigates how leaders can develop strong leader-member exchange (LMX) with their followers, and how this exchange can lead to increased employee voice behavior. The study analyzed data collected from 365 individual employees working in Chinese organization. The findings indicate that LMX acts as a mediator between spiritual leadership and employee voice behavior. The strength of this mediation, however, depends on the followers' level of traditionality orientation. Notably, the findings indicate that the effect is significant only among individuals who exhibit low traditionality. Theoretical contributions and implications for practice are discussed in later sections.
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Affiliation(s)
- Yue Yu
- School of Humanties, Jilin University Changchun City, Jilin Province, China
| | - Sheena Pitafi
- School of Management, Huazhong University of Science and Technology Wuhan, Wuhan, China.
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Xiao H, Togola M, Zhang Z, Yu D. A relative deprivation perspective of the differentiation of abusive supervision in groups. Sci Rep 2024; 14:22828. [PMID: 39354001 PMCID: PMC11445260 DOI: 10.1038/s41598-024-74386-5] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Grants] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 11/06/2023] [Accepted: 09/25/2024] [Indexed: 10/03/2024] Open
Abstract
While prior research has found that leaders tend not to abuse subordinates equally, empirical studies exploring the differentiation phenomenon of abusive supervision still remain limited. Drawing on relative deprivation theory, the differentiation of abusive supervision is defined as the two operational indicators of relative abusive supervision and abusive supervision variability according to the dual influence this differentiation imposes on both individuals and groups. How the interactive effect of relative abusive supervision and abusive supervision variability impacts employees' behaviors is examined and the solution to the abusive supervision differentiation dilemma is explored. The results of a two-wave empirical study including 254 employees from 84 groups demonstrate that focal employee relative abusive supervision negatively influences task performance and organizational citizenship behavior via relative deprivation. This effect is amplified when the group has lower levels of abusive supervision variability. This study contributes to a better understanding of abusive supervision in groups.
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Affiliation(s)
- Huan Xiao
- Postdoctoral Mobile Station for Management Science and Engineering, Nanchang University, Nanchang, China
| | - Moussa Togola
- School of Public Policy and Administration, Nanchang University, No. 999, Xuefu Avenue, Honggutan New District Nanchang, Nanchang, 330031, Jiangxi, China
| | - Zhenduo Zhang
- School of Economics and Management, Dalian University of Technology, Dalian, China
| | - Dengke Yu
- School of Public Policy and Administration, Nanchang University, No. 999, Xuefu Avenue, Honggutan New District Nanchang, Nanchang, 330031, Jiangxi, China.
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Zhang WG, Ding Y, Xu F. How does proactive personality affect employee creativity and ostracism? The mediating role of envy. Heliyon 2024; 10:e25457. [PMID: 38420446 PMCID: PMC10900796 DOI: 10.1016/j.heliyon.2024.e25457] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 11/09/2023] [Revised: 01/22/2024] [Accepted: 01/26/2024] [Indexed: 03/02/2024] Open
Abstract
When working alongside proactive colleagues, do you elevate yourself through benign envy or resort to malicious envy? To address this intriguing question, we constructed a model based on social comparison theory to measure the double-edged sword effects of proactive personality on employee outcomes. We hypothesized that proactive employees would induce two distinct tendencies in their peers-workplace ostracism and employee creativity-due to peer envy. The study analyzed 389 valid responses from full-time employees in Chinese organizations using structural equation modeling. Results indicate that proactive personality positively influences benign envy among peers, which in turn positively affects employee creativity. Moreover, benign envy mediates the relationship between proactive personality and employee creativity. On the other hand, proactive personality positively influences malicious envy among peers, which in turn positively affects workplace ostracism. Additionally, malicious envy mediates the relationship between proactive personality and workplace ostracism. This study intertwines personality, emotions, and workplace outcomes, thereby advancing the existing literature on social comparison theory. Additionally, it furnishes valuable insights for organizational human resource management, particularly in the realms of employee recruitment and workplace relationship management.
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Affiliation(s)
- Wen-Gang Zhang
- School of Economics and Management, Anhui Polytechnic University, China
| | - Yi Ding
- School of Economics and Management, Anhui Polytechnic University, China
| | - Feng Xu
- School of Humanities, Social Sciences & Law, Harbin Institute of Technology, China
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Kang SM, Pahng PH, Kang YJ. When team members retaliate: The effect of LMX differentiation on team CWB. Acta Psychol (Amst) 2023; 241:104090. [PMID: 38016213 DOI: 10.1016/j.actpsy.2023.104090] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 06/04/2023] [Revised: 10/21/2023] [Accepted: 11/19/2023] [Indexed: 11/30/2023] Open
Abstract
Leader-member exchange (LMX) differentiation, or a leader's differentiated treatments among team members, is a prevalent phenomenon in any type of organization due to constraints of personal, social, and organizational resources. Despite numerous empirical examinations of such phenomenon, the impact of LMX differentiation on group outcomes is inconsistent and inconclusive. Based on team diversity framework, we approach LMX differentiation as disparity and draw on social comparison theory and social exchange theory to examine the positive effect of LMX differentiation on team counterproductive work behavior (CWB) through a supervisory justice climate. In addition, we investigate leader competence as an essential boundary condition that influences the impact of LMX differentiation on supervisory justice climate and subsequent team CWB. Using a sample of 94 teams in South Korea, we found that LMX differentiation negatively impacts supervisory justice climate, subsequently promoting team CWB. Furthermore, when team members perceive their leader as incompetent, the positive impact of LMX differentiation on team CWB is strengthened. Theoretical and practical implications and directions for future research are discussed.
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Affiliation(s)
- Sung Mo Kang
- Department of Economics and Business, Cornell College, Mount Vernon, IA, USA
| | - Phoebe Haemin Pahng
- Department of Management and Organizations, California State University, Sacramento, CA, USA
| | - Young Joo Kang
- Department of Psychological Counseling, Pai Chai University, Daejeon, Republic of Korea.
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Zhang Y, Liu X, Zhang X. How responsible leadership shapes followers' low-carbon behavior: A dual-mediation model. Front Psychol 2023; 13:1086504. [PMID: 36698564 PMCID: PMC9869243 DOI: 10.3389/fpsyg.2022.1086504] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 11/01/2022] [Accepted: 12/16/2022] [Indexed: 01/12/2023] Open
Abstract
Introduction In recent years, environmental problems such as global warming, rising sea levels, and species extinction have provoked a widespread concern all over the world, and many countries and international organizations have called for a reduction in carbon emissions. Theoretically, although many scholars have explored how responsible leadership influences subordinates' work-related outcomes, little studies have examined the association between responsible leadership and employees' low-carbon behavior. Therefore, to address this literature gap, we here drawing upon social cognitive theory developed a dual-mediation model to investigate how responsible leadership impacts employees' low-carbon behavior, and through which mechanisms this impact may occur. Methods By conducting a questionnaire survey in a company in China, we collected the valid data from 411 samples. Then using SPSS 26.0 and Mplus 8.1, we tested our proposed theoretical model and hypotheses by analyzing these data. Results The empirical results showed that responsible leadership was positively related to employees' environmental consciousness, which can further increase their low-carbon behavior. At the same time, responsible leadership was negatively related to employees' environmental apathy, which can reduce their low-carbon behavior. And employees' environmental consciousness and environmental apathy played the mediating roles in the relationship between responsible leadership and employees' low-carbon behavior. Furthermore, we found that leader-member exchange (LMX) magnified the direct effect of responsible leadership on employees' environmental apathy and strengthened the indirect effect of responsible leadership on employees' low-carbon behavior via environmental apathy, but the moderating effect of LMX on another path was not significant. Discussion These findings suggest that despite encouraging leaders to show responsible behaviors, promoting employees' environmental consciousness and reducing their environmental apathy may be useful ways to facilitating their low-carbon behavior and achieving a low-carbon society. Moreover, establishing a high-quality of exchange relationship with followers may magnify the effectiveness of responsible leadership on lowering followers' environmental apathy.
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Affiliation(s)
- Yihua Zhang
- Graduate School of Education and Psychology, Pepperdine University, Los Angeles, CA, United States
| | - Xiyao Liu
- School of Business, Qingdao University, Qingdao, China
| | - Xiaoyan Zhang
- Business School, Beijing Technology and Business University, Beijing, China,*Correspondence: Xiaoyan Zhang, ✉
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Luo W, Sun Y, Gao F, Liu Y. Linking self-efficacy and organizational identification: a moderated mediation model based on a self-verification perspective. JOURNAL OF MANAGERIAL PSYCHOLOGY 2022. [DOI: 10.1108/jmp-01-2021-0008] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/12/2022]
Abstract
PurposeThe purpose of this paper is to examine the effect of employees' self-efficacy on employees' organizational identification. Based on a self-verification perspective, this paper focuses on the mediating role of leader–member exchange social comparison (LMXSC) and the moderating role of perceived organizational justice.Design/methodology/approachThe authors conducted a field survey (Study 1) of 207 employees recruited from multiple financial organizations and tested a moderated mediation model using Hayes's (2018) PROCESS macro. The authors conducted another scenario-based experiment (Study 2) using a sample of 151 employees recruited online to further establish causality in our model.FindingsResults suggest that employees' self-efficacy is positively associated with their LMXSC, which, in turn, positively impacts employees' organizational identification. The positive relationship between LMXSC and organizational identification is stronger when employees' perceived organizational justice is higher. The indirect effect of self-efficacy on organizational identification through LMXSC is also strengthened by perceived organizational justice.Practical implicationsManagers are encouraged to develop employees' self-efficacy and to create a fair environment to promote employees' identification with the organization.Originality/valueThis research extends organizational identification literature by examining how and when employees' self-efficacy, a dispositional predictor, leads to employees' identification with the organization from a self-verification perspective.
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The Mediating Effects of Social Comparison on Faculty Burnout, Teaching Anxiety, and Satisfaction Among Faculty Who Taught During the COVID-19 Pandemic. TRENDS IN PSYCHOLOGY 2022. [PMCID: PMC9668215 DOI: 10.1007/s43076-022-00246-8] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
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Kang SM. Internal fights over resources: The effect of power struggles on team innovation. Front Psychol 2022; 13:996737. [PMID: 36467245 PMCID: PMC9708879 DOI: 10.3389/fpsyg.2022.996737] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Key Words] [Grants] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 07/18/2022] [Accepted: 10/21/2022] [Indexed: 03/19/2024] Open
Abstract
Power hierarchy is a recently growing topic among scholars. Although the previous literature has emphasized the importance of understanding power hierarchy in teams and demonstrated the negative consequences of power struggles among team members in team performance, it neglected to explore how power struggles impact other team functioning and outcomes. Drawing on social information processing theory and the team learning behavior model discussed, this study proposes that power struggles send aggressive social information to team members, and such social information negatively influences team learning. Social information emitted by power struggles undermines psychological safety and creates hostility and interpersonal tensions, which reduce team members' providing new ideas and information sharing. In addition, this study proposes a positive relationship between team learning and team innovation since team learning provides two key conditions (i.e., active knowledge integration and appropriate team climate) for successful team innovation. Lastly, this study suggests the mediating role of team learning between power struggles and team innovation. Using a sample of 99 teams from two organizations in Korea, this study tested the proposed model. In sum, this study found that (1) power struggles are negatively related to team learning, (2) team learning is positively related to team innovation, and (3) team learning mediates the relationship between power struggles and team learning.
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Affiliation(s)
- Sung Mo Kang
- Economics and Business Department, Cornell College, Mount Vernon, IA, United States
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Stop high-flyers from flying away: Interaction effect of perceived overqualification and leader humility on turnover intention. CURRENT PSYCHOLOGY 2022. [DOI: 10.1007/s12144-022-03673-z] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/03/2022]
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Tremblay M, Parent-Rocheleau X, Sajadi P. Are Leaders and Followers Receiving What They Give? A Long-Term Examination of the Reciprocal Relationship Between Relative LMX and Relative OCB-Helping. JOURNAL OF LEADERSHIP & ORGANIZATIONAL STUDIES 2022. [DOI: 10.1177/15480518211041629] [Citation(s) in RCA: 4] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Relying on social comparison theory and the norm of reciprocity perspective, the present study aims to longitudinally investigate the specific relationships between relative leader–member exchange (RLMX) and relative organizational citizenship behavior (ROCB). We examined the potentially bidirectional relationship between these two constructs using data consisting of 1,420 time-lagged observations from 725 employees surveyed at multiple time points. Our results indicate that performing more helping behaviors than the group average (ROCB) leads to a subsequent higher quality of relationship with the leader compared to the group average (RLMX), above and beyond the effect of organizational citizenship behavior on RLMX. This effect is stronger than the reverse relationship (i.e., the effect of RLMX on ROCB, above and beyond the leader–member exchange). Implications for theory and practice are discussed.
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Toseef M, Kiran A, Zhuo S, Jahangir M, Riaz S, Wei Z, Ghauri TA, Ullah I, Ahmad SB. Inspirational Leadership and Innovative Communication in Sustainable Organizations: A Mediating Role of Mutual Trust. Front Psychol 2022; 13:846128. [PMID: 36003091 PMCID: PMC9394427 DOI: 10.3389/fpsyg.2022.846128] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 12/30/2021] [Accepted: 04/19/2022] [Indexed: 11/13/2022] Open
Abstract
The possibility of accomplishing sustainable objectives is largely connected to the management and flourishing of an organizational system which keeps human capital engaged and committed. Our study investigated the association of inspirational leadership and innovative communication with employee engagement and commitment under the lens of leader member exchange theory. Specifically, we emphasized the mediating role of mutual trust in connection to social sustainability facets. A survey of data from employees in the manufacturing sector of Yunnan, China was utilized to test the hypothesized model. The study findings reported a significant association and came to the conclusion that a leader’s inspirational behavior coupled with innovative communication is a significant predictor of engagement and commitment in socially sustainable organizations. Moreover, mutual trust significantly mediated the relationship of innovative communication and inspirational leadership with employee engagement and commitment reaching the social perspective of sustainability. The current study added to the literature of sustainable organization by pointing out the social dimensions of sustainability.
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Affiliation(s)
- Muhammad Toseef
- Faculty of Management and Economics, Kunming University of Science and Technology, Kunming, China
- Department of Management Sciences, University College of Zhob, Balochistan University of Information Technology, Engineering & Management Sciences (BUITEMS), Zhob, Pakistan
| | - Alina Kiran
- Faculty of Technology Management and Technopreneurship, Universiti Teknikal Malaysia, Malacca, Malaysia
| | - Sufan Zhuo
- Business School, University of International Business and Economics, Beijing, China
- *Correspondence: Sufan Zhuo,
| | - Mahad Jahangir
- School of Business Administration, University of Lakki Marwat, Lakki Marwat, Pakistan
| | - Sidra Riaz
- School of Governance and Public Policy, National University of Modern Languages, Islamabad, Pakistan
| | - Zong Wei
- School of Ethnology and Sociology, Minzu University of China, Beijing, China
- South Asian Studies Center Institute of Area Studies, Honghe University, Mengzi, China
| | - Tauqir Ahmad Ghauri
- School of Business Administration, Islamia University of Bahawalpur, Bahawalpur, Pakistan
| | - Irfan Ullah
- School of Management and Economics, Beijing Institute of Technology, Beijing, China
- *Correspondence: Sufan Zhuo,
| | - Suraya Binti Ahmad
- Faculty of Technology Management and Technopreneurship, Universiti Teknikal Malaysia, Malacca, Malaysia
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Hu X, Dong M, Li Y, Wang M. The cross-level influence of authoritarian leadership on counterproductive work behavior: A moderated mediation model. CURRENT PSYCHOLOGY 2022. [DOI: 10.1007/s12144-022-03491-3] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/25/2022]
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13
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Karacay G, Rofcanin Y, Kabasakal H. Relative leader–member exchange perceptions and employee outcomes in service sector: the role of self-construal in feeling relative deprivation. INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 2022. [DOI: 10.1080/09585192.2022.2037097] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/18/2022]
Affiliation(s)
- Gaye Karacay
- Faculty of Management, Istanbul Technical University, Istanbul, Turkey
| | | | - Hayat Kabasakal
- Department of Management, Bogazici University, Istanbul, Turkey
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Organizational politics and employee performance in the service industry: A multi-stakeholder, multi-level perspective. JOURNAL OF VOCATIONAL BEHAVIOR 2022. [DOI: 10.1016/j.jvb.2021.103677] [Citation(s) in RCA: 2] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/18/2022]
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Afshan G, Serrano-Archimi C, Akram Z. My LMX standing with my leader as compared to my coworkers: conditional indirect effect of LMX social comparison. LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL 2022. [DOI: 10.1108/lodj-08-2020-0371] [Citation(s) in RCA: 2] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 01/26/2023]
Abstract
PurposeThe paper examines the effect of relative leader-member exchange (LMX) on follower's in-role performance, citizenship behaviour and cynicism via relational identification. Moreover, LMXSC (LMXSC) moderates the direct and mediating relationship.Design/methodology/approachBased on multi-level (individual and group level) model, dyadic data were collected from 298 employees working under 47 group managers in the banking sector in Pakistan.FindingsThe multi-level moderated mediation model tested in Mplus and HLM software showed the full support for direct, mediating and moderating hypothesized relationships; however, the moderated mediation hypothesis was partially supported. It reveals that relative LMX standing of followers predicted in-role performance, organizational citizenship behaviour at an individual level (OCB-individual) and cynicism. Relational identification with the leader mediated the relationship. Moreover, at high LMXSC, the relationship between relative LMX and relational identification and consequently the outcomes were stronger.Originality/valueLMX has widely been studied at dyadic level, despite the suggested high and low LMX quality relationships that exist in a workgroup. This study not only investigates the role of relative LMX on employee performance through relational identification but also reports that subjective evaluation of LMXSC plays a major role in promoting employee performance.
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Jahantab F, Vidyarthi PR, Anand S, Erdogan B. When Are the Bigger Fish in the Small Pond Better Citizens? A Multilevel Examination of Relative Overqualification in Workgroups. GROUP & ORGANIZATION MANAGEMENT 2021. [DOI: 10.1177/10596011211048055] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
In this study, we extend overqualification research to employees' social context of workgroup membership. Drawing upon social comparison theory and integrating with social exchange theory, we contend that employees' relative overqualification (ROQ, defined as individual overqualification relative to other group members' overqualification perceptions) is associated with their relative standing with their leader (measured as LMXSC, leader–member exchange social comparison), which in turn relates to employees' organizational citizenship behaviors (OCB). Furthermore, we assert that workgroup structural attributes and individual values (leader span of control and power distance orientation) influence the ROQ–LMXSC–OCB relationship. Multilevel modeling using data from 243 employees nested in 36 workgroups suggested patterns of moderated mediation where leader span of control and employee power distance orientation moderate the indirect link between ROQ and OCB through LMXSC. That is, the indirect relationship between ROQ and OCB is stronger in workgroups with a narrow leader span of control and for employees high in power distance orientation. Implications and directions for meso- and group-level research are discussed.
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Affiliation(s)
| | - Prajya R. Vidyarthi
- College of Business Administration, The University of Texas at El Paso, El Paso, TX, USA
| | - Smriti Anand
- Stuart School of Business, Illinois Institute of Technology, Chicago, IL, USA
| | - Berrin Erdogan
- The School of Business, Portland State University, Portland, OR, USA
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Ma J, Ollier-Malaterre A, Lu CQ. The impact of techno-stressors on work–life balance: The moderation of job self-efficacy and the mediation of emotional exhaustion. COMPUTERS IN HUMAN BEHAVIOR 2021. [DOI: 10.1016/j.chb.2021.106811] [Citation(s) in RCA: 14] [Impact Index Per Article: 4.7] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 02/07/2023]
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Afshan G, Serrano-Archimi C, Landry G, Javed U. Am I worthy to my leader? Role of leader-based self-esteem and social comparison in the LMX-performance relationship. HUMAN SYSTEMS MANAGEMENT 2021. [DOI: 10.3233/hsm-211226] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
Abstract
BACKGROUND: Most leadership theories, such as transformational, ethical, and servant leadership, emphasize the notion that leaders influence their followers’ in-role and extra-role work performance by treating them collectively and similarly. On the other hand, leader-member exchange (LMX) theory challenges this idea and argues that leaders treat followers differently and have high-quality exchange relationships with some followers and low-quality ones with others. However, few studies have examined LMX differentiated relationships in social contexts. OBJECTIVE: This study aims to investigate the role of employee leader-based self-esteem (LBSE) (i.e., employees’ self-evaluation of their worth derived from the quality of the relationship with their supervisor) in the relationship between LMX and two types of performance: task performance and organizational citizenship behaviour at individual level (OCB-I). Using an integrated theoretical framework of social comparison and self-consistency theories, we develop a moderated mediation model in which the mediating role of LBSE in the LMX-task performance and OCB-I relationships is conditional on the values of LMX social comparison (LMXSC). METHODS: Using a research sample of 298 manager-employee matching dyads working in 43 branches of a leading bank in Pakistan, results of hierarchical multiple regression analyses provided support for our developed model. RESULTS: We found that LMX positively led to LBSE which, in turn, served as a mediator between LMX and both performance types, with a stronger effect on OCB-I. We also found that by moderating the relationship between LMX and LBSE, LMXSC moderated the mediating role of LBSE, which had stronger effect on performance at high values of LMXSC than at low values. CONCLUSIONS: Following these findings, we discuss the contributions that this study offers to LMX and self-esteem literature and its managerial implications.
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Affiliation(s)
| | | | - Guylaine Landry
- École des Sciences de la Gestion, Université du Québec, Montréal, Canada
| | - Uzma Javed
- College of Business, Effat University Jeddah, Saudi Arabia
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The more you exploit, the more expedient I will be: A moral disengagement and Chinese traditionality examination of exploitative leadership and employee expediency. ASIA PACIFIC JOURNAL OF MANAGEMENT 2021. [DOI: 10.1007/s10490-021-09781-x] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/20/2022]
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Kawaguchi S, Takemura Y, Takehara K, Kunie K, Ichikawa N, Komagata K, Kobayashi K, Soma M, Komiyama C. Relationship Between Teams' Leader-Member Exchange Characteristics and Psychological Outcomes for Nurses and Nurse Managers: A Cross-Sectional Study in Japan. SAGE Open Nurs 2021; 7:23779608211025981. [PMID: 34277936 PMCID: PMC8256243 DOI: 10.1177/23779608211025981] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 09/12/2020] [Revised: 04/30/2021] [Accepted: 05/28/2021] [Indexed: 11/15/2022] Open
Abstract
Introduction The Leader–Member Exchange (LMX) theory, based on the social exchange theory,
relates to positive psychological states among nurses. However, the
influence of various LMX qualities coexisting within a team on nurses or
nurse managers is still uncleared. Objective This study examines the relationship of nurses and nurse managers’
psychological states with the average LMX and LMX dispersion among nurses in
their units. Methods The study was conducted at two university hospitals in March 2017 using
anonymous questionnaires. Nurses completed the LMX-7 scale and the subscales
of job satisfaction, achievement, and growth from the Checklist on
Commitments Related to Work. Nurse managers completed the subscales of
management satisfaction, effectiveness, and extracting extra effort from the
Multifactor Leadership Questionnaire. Both nurses and managers completed the
Intention to Continue Working scale. The nurses’ data were analyzed using a
multilevel analysis to clarify associations between nurses’ psychological
states and LMX, average LMX, and LMX dispersion. Hierarchical multiple
regression analysis tested to test the correlations of the psychological
states of nurse managers with average LMX and LMX dispersion. Results Data from 586 nurses and 28 managers were analyzed. The LMX and average LMX
of nurses were positively related to positive psychological states. Nurse
managers displayed significant associations between high LMX dispersion and
good psychological states. When average LMX was low, management
effectiveness increased as LMX dispersion increased; when average LMX was
high, management effectiveness was almost constant. Conclusion The unit’s LMX characteristics appear to be related to the psychological
states of both nurses and nurse managers. Increasing the LMX of each nurse
may lead to positive psychological states for not only that nurse but all
nurses in the unit. When LMX with subordinates is low, increasing LMX with a
portion of nurse managers should be a priority to improve their
psychological states.
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Affiliation(s)
- Saeka Kawaguchi
- Department of Nursing Administration, Division of Health Sciences and Nursing, Graduate School of Medicine, The University of Tokyo, The University of Tokyo, Tokyo, Japan
| | - Yukie Takemura
- Department of Nursing Administration, Division of Health Sciences and Nursing, Graduate School of Medicine, The University of Tokyo, The University of Tokyo, Tokyo, Japan
| | - Kimie Takehara
- Department of Integrated Health Sciences, Graduate School of Medicine, Nagoya University, Nagoya University, Nagoya, Japan
| | - Keiko Kunie
- Department of Nursing Administration, School of Nursing, Tokyo Women's Medical University, Tokyo, Japan
| | - Naoko Ichikawa
- Department of Nursing Administration, Division of Health Sciences and Nursing, Graduate School of Medicine, The University of Tokyo, The University of Tokyo, Tokyo, Japan
| | - Kazunori Komagata
- Department of Nursing, The University of Tokyo Hospital, The University of Tokyo Hospital, Tokyo, Japan
| | - Koji Kobayashi
- Department of Labor Policy, Japanese Nursing Association, Tokyo, Japan
| | - Mitsuyo Soma
- Department of Nursing, The University of Tokyo Hospital, The University of Tokyo Hospital, Tokyo, Japan
| | - Chieko Komiyama
- Department of Nursing, The University of Tokyo Hospital, The University of Tokyo Hospital, Tokyo, Japan
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Tang Y, Lam CK, Ouyang K, Huang X, Tse HHM. Comparisons draw us close: The influence of leader‐member exchange dyadic comparison on coworker exchange. PERSONNEL PSYCHOLOGY 2021. [DOI: 10.1111/peps.12465] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/27/2022]
Affiliation(s)
- Yipeng Tang
- School of Business Administration Zhongnan University of Economics and Law Wuhan China
| | - Catherine K. Lam
- Lazaridis School of Business & Economics, Wilfrid Laurier University University Avenue West Waterloo Ontario Canada
| | - Kan Ouyang
- College of Business Shanghai University of Finance and Economics Shanghai China
| | - Xu Huang
- School of Business Hong Kong Baptist University Kowloon Tong Hong Kong
| | - Herman H. M. Tse
- Monash Business School Monash University Caulfield East Victoria Australia
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22
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He G, Zhang S, Cai Y, Jia L. A self-categorization perspective on individual-teammates congruence in leader-member exchange quality and individual performance. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2021. [DOI: 10.1080/1359432x.2021.1931131] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/21/2022]
Affiliation(s)
- Gang He
- School of Management, Nanjing University, Nanjing, P. R. China
| | - Shengjun Zhang
- School of Management, Nanjing University, Nanjing, P. R. China
| | - Yahua Cai
- College of Business, Shanghai University of Finance and Economics, Shanghai, P. R. China
| | - Liangding Jia
- School of Management, Nanjing University, Nanjing, P. R. China
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Chang SM, Budhwar P, Crawshaw J. The Emergence of Value-Based Leadership Behavior at the Frontline of Management: A Role Theory Perspective and Future Research Agenda. Front Psychol 2021; 12:635106. [PMID: 34113282 PMCID: PMC8185066 DOI: 10.3389/fpsyg.2021.635106] [Citation(s) in RCA: 6] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Journal Information] [Subscribe] [Scholar Register] [Received: 11/29/2020] [Accepted: 04/06/2021] [Indexed: 11/21/2022] Open
Abstract
The importance of value-based leadership such as authentic, ethical, and servant leadership is inconspicuous. However, the benefits of these leadership approaches are often only explained through the behaviors of their followers. As such, limited research has communicated the leader's motivation for pursuing such leadership behavior, resulting in such discourse to escape theorizing. We draw upon role theory and paid attention to the role of higher-level management (leadership) through the trickle-down model to underline their importance in the organization. We then expand this role theory framework by synthesizing research to explain the emergence of value-based leadership behavior at the frontline of management. In doing so, we aim to provide a stronger explanation of the emergence of value-based leadership in organizations. We conclude this analysis by guiding future research in the form of propositions to investigate the psychological process and organizational factors to empirically examine the proposed role framework.
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Affiliation(s)
- Sin Mun Chang
- Department of Work and Organisation, Aston Business School, Aston University, Birmingham, United Kingdom
- Department of Management, Leadership and Organisations, Middlesex University Business School, London, United Kingdom
| | - Pawan Budhwar
- Department of Work and Organisation, Aston Business School, Aston University, Birmingham, United Kingdom
| | - Jonathan Crawshaw
- Department of Work and Organisation, Aston Business School, Aston University, Birmingham, United Kingdom
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Chen S, Zhang C. What Happens to a Black Sheep? Exploring How Multilevel Leader–Member Exchange Differentiation Shapes the Organizational Altruism Behaviors of Low Leader–Member Exchange Minority. GROUP & ORGANIZATION MANAGEMENT 2021. [DOI: 10.1177/1059601121998584] [Citation(s) in RCA: 4] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
Our study focused on the low leader–member exchange (LMX) minority under the LMX differentiation context. Specifically, based on the group engagement model, we proposed that high LMX relational separation (LMXRS) impairs subordinates’ organizational altruism behaviors through undermining their procedural justice perception; furthermore, such an effect is stronger for low-LMX members in low overall LMX differentiation groups. Using data collected from 4 companies in China that included 49 teams and 273 employees, we demonstrated that high LMXRS entails a lower procedural justice perception and fewer follow-up altruism behaviors, especially for low-LMX members. Moreover, the three-way interaction result showed that the detrimental effect of high LMXRS on low-LMX members’ procedural justice perception and follow-up organizational altruism behaviors is stronger when the group-level LMX differentiation is low. We discussed the theoretical and practical implications of these findings.
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Affiliation(s)
- Shangyun Chen
- School of Economics and Business Administration, Chongqing University, China
| | - Cuilian Zhang
- School of Economics and Business Administration, Chongqing University, China
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Lee H. Changes in workplace practices during the COVID-19 pandemic: the roles of emotion, psychological safety and organisation support. JOURNAL OF ORGANIZATIONAL EFFECTIVENESS: PEOPLE AND PERFORMANCE 2021. [DOI: 10.1108/joepp-06-2020-0104] [Citation(s) in RCA: 44] [Impact Index Per Article: 14.7] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeThe purpose of the study is to investigate the psychological safety, organisation support and emotion in the workplace during the transition from office to home working during the COVID-19 pandemic crisis. Past studies on emotion in the workplace mostly focus on types of discreet emotion, in relation to positive and negative emotions (e.g. Connelly and Torrence, 2018; Rubino et al., 2013). Other studies reported that emotions are derived from social comparison processes (Matta and Dyne, 2020). During a crisis, the emotional responses of the workers and organisational support to the different group of employees differ due to the social exchange relationship. Hence, this study contributes to the field of organisational support by examining the organisational support as the investment of both physical and psychological resources, and the emotional responses of employees to the COVID-19 pandemic crisis during transition from office to work-from-home setting. Through thick descriptions of the workers' emotion responses to this transition, the research examined how organisational support potentially impacts the worker's experience of psychological safety.Design/methodology/approachThe study was conducted in the Singapore context. In light of the COVID-19 pandemic, the Singapore Government imposed regulatory restrictions, the “Circuit Breaker” from April 7 2020 to curb the spread of the virus infections. Most workplaces from the public service agencies to the private enterprises implemented work from home arrangements for most of the employees. The data were generated from an online survey that included self-reported text-based narratives in response to open-ended questions. Open-ended questions effectively allowed respondents to define the real-world situation in their perspectives. Salaried workers from both the public and private organisations were invited to take part in this research. Respondents comprise full-time, part-time and contracted employees from the diverse sectors. The final sample size of 131 respondents was used. A qualitative data analysis was employed to gain deeper insight into the workers' emotional reactions, including their personal experiences of organisational support and psychological safety, during the transition from office to work from home setting.FindingsThe qualitative examination, through thematic coding, reveals the phenomenon of emotion triggered by social comparison emotion and critical socio-emotional resources (i.e. task, flexibility, communication, health and safety and social support) during a health crisis. Specifically, the employees' emotional reactions were elicited from the perceived organisational support, in how organisation cares for their well-being and work contributions and, in turn, influence the psychological safety. For example, the approach of the online communication (as a form of organisation support) practised by the managers has implications on the different levels of psychological safety experienced by the employee. In addition, emotional resources can be interpreted as organisation support. The findings revealed that emotions such as anxiety, stress, unfairness, inferiority and vulnerability are triggered by perceived inequity and comparison with the decisions or resources of the referent others of higher level such as the management (upward social comparison emotion). On the other hand, the emotions of pride, empathy, shared goals and support are generated by the care, collective interest and comparison of the referent others of lower level such as the subordinate (downward social comparison emotion). This study adds theoretical depth to the phenomenon of socio-emotional resources and the implications of psychological safety and organisational support of different work groups in the organisation.Practical implicationsThe practical implications contribute to human resource management practices to understanding the socio-emotional resources of the core and periphery groups. It is imperative for organisation to exercise equity in the allocation of resources and treatment between different groups (core and periphery). The implications of this study show the phenomenon of emotional responses arise from comparison within groups linking with perceived fairness. The managerial decisions and supervisor management style are key factors in promoting healthy emotion and psychological safety. Management style such as micromanagement and control were not favourable among employees, and autonomy, trust and empathy resonate with employees. During a crisis and major workplace changes, demonstrating employee care through feedback, timely and specific information sharing and participatory form of communication contribute to the positive perception of procedural and interactional fairness. In the initial phase of workplace change amid crisis, some element of control is inevitable. Supervisor support may come in the form of open communication in conveying the rationale for the need to exercise control in one process and flexibility may be accorded in another task. The empowerment of workplace decisions, open communication in shared goals and assurance and trust are critical in enhancing a high psychological safety.Originality/valueThis study examines the roles of emotion, psychological safety and organisational support among different groups of workers (full-time, part-time and contracted employees) in the context of COVID-19 pandemic. There has been scant study in examining the core and periphery groups relating to these research topics. The findings in this study reveal the phenomenon of emotions triggered by social comparison during the workplace changes and the display of different socio-emotional resources within groups. This qualitative research supported the past studies that autonomy in decision-making, supervisor support, employee care and trust affect psychological safety.
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King M, Bowling NA, Eschleman KJ. The degree of spuriousness within the job satisfaction‐organizational citizenship behavior relationship. JOURNAL OF THEORETICAL SOCIAL PSYCHOLOGY 2021. [DOI: 10.1002/jts5.84] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/09/2022]
Affiliation(s)
- Michael King
- Psychology Department San Francisco State University San Francisco CA USA
| | | | - Kevin J. Eschleman
- Psychology Department San Francisco State University San Francisco CA USA
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27
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Are your gains threat or chance for me? A social comparison perspective on idiosyncratic deals and coworkers' acceptance. JOURNAL OF MANAGEMENT & ORGANIZATION 2020. [DOI: 10.1017/jmo.2020.32] [Citation(s) in RCA: 5] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/23/2022]
Abstract
Abstract
Idiosyncratic deals (i-deals) refer to customized work arrangements and employment conditions employees negotiate with employers. Significant scholarly attention has been paid to understand the responses of i-deals' recipients. However, little attention has been paid to coworkers' reactions to the i-deals. This study examines how coworkers react to focal employees' i-deals. We tested our hypotheses with a sample of 253 employee–coworker pairs and found that coworkers are more likely to accept focal employees' flexibility i-deals than development i-deals. Specifically, we found that coworkers view focal employees' development i-deals as more threatening to their status than flexibility i-deals, and status threat mediates the relationship between development i-deals and coworkers' acceptance. In addition, flexibility i-deals increase coworkers' perception of obtaining future i-deals more than development i-deals, and this perception mediates the relationship between flexibility i-deals and coworkers' acceptance. Furthermore, the results show that coworkers' relative leader–member exchange moderates the above relationships.
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Breidenthal AP, Liu D, Bai Y, Mao Y. The dark side of creativity: Coworker envy and ostracism as a response to employee creativity. ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES 2020. [DOI: 10.1016/j.obhdp.2020.08.001] [Citation(s) in RCA: 13] [Impact Index Per Article: 3.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 02/01/2023]
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29
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Kangas H. Spanning leader–subordinate relationships through negative interactions: An examination of leader–member exchange breaches. LEADERSHIP 2020. [DOI: 10.1177/1742715020952676] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
The study aims to discover the dynamic and processual nature of a supervisory relationship (here a leader–member exchange) through a novel, theoretical concept termed leader–member exchange breach, and by examining the characteristics of negative exchange interactions within the leader–member exchange relationship. The notion of the leader–member exchange breach is empirically defined through data on 336 responses to open-ended questions on negative interactions between leaders and subordinates, analyzed through qualitative analysis methods. The results of the study raise questions about the complexity of leader–member exchange relationships and show that breaches of the leader–member exchange relationship might lead to a reassessment of the dyadic relationship between leaders and their subordinates, spanning or even breaking the exchange relationships. This study extends current knowledge on leader–member exchange relationships by providing a viewpoint on the leader–member exchange breach that helps explain the processual and dynamic nature of those relationships through interpersonal interactions and exchanges.
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30
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Han JH, Liao H, Han J, Li AN. When leader–member exchange differentiation improves work group functioning: The combined roles of differentiation bases and reward interdependence. PERSONNEL PSYCHOLOGY 2020. [DOI: 10.1111/peps.12415] [Citation(s) in RCA: 7] [Impact Index Per Article: 1.8] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
Affiliation(s)
- Joo Hun Han
- School of Management and Labor Relations Rutgers University Piscataway New Jersey
| | - Hui Liao
- Department of Management and Organization Robert H. Smith School of Business University of Maryland College Park Maryland
| | - Jian Han
- Department of Management China Europe International Business School Shanghai P.R. China
| | - Alex Ning Li
- Department of Management and Leadership Neeley School of Business Texas Christian University Fort Worth Texas
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31
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Shen C, Yang J, Hu S. Combined Effect of Abusive Supervision and Abusive Supervision Climate on Employee Creativity: A Moderated Mediation Model. Front Psychol 2020; 11:1175. [PMID: 32754075 PMCID: PMC7367141 DOI: 10.3389/fpsyg.2020.01175] [Citation(s) in RCA: 6] [Impact Index Per Article: 1.5] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 02/05/2020] [Accepted: 05/06/2020] [Indexed: 11/25/2022] Open
Abstract
In accordance with social identity theory, a multi-level model is put forward to investigate how the “conjoint” associations between abusive supervision and abusive supervision climate exert influence on employee creativity through creative role identity. The data in this paper were from 357 supervisor-subordinate dyads in 77 working groups to test the proposed model. The results indicated that creative role identities mediated the relationship between abusive supervision and employee creativity, and group-level abusive supervision climate moderated the relationship between creativity and individual-level abusive supervision through the process of creative role identity, the mutual influence of abusive supervision climate and individual-level abusive supervision significantly predicated employee creativity. This paper also discusses related managerial and practical implications.
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Affiliation(s)
| | - Jing Yang
- College of Tourism, Huaqiao University, Quanzhou, China
| | - Sanman Hu
- School of Business, Huaqiao University, Quanzhou, China
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32
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Weng Q, Latif K, Khan AK, Tariq H, Butt HP, Obaid A, Sarwar N. Loaded with knowledge, yet green with envy: leader–member exchange comparison and coworkers-directed knowledge hiding behavior. JOURNAL OF KNOWLEDGE MANAGEMENT 2020. [DOI: 10.1108/jkm-10-2019-0534] [Citation(s) in RCA: 35] [Impact Index Per Article: 8.8] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 02/07/2023]
Abstract
Purpose
This study aims to explore an interpersonal predictor of coworkers-directed knowledge hiding behavior – the leader–member exchange social comparison (LMXSC). This study integrates leader–member exchange literature with social comparison theory to hypothesize that an individual’s upward LMXSC is positively correlated with coworkers-directed knowledge hiding and that an individual’s feelings of envy are mediated by the relationship between upward LMXSC and coworkers-directed knowledge hiding behavior. Also, this study proposes two-way and three-way interaction patterns of goal interdependence, which can influence LMXSC–envy relationships.
Design/methodology/approach
Two independent studies are conducted to test the hypothesized relationships. In Study 1, the authors collected multi-wave data from a large public sector university in China (N = 1,131). The authors then replicated the Study 1 findings by collecting multi-source and multi-wave data from a telecom company based in China (n = 379).
Findings
The authors found support across both studies for the idea that upward LMXSC is a possible interpersonal predictor of coworkers-directed knowledge hiding behavior. More specifically, it was found that feelings of envy ensue from upward LMXSC, resulting in further coworkers-directed knowledge hiding behavior. Further, this study shows that the influence of upward LMXSC on knowledge hiding behavior via feelings of envy was weaker (stronger) when employees have high (low) cooperative goal interdependence with coworkers, respectively, and when employees have low (high) competitive goal interdependence with the coworkers, respectively.
Originality/value
This study extends current knowledge management literature by introducing LMXSC as an interpersonal predictor of coworkers-directed knowledge hiding behavior. This will help practitioners to curb such counterproductive behavior.
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33
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Lan J, Huo Y, Cai Z, Wong C, Chen Z, Lam W. Uncovering the impact of triadic relationships within a team on job performance: an application of balance theory in predicting feedback‐seeking behaviour. JOURNAL OF OCCUPATIONAL AND ORGANIZATIONAL PSYCHOLOGY 2020. [DOI: 10.1111/joop.12310] [Citation(s) in RCA: 9] [Impact Index Per Article: 2.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
Affiliation(s)
- Junbang Lan
- Department of Hotel Management School of Tourism Management Sun Yat‐sen University China
| | - Yuanyuan Huo
- Department of People and Organizations University of Surrey UK
| | - Zhenyao Cai
- Department of Management SILC Business School Shanghai University China
- Business School University of Technology Sydney New South Wales Australia
| | - Chi‐Sum Wong
- Department of Management The Chinese University of Hong Kong China
| | - Ziguang Chen
- Derby Business School University of Derby UK
- Department of Management City University of Hong Kong China
| | - Wing Lam
- Alliance Manchester Business School The University of Manchester UK
- Department of Management and Marketing The Hong Kong Polytechnic University China
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34
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LMX and welfare trade-off ratios: An evolutionary perspective on leader-member relations. THE LEADERSHIP QUARTERLY 2020. [DOI: 10.1016/j.leaqua.2018.11.001] [Citation(s) in RCA: 8] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/22/2022]
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35
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Abu Bakar H, Omillion-Hodges L. The mediating role of relative communicative behavior on the relationship between ethical leadership and organizational identification. LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL 2019. [DOI: 10.1108/lodj-04-2019-0190] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.4] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to examine the underlying process of a relative leader–member dyadic communication behavior linking association between ethical leadership and organizational identification in Malaysia’s diverse workplace.
Design/methodology/approach
Based on relational dyadic communication, social comparison and social identity theories, the authors develop a mediation model. The model illustrates the link between the relative leader–member dyadic communication behavior processes, ethical leadership and organizational identification. The model was tested on a sample of 273 group members from 58 groups working in large government link corporations in Malaysia.
Findings
Results of hierarchical regression analysis provide support for the model. The authors found that ethical leadership was positively related to relative leader–member dyadic communication behavior based on the norms and values of budi context. Budi is a social norm in the Malaysian context that helps employees to know how they should interact with others. Budi is manifested through the use of language and should be used or present in the interactions or conversations with others.
Originality/value
The relative shared norms and values of budi mediate the relationship between ethical leadership and organizational identification after controlling for the perception of individual leader–member dyadic communication behavior on norms and values of budi.
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36
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Tariq H, Weng Q(D, Ilies R, Khan AK. Supervisory Abuse of High Performers: A Social Comparison Perspective. APPLIED PSYCHOLOGY-AN INTERNATIONAL REVIEW-PSYCHOLOGIE APPLIQUEE-REVUE INTERNATIONALE 2019. [DOI: 10.1111/apps.12229] [Citation(s) in RCA: 16] [Impact Index Per Article: 3.2] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/30/2022]
Affiliation(s)
- Hussain Tariq
- University of Science and Technology of China China
- National University of Sciences & Technology (NUST) Pakistan
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37
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A resource-based perspective on leader-member exchange: An updated meta-analysis. ASIA PACIFIC JOURNAL OF MANAGEMENT 2019. [DOI: 10.1007/s10490-018-9594-8] [Citation(s) in RCA: 4] [Impact Index Per Article: 0.8] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/26/2022]
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38
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Estel V, Schulte EM, Spurk D, Kauffeld S. LMX differentiation is good for some and bad for others: A multilevel analysis of effects of LMX differentiation in innovation teams. COGENT PSYCHOLOGY 2019. [DOI: 10.1080/23311908.2019.1614306] [Citation(s) in RCA: 4] [Impact Index Per Article: 0.8] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/26/2022] Open
Affiliation(s)
- Vivien Estel
- Department of Industrial/Organization and Social Psychology Technische Universität Braunschweig, Braunschweig, Germany
| | - Eva-Maria Schulte
- Department of Industrial/Organization and Social Psychology Technische Universität Braunschweig, Braunschweig, Germany
| | - Daniel Spurk
- Institute for Psychology, University of Bern, Bern, Switzerland
| | - Simone Kauffeld
- Department of Industrial/Organization and Social Psychology Technische Universität Braunschweig, Braunschweig, Germany
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Zhang S, Liang J, Zhang J. The relationship between person–team fit with supervisor–subordinateguanxiand organizational justice in a Chinese state‐owned enterprise. INTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT 2019. [DOI: 10.1111/ijsa.12235] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.6] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
Affiliation(s)
- Shanshan Zhang
- School of Vocational Education Tianjin University of Technology and Education Tianjin China
| | - Jieshuang Liang
- School of Vocational Education Tianjin University of Technology and Education Tianjin China
| | - Jianxin Zhang
- Institute of Psychology Chinese Academy of Sciences Beijing China
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40
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Pichler S, Livingston B, Yu A, Varma A, Budhwar P, Shukla A. Nationality diversity and leader–Member exchange at multiple levels of analysis. EQUALITY, DIVERSITY AND INCLUSION: AN INTERNATIONAL JOURNAL 2019. [DOI: 10.1108/edi-03-2018-0054] [Citation(s) in RCA: 7] [Impact Index Per Article: 1.4] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeThe diversity literature has yet to investigate relationships between diversity and leader–member exchanges (LMX) at multiple levels of analysis. The purpose of this paper is to test a multilevel model of nationality diversity and LMX. In doing so, the authors investigate the role of surface- and deep-level diversity as related to leader–member exchange differentiation (LMXD) and relative LMX (RLMX), and hence to subordinate job performance.Design/methodology/approachThe authors test a multilevel model of diversity and LMX using multisource survey data from subordinates nesting within supervisors. The authors do so in a context where diversity in nationality is pervasive and plays a key role in LMXs, i.e., a multinational organization in Dubai. The authors tested the cross-level moderated model using MPlus.FindingsThe results suggest surface-level similarity is more important to RLMX than deep-level similarity. The relationship between surface-level similarity and RLMX is moderated by workgroup nationality diversity. When workgroups are more diverse, there is a positive relationship between dyadic nationality similarity and RLMX; when workgroups are less diverse, similarity in nationality matters less. Moreover, LMXD at the workgroup level moderates the relationship between RLMX and performance at the individual level.Originality/valueThis study is one of very few to examine both diversity and LMX at multiple levels of analysis. This is the first study to test the workgroup diversity as a cross-level moderator of the relationship between deep-level similarity and LMX. The results challenge the prevailing notion that that deep-level similarity is more strongly related to LMX than surface-level diversity.
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41
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Lee A, Gerbasi A, Schwarz G, Newman A. Leader–member exchange social comparisons and follower outcomes: The roles of felt obligation and psychological entitlement. JOURNAL OF OCCUPATIONAL AND ORGANIZATIONAL PSYCHOLOGY 2018. [DOI: 10.1111/joop.12245] [Citation(s) in RCA: 18] [Impact Index Per Article: 3.0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 12/01/2022]
Affiliation(s)
- Allan Lee
- University of Exeter Business School University of Exeter UK
| | | | | | - Alexander Newman
- Faculty of Business and Law Deakin University Burwood Victoria Australia
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42
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Worse-off than others? Abusive supervision’s effects in teams. JOURNAL OF MANAGERIAL PSYCHOLOGY 2018. [DOI: 10.1108/jmp-12-2017-0476] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to examine how relative abusive supervision (i.e. team member’s perceived abusive supervision as compared with the team mean) influences team member’s job attitudes through the mediating role of relative leader–member exchange. This study also explores the cross-level moderating roles of team-level abusive supervision and team-level leader–member exchange (LMX) in the process.
Design/methodology/approach
This study used two-wave data from 1,479 employees in 145 work teams, and tested a cross-level moderated mediation model using multilevel structural equation modeling.
Findings
Results demonstrate that the negative indirect effects of relative abusive supervision on job satisfaction and team affective commitment through relative LMX are stronger when team-level abusive supervision is low rather than high.
Originality/value
Integrating LMX theory with a relative deprivation perspective, this study conceptualizes and operationalizes relative abusive supervision, develops an individual-within-group model of abusive supervision’s consequences in teams and demonstrates a cross-level moderating effect of team-level abusive supervision in buffering relative abusive supervision’s negative consequences.
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Tsachouridi I, Nikandrou I. Integrating Social Comparisons into Perceived Organisational Support (POS): The Construct of Relative Perceived Organisational Support (RPOS) and its Relationship with POS, Identification and Employee Outcomes. APPLIED PSYCHOLOGY-AN INTERNATIONAL REVIEW-PSYCHOLOGIE APPLIQUEE-REVUE INTERNATIONALE 2018. [DOI: 10.1111/apps.12161] [Citation(s) in RCA: 7] [Impact Index Per Article: 1.2] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 12/01/2022]
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44
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The servant leadership advantage: When perceiving low differentiation in leader-member relationship quality influences team cohesion, team task performance and service OCB. LEADERSHIP QUARTERLY 2018. [DOI: 10.1016/j.leaqua.2017.05.002] [Citation(s) in RCA: 71] [Impact Index Per Article: 11.8] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/22/2022]
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45
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Ertürk A, Van den Broeck H, Verbrigghe J. Self-other agreement on transformational leadership and subordinates’ assessment of supervisor’s performance. LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL 2018. [DOI: 10.1108/lodj-02-2016-0048] [Citation(s) in RCA: 9] [Impact Index Per Article: 1.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
Given the importance of the extent to which supervisors and their subordinates agree in their assessment of supervisors’ leadership, the purpose of this paper is to investigate the possible relationship between self-other agreement on supervisors’ transformational leadership and subordinates’ perceptions of supervisors’ in-role and extra-role performance, through the mediating role of leader-member exchange.
Design/methodology/approach
Self-other agreement was conceptualized as the degree of congruence between supervisors’ self-assessment and subordinates’ assessment of supervisors’ transformational leadership. Data were collected from 36 supervisors and 189 of their subordinates. Cross-level polynomial regressions and surface response analysis were used to analyze the hypothesized relationships.
Findings
Statistical analyses revealed that self-other agreement on idealized influence and individual support are positively associated with subordinates’ perception of leader-member exchange, and in turn leader member fully mediates the relationship between self-other agreement and subordinates’ perceptions regarding their supervisors’ performance. Results from polynomial analyses indicate that subordinates’ ratings of leader-member exchange would be highest for underestimator, second for in-agreement/good supervisors, third for in-agreement/poor and lowest for overestimator supervisors both for the idealized influence and individual support.
Originality/value
This is one of the pioneer studies investigating the potential relationship between self-other agreement on supervisors’ transformational leadership and the subordinates’ perceptions on their supervisors’ performance through social exchange. Since researchers have paid scant attention to intervening mechanisms, this study aims to extend previous research in the literature by investigating those associations through the mediating effect of leader-member exchange.
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46
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Margolis JA, Dust SB. It’s All Relative: A Team-Based Social Comparison Model for Self-Evaluations of Effectiveness. GROUP & ORGANIZATION MANAGEMENT 2016. [DOI: 10.1177/1059601116682901] [Citation(s) in RCA: 6] [Impact Index Per Article: 0.8] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
We apply social comparison theory (SCT) to the organizational context and develop a model explicating the social comparison process that occurs within organizational teams. In doing so, we highlight how individual, team, and managerial factors influence this process. First, we discuss how task-related (e.g., functional background and experience) and demographic-related (e.g., age, gender, and race) team characteristics affect social comparison target selection (i.e., the team as a whole, a subgroup, or a specific individual) and further explain the impact of metacognitive capacities on this referent selection process. Next, we explore how team norms of collaboration versus competition affect whether employees assimilate or contrast, respectively, during social comparisons. Subsequently, we highlight how managers influence the proposed social comparison process. Finally, we discuss how social comparisons can be productive or unproductive for team members’ organization-based self-esteem (OBSE). We conclude by discussing the theoretical and practical implications of our model and offering avenues for future research.
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47
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Chamberlin M, Newton DW, Lepine JA. A Meta-Analysis of Voice and Its Promotive and Prohibitive Forms: Identification of Key Associations, Distinctions, and Future Research Directions. PERSONNEL PSYCHOLOGY 2016. [DOI: 10.1111/peps.12185] [Citation(s) in RCA: 200] [Impact Index Per Article: 25.0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/28/2022]
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48
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Buch R, Thompson G, Kuvaas B. Transactional Leader–Member Exchange Relationships and Followers’ Work Performance. JOURNAL OF LEADERSHIP & ORGANIZATIONAL STUDIES 2016. [DOI: 10.1177/1548051816630227] [Citation(s) in RCA: 20] [Impact Index Per Article: 2.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
In this study, we test whether leader political skill moderates the relationship between more transactional leader–member exchange (LMX) relationships and follower work performance. A field study was conducted among 753 followers and 153 leaders from several Norwegian business organizations. The results showed that the negative relationship between more transactional LMX relationships and follower work performance was weaker for employees with a highly politically skilled leader. Thus, leader political skill seemed in part to mitigate the negative effects of transactional LMX. This is an important observation, since finding alternative routes to enhanced work performance of followers in less favorable transactional LMX relationships is essential. Implications for future research and practice are discussed.
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Affiliation(s)
- Robert Buch
- Oslo and Akershus University College of Applied Sciences, Oslo, Norway
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49
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Examining Organizational Citizenship Behavior in the Context of Human Resource Development. HUMAN RESOURCE DEVELOPMENT REVIEW 2016. [DOI: 10.1177/1534484316655668] [Citation(s) in RCA: 24] [Impact Index Per Article: 3.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
Abstract
Over the past three decades, scholarship on organizational citizenship behavior (OCB) has grown tremendously and now enjoys a place of relative importance in the managerial, behavioral, and psychological literature. Researchers have traditionally focused their attention on understanding the nomological network of OCB, including its antecedents, predictors, correlates, and outcomes. Such work has also expanded to include cross-disciplinary investigations in areas such as health care, education, public organizations, and service industries, to name a few. Despite the relative prominence of OCB in other literature bases, OCB receives only minimal attention in the field of human resource development (HRD). The purpose of this integrative literature review was to examine and synthesize the available literature on OCB with specific consideration to the aims of the HRD field, namely, performance and learning and development. I present a synthesis of the relevant literature and conclude with a proposed research agenda and implications for HRD theory and practice.
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50
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Liden RC, Anand S, Vidyarthi P. Dyadic Relationships. ANNUAL REVIEW OF ORGANIZATIONAL PSYCHOLOGY AND ORGANIZATIONAL BEHAVIOR 2016. [DOI: 10.1146/annurev-orgpsych-041015-062452] [Citation(s) in RCA: 49] [Impact Index Per Article: 6.1] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/09/2022]
Abstract
We provide a review of research on dyadic relationships in work settings. The development, maintenance, and termination of relationships are discussed. Considerable attention is placed on the context in which dyadic relationships take place. Most recent developments in the study of dyadic relationships have involved multilevel research designs that incorporate direct and moderating influences of contextual variables on relationships. A wide range of contextual variables are included, from immediate work group characteristics to overarching aspects of the context, such as national culture.
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Affiliation(s)
- Robert C. Liden
- Department of Managerial Studies, University of Illinois, Chicago, Chicago, Illinois 60607
| | - Smriti Anand
- Stuart School of Business, Illinois Institute of Technology, Chicago, Illinois 60616
| | - Prajya Vidyarthi
- Marketing and Management Department, University of Texas, El Paso, El Paso, Texas 79968
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