A Fair Share of Work: Is Fairness of Task Distribution a Mediator Between Transformational Leadership and Follower Emotional Exhaustion?

High performance work system and transformational leadership: Revisiting and questioning their implications for health-related wellbeing

Employee wellbeing represents a profound management challenge for both leaders and HR professionals, and both transformational leadership (TL) and high performance work system (HPWS) are assumed to play important roles in tackling this challenge. However, we know little about their unique and relative importance in promoting wellbeing. To shed light on this methodologically, theoretically and practically important issue, we draw mainly on leadership substitutes theory. Based on a comprehensive mediation model we examine whether HPWS substitutes the assumed relationships between TL and employee emotional exhaustion. Our study answers to three important calls for research: to examine the joint effects of leadership and HPWS, to examine their health-related impact, and to pursue more theory contesting research in management studies. Based on data from 308 white collar employees working under 76 middle-managers in five Finnish organizations our study points to the incompleteness of previous siloed research on both TL and HPWS, sheds new light on their relationships with wellbeing, and suggests ways to develop both TL and HPWS theory, thus providing important guidance for future research on their effects.

Differences in the moderating role of supervisors’ and subordinates’ cognition on distributive justice in the relationship between psychological contract and organizational identification

Introduction

In the process of social exchange between employees and organizations, psychological contract, organizational identification, and cognition on distributive justice are closely related and have a common psychological basis, that is, the reciprocity of exchange. The question of how a sense of fairness can affect employees’ psychology and behavior has attracted the attention of scholars and managers.

Methods

The predictive role of psychological contract on organizational identification and the moderating role of supervisors’ and subordinates’ cognition on distributive justice in it were investigated. A paired sample of 133 supervisors and 437 direct reports collected from private service-based SMEs was analyzed through structural equation modeling.

Results

(1) relational psychological contract had a positive predictive effect on organizational identification and transactional psychological contract had a negative predictive effect on organizational identification; (2) subordinates’ cognition on distributive justice played a moderating role in the prediction of psychological contract to organizational identification, and supervisor’s cognition on distributive justice on subordinate’s psychological contract and organizational identification did not reach a significant level.

Discussion

This indicates that there was a significant difference between supervisors’ and subordinates’ cognition on distributive justice.

"Perfect Leader, Perfect Leadership?" Linking Leaders' Perfectionism to Monitoring, Transformational, and Servant Leadership Behavior

Despite the growing interest in perfectionism and its many facets, there is a lack of research on this phenomenon in the context of leadership. Attending to this deficit, the present study is the first to investigate the relationship between the three facets of perfectionism (self-oriented, socially prescribed, and other-oriented perfectionism) and three types of self-rated leadership behavior. In Study 1 (N = 182), leaders’ perfectionism and its association to their organizational, goal-oriented leadership behavior—self-rated as transactional (management by exception) and transformational leadership—is explored. In Study 2 (N = 185), the relationship of leaders’ perfectionism to their servant leadership as a people-centered leadership behavior is investigated. In line with the perfectionism social disconnection model (PSDM), we assume other-oriented and socially prescribed perfectionism to be positively related to management by exception (i.e., monitoring behavior) and negatively related to transformational and servant leadership, whereas the opposite pattern is primarily predicted for self-oriented perfectionism. Our findings in Study 1 reveal a negative relationship between leaders’ self-oriented perfectionism as well as positive relationships to their other-oriented and socially prescribed perfectionism in management by exception, while no substantial correlations with transformational leadership have emerged. In Study 2, a negative association between other-oriented perfectionism and the forgiveness dimension of servant leadership is revealed, indicating a possible barrier to building interpersonal relationships of acceptance and trust. Additionally, self-oriented perfectionism has been proven to be a rather favorable trait in servant leadership.