The mediating role of relative communicative behavior on the relationship between ethical leadership and organizational identification

2019 ◽  
Vol 41 (1) ◽  
pp. 52-72 ◽  
Author(s):  
Hassan Abu Bakar ◽  
Leah Omillion-Hodges
Keyword(s):  
Ethical Leadership ◽  
Organizational Identification ◽  
Hierarchical Regression ◽  
Communication Behavior ◽  
Content Type ◽  
Communicative Behavior ◽  
Mediating Role ◽  
Dyadic Communication ◽  
Norms And Values ◽  
The Relationship

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.

Empowerment and organizational identification

2019 ◽  
Vol 49 (2) ◽  
pp. 571-596 ◽  
Author(s):  
Alper Ertürk ◽  
Taner Albayrak
Keyword(s):  
Organizational Identification ◽  
Process Analysis ◽  
Hierarchical Regression ◽  
Content Type ◽  
Mediating Role ◽  
Leader Integrity ◽  
Member Exchange ◽  
Conditional Process Analysis ◽  
The Relationship

Purpose The purpose of this paper is to explore the mechanism through which perceived empowerment practices in a firm influence employees’ organizational identification. Specifically, the authors posit the mediating role of leader‒member exchange (LMX) and the moderating role of leader trustworthiness in the relationship. Design/methodology/approach Data were collected through survey from 236 white-collar employees working in 20 private companies in Turkey. The authors tested the model using hierarchical regression and conditional process analysis. Findings Findings of this study are as follows: first, LMX mediates the relationship between empowerment practices and organizational identification, second, leader integrity, a dimension of trustworthiness, moderates the relationship between empowerment practices and LMX and the relationship between LMX and organizational identification and, third, leader integrity moderates the indirect effect of empowerment practices on organizational identification via LMX. These direct and indirect effects are stronger when leaders have higher integrity than when they have lower integrity. Originality/value This study enhances the understanding of the mechanism through which empowerment practices influence employees’ organizational identification.

A moderated mediation model for the relationship between inclusive leadership and job embeddedness

2020 ◽  
Vol 35 (3/4) ◽  
pp. 191-210
Author(s):  
Mervat Mohamed Elsaied
Keyword(s):  
Organizational Identification ◽  
Moderated Mediation ◽  
Job Embeddedness ◽  
Hierarchical Regression ◽  
Mediation Model ◽  
Inclusive Leadership ◽  
Content Type ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
The Relationship

PurposeThis study aimed to examine the effect of inclusive leadership (IL) on job embeddedness (JE) by developing a moderated mediation model. The model focuses on the mediating role of the organizational identification (OID) that underpins the relationship between IL and JE, as well as the moderating influence of person–supervisor fit (P–S fit) on the mediation.Design/methodology/approachData were collected from 364 employees working in 25 five-star hotels in Hurghada, Egypt. Statistical methods such as hierarchical regression, correlation analysis and a bootstrapping test were used to analyze the data.FindingsThe results indicated that OID fully mediated the positive relationship between IL and JE. It also found that P–S fit moderated the mediated relationship between IL and JE via OID. This resulted in the mediated relationship becoming stronger for employees who perceive higher P–S fit rather than who perceive lower P–S fit with their leaders.Originality/valueThis study is the first to consider the effect of OID (a mediator) on the relationship between IL and JE. It also extends our understanding of the mechanism linking IL and JE by testing the mediating influence of OID and the moderating influence of P–S fit.

Racial dissimilarity and diversity climate effect organizational identification

2016 ◽  
Vol 35 (5/6) ◽  
pp. 314-327 ◽  
Author(s):  
Brooklyn Cole ◽  
Raymond J. Jones ◽  
Lisa M. Russell
Keyword(s):  
Organizational Identification ◽  
Turnover Intentions ◽  
Ordinary Least Squares ◽  
Important Variable ◽  
Hierarchical Regression ◽  
Diversity Climate ◽  
Climate Effect ◽  
Content Type ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to empirically examine the relationship between psychological diversity climate (PDC) and organizational identification (OID) when influenced by racial dissimilarity between the subordinate and supervisor. Design/methodology/approach Ordinary least squares hierarchical regression analysis was run for hypotheses testing. Findings Three of the four hypothesized relationships were supported. Support was found for the direct relationship between PDC and OID. The moderator race was significant thus also supported. The moderator of dissimilarity was not supported. Finally the three-way interaction with race and dissimilarity was supported. Practical implications OID is an important variable for overall organizational success. OID influences a wealth of organizationally relevant outcomes including turnover intentions. Considering higher turnover exists for minority employees, understanding how diversity climate perceptions vary by employee race and therefore impact OID differently, helps managers when making decisions about various initiatives. Originality/value This study is the first the authors know of to investigate the impact of dissimilarity on the PDC-OID relationship.

Organizational identification and employees’ innovative behavior: the mediating role of work engagement and the moderating role of creative self-efficacy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guangning Zhang ◽  
Yingmei Wang
Keyword(s):  
Work Engagement ◽  
Organizational Identification ◽  
Self Efficacy ◽  
Innovative Behavior ◽  
Content Type ◽  
Mediating Role ◽  
Creative Self ◽  
The Relationship ◽  
Moderating Role

Purpose This study aims to investigate the effect of organizational identification to employees’ innovative behavior, the mediating role of work engagement and the moderating role of creative self-efficacy in the relationship between organizational identification and employees’ innovative behavior. Design/methodology/approach This study adopted questionnaires to gather data. The sample of 289 employees working in diverse organizations in China was applied to examine the hypotheses. Findings The results indicates that organizational identification is positively related to employees’ innovative behavior and work engagement mediates the relationship between organizational identification and employees’ innovative behavior. In addition, creative self-efficacy enhances the relationship of work engagement and employees’ innovative behavior. Originality/value This study builds a system from psychological aspect to behavior, which includes the effect of individual cognition to explain the mechanism of organizational identification on employees’ innovative behavior.

Leader humility and employee organizational deviance: the role of sense of power and organizational identification

2020 ◽  
Vol 41 (3) ◽  
pp. 463-479
Author(s):  
Guo Qiuyun ◽  
Wenxing Liu ◽  
Kong Zhou ◽  
Jianghua Mao
Keyword(s):  
Organizational Identification ◽  
Chinese Culture ◽  
Deviant Behavior ◽  
Hierarchical Regression ◽  
Negative Effects ◽  
Organizational Deviance ◽  
Content Type ◽  
The Relationship ◽  
Sense Of Power ◽  
Leader Humility

PurposeThe authors examined the relationship between leader humility and employee organizational deviance. They also tested the mediating effects of personal sense of power and the moderating effects of organizational identification on this relationship.Design/methodology/approachThe authors tested their hypotheses using a sample of 186 employees from an information technology (IT) enterprise in China. They used hierarchical regression and bootstrapping analyses to test for direct and indirect relationships.FindingsSense of power mediated the effect of leader humility on organizational deviance and organizational identification moderated the effect of sense of power on organizational deviance. In addition, organizational identification mediated the indirect effect of leader humility on organizational deviance via sense of power. Thus, employees who demonstrate high organizational identification may not conduct organizational deviant behavior, even if they have a high sense of power.Practical implicationsOrganizations should explore and practice effective leader humility. Selection and training programs should be developed to choose humble leaders and teach them how to exhibit moderate humility.Originality/valueThe authors contribute to the literature by revealing the negative effects of leader humility in Chinese culture. They find support for their hypotheses that employee sense of power mediates the relationship between leader humility and employee organizational deviance and that this relationship is weaker when employee organizational identification is higher. This clarifies how and why leader humility stimulates employee organizational deviance.

How can financial organizations improve employee loyalty? The effects of ethical leadership, psychological contract fulfillment and organizational identification

2017 ◽  
Vol 38 (5) ◽  
pp. 679-698 ◽  
Author(s):  
Lu-Ming Tseng ◽  
Jui-Yun Wu
Keyword(s):  
Ethical Leadership ◽  
Psychological Contract ◽  
Organizational Identification ◽  
Loyalty Programs ◽  
Employee Loyalty ◽  
Content Type ◽  
Psychological Contract Fulfillment ◽  
Employee Identification ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to examine the impact of ethical leadership on the financial professionals’ loyalty by focusing on the mediating effects of perceived psychological contract fulfillment (PPCF) and organizational identification (OI). Design/methodology/approach A questionnaire survey was used in this research. Findings Financial professionals in Taiwan were recruited for the sample. The results revealed that the professionals’ experiences of ethical leadership positively associated with their loyalty toward their companies. The results further showed that the PPCF and OI significantly mediated the relationship. Originality/value Few studies have examined how ethical leadership could stimulate financial professionals’ loyalty. The findings of this study may provide some implications for those involved in the practice of leadership and employee loyalty programs. On the other hand, the focus of Taiwan is unique and helps improve the generalizability of previous studies on the relationship between ethical leadership and employee identification.

Ethical leadership and employee task performance: examining moderated mediation process

2017 ◽  
Vol 55 (7) ◽  
pp. 1506-1520 ◽  
Author(s):  
Qi Yang ◽  
Hua Wei
Keyword(s):  
Task Performance ◽  
Ethical Leadership ◽  
Organizational Identification ◽  
Proactive Personality ◽  
Mediation Process ◽  
Content Type ◽  
Team Members ◽  
Performance Examining ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to examine the impact of ethical leadership on employee task performance, specifically the mechanisms through which ethical leadership impacts employee task performance and the moderating role of employee proactive personality. Social identity, social learning, and self-concordance theory were used to explain the way ethical leadership affects employee task performance, and provided another way to understand this relationship. Design/methodology/approach The authors collected survey-based dyadic data from middle management team members and subordinates in Chinese companies. Multiple regression analysis was used to test the research hypotheses. Findings The empirical findings indicate that ethical leadership positively influences employee task performance. Organizational identification (OID) mediates the relationship between ethical leadership and employee task performance. Furthermore, the relationship between ethical leadership and employee task performance via OID is moderated by employee proactive personality. Originality/value Employee task performance is critical for a firm’s competitive advantage. This paper adds to knowledge about the relationship between ethical leadership and employee task performance and contributes to effective management.

Business networking and internationalization: testing the mediation role of organizational learning

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kasimu Sendawula ◽  
Muhammed Ngoma ◽  
Juma Bananuka ◽  
Saadat Nakyejwe Lubowa Kimuli ◽  
Frank Kabuye
Keyword(s):  
Organizational Learning ◽  
Correlation Coefficients ◽  
Hierarchical Regression ◽  
Cross Sectional ◽  
Content Type ◽  
Mediating Role ◽  
Business Networking ◽  
Correlational Data ◽  
The Relationship

PurposeThe purpose of this study was to establish the mediation role of organizational learning in the relationship between business networking and internationalization of manufacturing small and medium-sized enterprises (SMEs) using evidence from Uganda.Design/methodology/approachThis study is cross sectional and correlational. Data were collected through a questionnaire survey of 96 manufacturing SMEs. Data were analyzed through correlation coefficients, hierarchical regression and mediation analysis using Statistical Package for the Social Sciences and MedGraph - Excel Version.FindingsFindings indicate that organizational learning partially mediates the relationship between business networking and internationalization of SMEs. Results further reveal that business networking and organizational learning significantly predict internationalization of SMEs.Originality/valueThis study contributes to the already existing literature on internationalization of SMEs as it provides initial empirical evidence on the mediating role of organizational learning in the relationship between business networking and internationalization of SMEs using evidence from a developing country – Uganda.

Supervisor support and pro-environmental behavior: the mediating role of LMX

2015 ◽  
Vol 53 (5) ◽  
pp. 1045-1060 ◽  
Author(s):  
Panagiotis Gkorezis
Keyword(s):  
Environmental Behavior ◽  
Supervisor Support ◽  
Hierarchical Regression ◽  
Cross Sectional ◽  
Content Type ◽  
Mediating Role ◽  
Member Exchange ◽  
Mediating Mechanisms ◽  
The Relationship

Purpose – The purpose of this paper is to elucidate the mediating mechanisms of the relationship between supervisor support and pro-environmental behavior. To this end, the quality of the dyadic exchanges between supervisor and subordinates was used. Design/methodology/approach – Data were collected from two different samples. In order to test the present hypotheses hierarchical regression and bootstrapping analysis were conducted. Findings – In congruence with the hypotheses, the results showed that leader-member exchange (LMX) served as a mediator in the relationship between supervisor support and pro-environmental behavior. Research limitations/implications – Data were drawn using a cross-sectional design. As a result, it is precarious to assess causality among the constructs. Furthermore, both studies collected data from a single source, namely employees, and this may inflate the present relationships due to common method bias. Originality/value – To the best of author’s knowledge, no prior empirical study has examined the pivotal role of LMX in affecting employees’ pro-environmental behavior.

Fear of terror and employees’ behaviour in terrorist-ridden areas

2020 ◽  
Vol 12 (3) ◽  
pp. 125-137
Author(s):  
Shuaib Ahmed Soomro ◽  
Olivier Roques ◽  
Akhtiar Ali
Keyword(s):  
Terror Management Theory ◽  
Hierarchical Regression ◽  
Content Type ◽  
Stress Theory ◽  
Mediating Role ◽  
The Impact ◽  
The Relationship ◽  
Negative Relationships ◽  
Practical Implications

Purpose This study aims to investigate the impact of fear of terror (FOT) on employee organizational commitment (OC) working in terror-induced areas through examining the role of rumination as a mediator and perceived organization support (POS) as a moderator. Design/methodology/approach The authors develop a model in which the mediating role of rumination in the FOT relationship is conditional to the values of OC. Using a sample size of 268 respondents, questionnaires were used to collect data from Pakistan during a period when terrorist attacks were at a peak. Results from the hierarchical regression analyses provided support for the developed model. Findings Overall, the statistical model is significant (p < 0.05); the authors found negative relationships between FOT and OC. The authors found that FOT positively led to rumination, which then negatively led to OC. It was also found that POS significantly moderated FOT and OC. Practical implications This study revealed that FOT is a deterring factor that changed employees’ OC. It further revealed that organizations providing support to employees working in terrorist-ridden areas showed positive commitment. This paper discusses the theoretical and practical implications of these findings. Originality/value This paper provides an examination of the relationship between FOT and employee OC. It expands our knowledge of the stress theory and terror management theory for employees working in discontinuous areas.

Sign in / Sign up

Export Citation Format

Share Document