Abusive supervision and employee creativity

2016 ◽  
Vol 54 (1) ◽  
pp. 130-147 ◽  
Author(s):  
Wenxing Liu ◽  
Pengcheng Zhang ◽  
Jianqiao Liao ◽  
Po Hao ◽  
Jianghua Mao
Keyword(s):  
Data Collection ◽  
Organizational Identification ◽  
Psychological Safety ◽  
Abusive Supervision ◽  
Social Identification ◽  
Employee Creativity ◽  
Content Type ◽  
Team Members ◽  
Identification Theory ◽  
The Relationship

Purpose – Prior researches have indicated that leadership had an important impact on employee creativity. However, the authors know little about the link between the dark side of leadership-abusive supervision, and employee creativity, as well as its underlying mechanisms. Combining psychological safety theory and social identification theory, the purpose of this paper is to examine the relationship between abusive supervision and employee creativity and the mediating role of psychological safety and organizational identification between abusive supervision and employee creativity. Design/methodology/approach – The authors conducted a multi-source and time-lagged data collection. At Time 1, team members evaluated abusive supervision and psychological safety, and at Time 2, team members evaluated organization identification, and team leaders evaluated members’ creativity. Abusive supervision, psychological safety were evaluated at first stage and organizational identification, creativity were evaluated at second stage, being conducted 2-4 weeks later after the first stage. Finally 423 participants completed two waves of data collection. Findings – The results suggested that, abusive supervision had negative effects on psychological safety and organizational identification, and psychological safety partially mediated the relationship between abusive supervision and organizational identification, and organizational identification fully mediated the relationship between psychological safety and creativity, and the negative effect of abusive supervision on employee creativity was mediated by psychological safety and then by organizational identification. Originality/value – This study identifies and examines the mechanism underlying the effect of abusive supervision, and suggests that psychological safety and organizational identification are two important mediators of the complex relationship between abusive supervision and employee creativity. Therefore, this study not only re-examines the inconsistent effect of abusive supervision on employee creativity, but also represents the first attempt at integrating the psychological safety perspective and social identification theory to study employee creativity and offers important implications for theory development.

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.

Congruence in perceived overqualification of team members and organizational identification

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fulei Chu
Keyword(s):  
Organizational Identification ◽  
Content Type ◽  
Team Members ◽  
Categorization Theory ◽  
Team Member Exchange ◽  
Member Exchange ◽  
Perceived Overqualification ◽  
The Relationship ◽  
Practical Implications

PurposeDrawing on the equity theory and self-categorization theory, the authors examine the congruence effect of perceived self-overqualification and perceived coworker-overqualification on team–member exchange (TMX) quality, which in turn influences employees' organizational identification.Design/methodology/approachThe data were collected from 392 employees in 78 teams at 2 time points, and polynomial regressions was used to test the hypothesized associations.FindingsThe more consistent perceived self-overqualification is with perceived coworker-overqualification, the higher quality of TMX. Moreover, TMX mediates the relationship between this congruence on organizational identification, which indicates that the congruence of perceived overqualification is related to higher-quality TMX, and then makes overqualified employees produce higher levels of organizational identification.Originality/valueThe findings of the research contributes to theory building of perceived overqualification through distinguishing perceived overqualification as an individual characteristic from the perception of overqualification that occurs in teams. Besides, by analyzing employees' experiences of overqualification in the context of their colleague-group, this study demonstrates the importance of considering overqualified individuals' social context (e.g. the composition of teams) in exploring the consequences of perceived overqualification. Theoretical and practical implications are discussed.

Abusive supervision and employee creativity: a moderated mediation model

2020 ◽  
Vol 41 (2) ◽  
pp. 193-207
Author(s):  
Chuangang Shen ◽  
Yucheng Zhang ◽  
Jing Yang ◽  
Siqi Liu
Keyword(s):  
Social Exchange ◽  
Harmful Effect ◽  
Abusive Supervision ◽  
Proactive Personality ◽  
Employee Creativity ◽  
Multiple Sources ◽  
Cross Sectional ◽  
Content Type ◽  
The Relationship

PurposeThe purpose of this paper is to examine the harmful effect of abusive supervision on employee creativity through feedback-seeking behavior (FSB) and the moderation of this mediation by proactive personality.Design/methodology/approachThis study conducted hierarchical regression and path analysis to analyze the 341 manager–employee dyads data gathered from 11 companies in China.FindingsThe results reveal that abusive supervision had a detrimental effect on employee creativity partially mediated by employee FSB, and employees' proactive personality moderated the mediation.Research limitations/implicationsAlthough the findings of this research are based on multiple sources data, it is hard to draw causal inferences because the nature of the data is cross-sectional.Practical implicationsOrganizations should be aware of the deleterious effect of abusive supervision on employee creativity and should seek to inhibit supervisors' abusive behavior in the workplace.Originality/valueThis study re-examines the relationship between abusive supervision and employee creativity in the Chinese context from the social exchange perspective. The mediating role of FSB and the moderating role of proactive personality offer new insights in-to the mechanisms and boundary conditions associated with the relationship between abusive supervision and employee creativity.

scholarly journals The mediating roles of psychological safety and employee voice on the relationship between conflict management styles and organizational identification

2015 ◽  
Vol 30 (1) ◽  
pp. 72-91 ◽  
Author(s):  
Hakan Erkutlu ◽  
Jamel Chafra
Keyword(s):  
Conflict Management ◽  
Organizational Identification ◽  
Psychological Safety ◽  
Employee Voice ◽  
Management Styles ◽  
Regression Analyses ◽  
Mediating Effects ◽  
Conflict Management Styles ◽  
Content Type ◽  
The Relationship

Purpose – The purpose of this paper is to examine the relationships between conflict management styles (CMS) used by leaders and organizational identification of their followers as well as to test the mediating effects of psychological safety and employee voice on that relationship. Design/methodology/approach – Data were collected on site from 1,023 employees in 13 multinational companies in Turkey. The mediating roles of psychological safety and employee voice on the CMS and organizational identification relationship were tested using ordinary least squares regression analyses. Findings – The results show that cooperative CMS is positively and significantly correlated with organizational identification. In addition, the results of the hierarchical multiple regression analyses support the mediating effects of psychological safety and employee voice with regard to the relationship between CMS and organizational identification. Practical implications – Given that cooperative CMS are associated with valued organizational outcomes such as higher employees’ commitment, trust and satisfaction in leaders and citizenship behaviors, organizational efforts to foster cooperative CMS should prove fruitful. Moreover, focussing on efforts to improve leader-follower relationship and to create a trust-based work environment could increase the likelihood that CMS will increase level of employees’ identification with their organizations. Originality/value – The value of this study is its original contribution to the research literature, as no previous studies, which incorporated CMS, organizational identification, and psychological safety and voice behavior as mediating variables were found during the exhaustive literature review.

Striving for legitimacy through CSR: an exploration of employees responses in controversial industry sector

2019 ◽  
Vol 15 (7) ◽  
pp. 924-938 ◽  
Author(s):  
Mobin Fatma ◽  
Imran Khan ◽  
Zillur Rahman
Keyword(s):  
Organizational Support ◽  
Organizational Identification ◽  
Social Identification ◽  
Cross Sectional ◽  
Content Type ◽  
Oil Companies ◽  
Perceived External Prestige ◽  
The Social ◽  
Corporate Social ◽  
The Relationship

Purpose Based on the social identification theory, this study aims to understand employees’ reactions to corporate social responsibility (CSR) in oil companies. This study finds that employees’ perceived CSR is positively related to the employee organizational identification in controversial sector companies. Design/methodology/approach The authors chose to analyze five oil companies in India. These companies are large in size and revenue and provide a valid context for the present study. A survey of 316 employees had been carried out in the year 2015 at the headquarters of these companies located in India. Findings The finding shows that organization CSR activities enhance employees’ organizational identification, which in turn leads to employee commitment to their organization. Furthermore, the finding highlights the relationship between perceived CSR and organizational identification, which is mediated by perceived external prestige and perceived organizational support. Research limitations/implications The limitation of this study is the cross-sectional research design. The variables under investigation were measured only at one specific point of time. Another restriction of the study is that the data had been collected from the self-reported questionnaire. The results were dependent on how employees perceive and interpret how outside world assesses or views their organization. Originality/value This study provides a first step of empirical evidence suggesting that CSR engagement is important and can help in building the relation with stakeholders even in controversial industry.

Participative leadership and employee creativity: a sequential mediation model of psychological safety and creative process engagement

2020 ◽  
Vol 41 (6) ◽  
pp. 741-759
Author(s):  
Lu Chen ◽  
Kwame Ansong Wadei ◽  
Shuaijiao Bai ◽  
Jun Liu
Keyword(s):  
Employee Engagement ◽  
Creative Process ◽  
Structural Equation ◽  
Psychological Safety ◽  
Causal Chain ◽  
Participative Leadership ◽  
Employee Creativity ◽  
Content Type ◽  
Behavioral Mechanism ◽  
The Relationship

PurposeThe purpose of this paper is to draw upon social information processing theory to examine the sequential mediating roles of psychological safety and creative process engagement between participative leadership on creativity.Design/methodology/approachUsing a time-lagged sample of 526 supervisor–subordinate dyads from R&D teams of five enterprises located in the southwest part of China, we tested the theoretical model using structural equation modelling (SEM) as well as with the MPLUS 7.0 software.FindingsResults indicated that participative leadership is positively related to creative process engagement; psychological safety significantly mediates the relationship between participative leadership and creative process engagement; creative process engagement significantly mediates the relationship between psychological safety and employee creativity; psychological safety and creative process engagement sequentially mediates the relationship between participative leadership and creativity.Practical implicationsThe study findings imply that the participative leadership behaviors of managers or supervisor's nurtures employees psychological safety to take risk and promotes employee engagement in creativity relevant ventures leading to creativity.Originality/valueThe findings contribute new knowledge on the relationship between participative leadership and creativity by uncovering the causal chain of a cognitive mechanism (psychological safety) with a behavioral mechanism (creative process engagement).

Abusive supervision and employee creativity in China

2016 ◽  
Vol 37 (8) ◽  
pp. 1187-1204 ◽  
Author(s):  
Jibao Gu ◽  
Jun Song ◽  
Jianlin Wu
Keyword(s):  
Social Identity ◽  
Social Identity Theory ◽  
Abusive Supervision ◽  
Mediating Effect ◽  
Full Time ◽  
Employee Creativity ◽  
Content Type ◽  
Psychological Mechanism ◽  
The Relationship ◽  
Practical Implications

Purpose The purpose of this paper is to examine how abusive supervision affects employee creativity, incorporating departmental identification as a mediator and face as a moderator based on social identity theory. Design/methodology/approach The study sample consisted of 207 full-time employees in China. Findings Results indicate that abusive supervision is negatively related to employee creativity and this relationship is fully mediated by departmental identification. In addition, face held by employees plays a moderating role: the direct effect of abusive supervision on departmental identification and the mediating effect of departmental identification are stronger when face is low rather than high. Practical implications This study also has major practical implications for organizations. First, the organizations should fully understand the harmfulness of abusive supervision and try to avoid abusive behaviors. Second, the organizations could enhance employee creativity by promoting departmental identification. Third, employees who hold low face should get more attention and support. Originality/value This study makes several theoretical implications. First, findings contribute to enriching one’s understanding of the relationship between abusive supervision and employee creativity in China. Second, the domain of abusive supervision is expanded by empirically testing departmental identification as a crucial psychological mechanism explaining the abusive supervision – employee creativity relationship. Third, this study also advances one’s understanding of social identity process by examining empirically moderating effects of cultural value in the relationship between abusive supervision and employee creativity.

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.

Linking CEO relationship-focused leadership and corporate entrepreneurship: a multilevel moderated mediation model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yueyue Liu ◽  
Meng Xi ◽  
Feifei Li ◽  
Xiulin Geng
Keyword(s):  
Indirect Effect ◽  
Organizational Identification ◽  
Identity Theory ◽  
Environmental Uncertainty ◽  
Corporate Entrepreneurship ◽  
Structural Equations ◽  
Strategic Leadership ◽  
Firm Level ◽  
Content Type ◽  
The Relationship

Purpose Corporate entrepreneurship is an important way for organizations to gain competitive advantages and achieve sustainable development. However, few studies pay attention to the influence of CEO strategic leadership on corporate entrepreneurship. Drawing on social identity theory and uncertainty-identity theory, this study aims to investigate whether CEO relationship-focused leadership impacts corporate entrepreneurship through middle managers’ (MMs’) organizational identification and whether the indirect effect is moderated by environmental uncertainty. Design/methodology/approach Using 192 Chinese samples with 192 firm-level and 716 department-level observations, this study uses multilevel structural equations modeling by Mplus 8.0 to test the theoretical model. Findings This study finds that CEO relationship-focused leadership positively predicts MMs’ organizational identification and corporate entrepreneurship, and MMs’ organizational identification mediates the relationship between CEO relationship-focused leadership and corporate entrepreneurship. In addition, environmental uncertainty moderates not only the relationship between CEO relationship-focused leadership and MMs’ organizational identification but also the indirect effect of CEO relationship-focused leadership on corporate entrepreneurship through MMs’ organizational identification. Research limitations/implications This study enriches the understanding of process and contextualization of CEO strategic leadership influencing on corporate entrepreneurship. Originality/value To the best of the authors’ knowledge, this study is among the first to explore the influence of CEO relationship-focused leadership on corporate entrepreneurship.

Study of Pakistan manufacturing workers shows entrepreneurial leadership is the key to developing creativity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Psychological Empowerment ◽  
Manufacturing Sector ◽  
Psychological Safety ◽  
Time Interval ◽  
Entrepreneurial Leadership ◽  
Employee Creativity ◽  
Content Type ◽  
Entrepreneurial Skills ◽  
Final Sample ◽  
Training Programmes

Purpose The main was to investigate the effect of entrepreneurial leadership on employee creativity and the mediating influence of psychological empowerment and psychological safety. Design/methodology/approach Data were collected from the manufacturing sector in Pakistan, including textile, chemical and automobile industries. Questionnaires had three parts, one for managers and two for employees. The researchers collected data in three phases with a one-month time interval. First, employees rated statements about entrepreneurial leadership behaviours. Then, employees rated statements about psychological empowerment and psychological safety. Finally, managers rated statements related to employees’ creativity. The final sample comprised of 54 leaders and 280 employees. Findings Results showed that entrepreneurial leadership inspired employee creativity. In addition, psychological empowerment and psychological safety mediated the relationship between entrepreneurial leadership and employee creativity. Originality/value The study has practical implications. Organizations should hire managers with the entrepreneurial skills to inspire creativity. Leaders should also stress the value of the employee’s work by sharing organisational goals, as well as directing employees when tasks are complex. Meanwhile, organizations need to develop training programmes to help managers to improve their leadership skills. Entrepreneurial leaders can inspire employees by modelling behaviours, which will be psychologically empowering and ensure employees feel secure enough to be creative.

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