Abstract

Mentorship quality is an important aspect of mentorship effectiveness, yet we know little about its predictors. Using social identity theory, we examined the relationship between mentor alcohol use norms and mentorship quality as perceived by proteges. Our study also considered the mediating role of protege identification with the mentor and the moderating role of protege traditionality. The findings, based on mentor-protege dyadic data collected through a three-wave survey in China, indicate that mentor alcohol use norms are negatively related to mentorship quality, and that this relationship is mediated by protege identification with the mentor. Furthermore, the traditionality of proteges alleviates not only the negative relationship between mentor alcohol use norms and protege identification with the mentor, but also the indirect relationship between mentor alcohol use norms and mentorship quality via protege identification with the mentor. The results underscore the value of focusing on mentor behavioral norms that are not directed toward the protege. We conclude with a discussion of the theoretical and practical implications for mentoring research.

Keyword

alcohol use norms ;  identification ;  mentoring ;  mentorship quality ;  traditionality

Abstract

Besides the previous social relationship perspective of employee-organization relationship (EOR) research, this study takes the social cognitive perspective to explore the role of team collective efficacy in mediating the relationship between EORs and team performance. This study further contends that team cohesion moderates the positive relationship between collective efficacy and team performance, thereby moderating the indirect relationship between EORs and team performance through collective efficacy. Data analyses of 231 teams in Study 1 and 63 teams in Study 2 support the hypotheses. Therefore, this study provides theoretical contributions to the EOR literature by introducing a new perspective at the team level and to the social cognitive literature by discussing a boundary condition of the effect of collective efficacy on team performance.

Keyword

collective efficacy ;  employee-organization relationship ;  human resource management ;  team cohesion ;  team performance

Abstract

Despite increasing scholarly attention to workplace ostracism, victims receive little guidance regarding how to break its negative spiral over time. Drawing on a multi-motive model of rejection-related experiences and the cybernetic model of impression management, this study examines how and why ostracized employees might ameliorate workplace ostracism through impression management efforts to enhance their popularity. Specifically, an ostracized worker may employ favour rendering tactics to enhance her or his popularity, as reported by peers, which can help reduce ostracism. In addition, ostracized employees with strong self-monitoring tendencies may be more likely to employ favour rendering tactics and use them more effectively to enhance their popularity and thus reduce ostracism. Data collected from 277 employee-coworker pairs in a three-wave, time-lagged design over 2 years confirm the proposed hypotheses, tested in a two-stage moderated mediation model. These findings have theoretical implications for ostracism research, as well as practical implications to help employees and organizations overcome ostracism. Practitioner points Being ostracized often prompts self-focused responses, but to reduce it, ostracized employees instead should pay attention to others and seek to help others to alter the treatment they receive from others. High self-monitoring employees tend to employ favour rendering tactics to increase their popularity and mitigate ostracism. To help ostracized employees mitigate ostracism, managers and organizations can suggest ways to increase their popularity among their peers.

Keyword

impression management ;  popularity ;  self-monitoring ;  workplace ostracism

Abstract

The purpose of this paper is to examine the effects of authentic leadership on the work–family balance (WFB) of followers by focusing on the mediating roles of leader–member exchange (LMX) and work-to-family enrichment (WFE) and the moderating role of traditionality in China.

Keyword

Authentic leadership ;  Leader-member exchange ;  Work-family issues ;  Work-life balance

Abstract

Leaders are under high stress to carry the full burden of responsibilities and establish and maintain quality relationships with followers. How to direct leaders to cope with these needs, sleep well, and engage in work is a key issue. Although many studies have explored the benefits of empowering leadership for followers, how such behavior benefits actors who demonstrate it was overlooked. Drawing on the conservation of resources theory, we propose and test a model that accounts for why and when exhibiting empowering leadership provides actors benefits. Via experience-sampling survey research, we examine the impact of empowering leadership on actors’ daily work engagement by focusing on the moderating role of power distance, and the mediating roles of negative affect and sleep quality, which operate in tandem. Results from 160 supervisors in two Chinese organizations indicated that exhibition of empowering leadership negatively relates to negative affect and positively related to consequent sleep quality and next day work engagement. The strength of this beneficial impact is bounded by power distance, such that supervisors with high power distance acquire fewer benefits after exhibiting empowering leadership. The theoretical and practical implications of these findings are discussed."

Keyword

Abstract

Drawing on the work-home resources model, this study examines how and why empowering leadership influences followers' work-family conflict (WFC) and work-family positive spillover (WFPS). We focus on the mediating roles of leader-member exchange (LMX) and organization-based self-esteem (OBSE) and the moderating role of followers' political skills. The results from a two-wave field survey of 272 employees in a state-owned enterprise in China indicate that LMX mediates the relationship between empowering leadership and WFPS and that OBSE mediates the relationship between empowering leadership and WFC. Moreover, political skills strengthen the main effects of empowering leadership on LMX and OBSE and the mediating effect of LMX on the relationship between empowering leadership and WFPS. Our findings have theoretical and managerial implications and indicate new research directions for leadership and work-family issues.

Keyword

Empowering leadership ;  leader-member exchange ;  organization-based self-esteem ;  political skill ;  work-family conflict ;  work-family positive spillover

Abstract

Purpose Drawing from self-determination theory, this study aims to examine the effect of leader humor on frontline hospitality employees' service performance and proactive customer service performance (PCSP) via harmonious passion (HP) for work with employee neuroticism as the moderating mechanism. Design/methodology/approach This study controlled for the nested effect and tested all the hypotheses with Mplus 7.0 using a time-lagged three-wave survey of 232 Chinese supervisor-subordinate dyads. Findings The results indicated that leader humor promotes frontline hospitality employees' service performance and PCSP by enhancing their HP. Furthermore, neuroticism was shown to strengthen the direct impact of leader humor on employee HP and its indirect impact on employee service performance and employee PCSP through HP. Originality/value First, this research contributes to the leader humor literature through exploring its impact on the service performance and PCSP of frontline hospitality employees. Second, this research develops a new framework to explain the leader humor-employee service outcomes relationship using self-determination theory. Finally, the focus on the moderating role of neuroticism helps to explain the "when" question of leader humor.

Keyword

Leader humor ;  Service performance ;  Neuroticism ;  Harmonious passion ;  Proactive customer service performance

Abstract

Drawing on upper echelons theory, this study examines how the traditionality of family chief executive officers (CEOs) influences the selection of their successors, and how this relationship is moderated by two dimensions of socioemotional wealth. Recognizing the central role of CEOs in determining successors, we show that a family CEO’s cultural values regarding traditionality have a significant positive effect on the probability that a family member is chosen as successor. We find that this relationship is strengthened by the family members’ identification with the firm and weakened by the family members’ sense of dynasty. Our contributions to theory and practice are discussed.

Keyword

CEO traditionality ;  family members’ identification ;  sense of dynasty ;  successor choice

Abstract

Work and family are the important domains in one’s life. This research investigates the relationship between employees’ perceptions of workplace ostracism and their demonstration of family social support. Integrating social impact theory and self-verification theory, it provides a novel theoretical framework within which to examine the moderated mediation model of ostracism’s influence on individuals’ provision of family social support. In so doing, it focuses on the mediating role of personal reputation and the moderating role of job social support. The findings from a three-wave survey of 288 married employees and their spouses demonstrated that workplace ostracism exerts negative effects on an individual’s provision of family social support. This effect is mediated by the individual’s personal reputation. Job social support alleviates the relationship between personal reputation and family social support and the mediating effect of personal reputation on the relationship between workplace ostracism and family social support. This research offers both theoretical and managerial implications for the human resources field.

Keyword

Abstract

Based on self-consistency theory, this study examined the relationship between mentoring quality as perceived by proteges and proteges' proactive behavior. It focused on the mediating role of organization-based self-esteem (OBSE) and the moderating role of traditionality. To examine these relationships, we administrated three-wave surveys to 237 subordinate-supervisor dyads in a construction enterprise. The results of hierarchical linear modeling demonstrated that (a) mentoring quality and proactive behavior had a positive relationship; (b) OBSE mediated this relationship; and (c) traditionality strengthened both the relationship between mentoring quality and OBSE and the indirect effect of mentoring quality on proactive behavior via OBSE. Our findings have theoretical and practical implications for research on mentoring and proactive behavior.

Keyword

mentoring ;  organization-based self-esteem ;  proactive behavior ;  traditionality