No abstract

No abstract

Purpose Researchers have adopted a somewhat narrow conceptualization of organizational culture, founded on specific assumptions about the impact of founders or top leadership. The purpose of this paper is to address this research gap. Design/methodology/approach Based on 356 Chinese employees, this paper examines the relationships between organizational culture, leadership and employee outcomes. Specifically, the paper focuses on a mediation model by looking at how different leadership processes impact the relationship between culture and outcomes. Findings Supportive and task leadership styles and a persuasive influence strategy are correlated with team, detail and innovation cultures, respectively, and are significantly stronger than that of other leadership styles/strategies. Partial support is found for the mediating effect of task and change leadership styles, and assertive and persuasive influence strategies. Contrary to the authors’ second assumption regarding the social learning effect on outcomes, the study provides a tentative conclusion that different culture types may have different levels of strength in molding middle management and consequently influencing subordinate outcomes. The model of “culture-leadership-outcome” generally shows a similar pattern with the reverse effect of “leadership-culture-outcome.” Originality/value This study was the first to examine the impact of organizational culture on leadership and their effect on organizational outcomes, and to compare the reverse relationship. It suggests a new model that combines social cognitive theory with concepts drawn from the social learning perspective. Both the significant and non-significant results enhance our understanding on the mediating effects of leadership and culture. The findings also enrich leadership theory because no empirical studies systematically examined the similarities and differences between style approaches and influence strategies.

This paper investigates the impact of leader feedback on followers’ knowledge-sharing behavior through a regulatory focus theory perspective. Data were collected through an experiment with 129 college students. Results showed that compared with leader’s prevention feedback style and negative feedback valence, promotion style and positive feedback valence inspire employee knowledge-sharing behavior better. These two positive relationships are mediated by promotion situational regulatory focus. The negative relationship between prevention leader feedback style and knowledge sharing is mediated by prevention situational regulatory focus, while negative leader feedback valence has its negative effect on knowledge sharing directly.

The eyes are extremely important for communication. The muscles around the eyes express emotional states, and the size of the pupil signals whether a person is aroused and alert or bored and fatigued. Pupil size is an overlooked social signal, yet is readily picked up by observers. Observers mirror their pupil sizes in response, which can influence social impressions. Pupil diameter is enhanced in a variety of emotional contexts, including viewing pictures, listening to sounds, and during the threat of shock. This study shows that people associate positive faces with large pupil sizes and negative faces with small pupil sizes. Although workplace social support has been described as a profoundly emotional activity, little is known about the emotional demands faced by employees or how these impacts on their well-being. This study examined relationships between ‘emotional labor,’ burnout (emotional exhaustion, depersonalization, and personal accomplishment), and job satisfaction in a sample of an employee who works in the banking sector or manufacturing sector. Also examined was whether workplace social support moderated any relationships found between emotional labor and strain. The relationship between job experience and emotional labor was also investigated.