Boss, look at me: how and when supervisor’s phubbing behavior affects employees’ supervisor identification

Khan, Muhammad Nawaz; Shahzad, Khurram; Ahmad, Ifzal; Bartels, Jos

doi:10.1007/s12144-022-04120-9

Cited by 7 publications

(12 citation statements)

References 103 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…By creating a collective identity focused on the well-being of the group and demonstrating commitment to the followers' growth, servant leaders inspire a sense of belonging and loyalty among team members. Consequently, this shared identity strengthens the LMX relationships, as followers feel more connected to and supported by their leader (Hussain et al, 2018;Khan et al, 2022). As a result, employees are more likely to engage in positive behaviors, such as increased cooperation, motivation, and commitment to the organization, ultimately contributing to the overall success of the group.…”

Section: Servant Leadership and Lmxmentioning

confidence: 90%

“…This shift in behavior would require training and development, a culture of valuing others, teamwork and an overall positive brand image. Employees would feel that they are part of a caring organization which will consequently improve their satisfaction from their work and careers (Ahmad et al, 2021;Khan et al, 2022).…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

“…Employees would feel that they are part of a caring organization which will consequently improve their satisfaction from their work and careers (Ahmad et al. , 2021; Khan et al. , 2022).…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

See 2 more Smart Citations

Interplay between servant leadership, leader-member-exchange and perceived organizational support: a moderated mediation model

Nisar Khattak,

Al-Taie,

Ahmed

et al. 2023

JOEPP

View full text Add to dashboard Cite

PurposeThis study aims to investigate the effect of servant leadership on employee organizational identification and career satisfaction through the mediating lens of leader-member-exchange (LMX). Furthermore, this study also examines whether perceived organizational support (POS) strengthens the positive effect of servant leadership on LMX and subsequently, on employee organizational identification and career satisfaction.Design/methodology/approachSurvey data were collected from 314 respondents working in hotels in United States of America (USA). Structural equation modeling (SEM), hierarchical moderation analysis and bootstrapping were used to test the study hypotheses.FindingsServant leadership was found to positively influence employee organizational identification and career satisfaction. Further, analysis revealed that LMX partially mediated the positive relationship between servant leadership and employee career satisfaction and fully mediated the positive relationship between servant leadership and organizational identification. However, although POS moderated the indirect relationship between servant leadership and employee’ career satisfaction, it did not moderate the indirect relationships between servant leadership and organizational identification.Practical implicationsThis study provides insight into the nexus of servant leadership and organizational support in hospitality industry to foster the employee organizational identification and career satisfaction which are extremely needed for competitive advantage in hotel industry.Originality/valueThis study addresses recent calls for future researchers to investigate the important of servant leadership in the hospitality industry.

show abstract

Section: Servant Leadership and Lmxmentioning

confidence: 90%

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

See 1 more Smart Citation

Interplay between servant leadership, leader-member-exchange and perceived organizational support: a moderated mediation model

Nisar Khattak,

Al-Taie,

Ahmed

et al. 2023

JOEPP

View full text Add to dashboard Cite

show abstract

“…Therefore, with the explosion in smartphone use in our life [6], problematic smartphone use, such as phubbing, has emerged and drawn increasing concern about its potential adverse outcomes [7]. By merging phone and snubbing, phubbing behavior describes situations of addiction as someone (phubber) checking their mobile phones, internet, social media, and games [8], rather than paying attention to their interpersonal conversation with significant others (phubee) [9]. In this research field, a majority of attention has gone to its negative impact on the relationship between parent-child [10][11][12], partners [13,14], and friends [15,16].…”

Section: Introductionmentioning

confidence: 99%

“…Though as an unintentional act of neglect, supervisor phubbing is enough to undermine the essential relationship with subordinates [17]. Compared with the private life domains mentioned above, however, the phubbing phenomenon in the workplace domain has been much less studied [9,[17][18][19].…”

Section: Introductionmentioning

confidence: 99%

Boss, Can’t You Hear Me? The Impact Mechanism of Supervisor Phone Snubbing (Phubbing) on Employee Psychological Withdrawal Behavior

Yao,

Nie

2023

Healthcare

View full text Add to dashboard Cite

With the excessive smartphone use in the workplace, supervisor phubbing has drawn broad concerns in managerial and academic fields. Though the neglect is unintentional, this behavior can generate counterproductive working behaviors. The basic assumptions of this study are that supervisor phubbing can impact employee psychological withdrawal behavior directly and indirectly via work alienation. To provide empirical evidence for the assumptions, the two-wave online survey of 302 Chinese employees without any supervisory functions was conducted on the Questionnaire Star platform. Based on the stressor-emotion model, work alienation is proved to be the psychological path in the positive relationship between supervisor phubbing and employee psychological withdrawal behavior. Different from the current studies exploring the impact mechanism of phubbing behavior on psychological withdrawal behavior between parents and children, couples, or friends, we put this mechanism into the workplace and focus on subordinate–superior relationships. In addition, the positive indirect effects are enhanced when employees have higher interpersonal sensitivity. In practice, these findings suggest that organizations should normalize the smart devices use in the workplace, and supervisors should balance their working roles with other roles. In addition, organizations should strengthen training on adjusting to negative emotions and interpersonal sensitivity control at work. Although two rounds of the time-lagged data were collected in a one-month interval, the limitations of cross-section data still exist, so the conclusions cannot establish causality. Hence, future research may conduct experimental or longitudinal research designs to make the conclusion more rigorous.

show abstract

Supervisor-subordinate guanxi and innovative behavior: the roles of psychological ownership and emotional uncertainty

Hou,

Ge,

Wang

2023

Curr Psychol

View full text Add to dashboard Cite

Boss, look at me: how and when supervisor’s phubbing behavior affects employees’ supervisor identification

Cited by 7 publications

References 103 publications

Interplay between servant leadership, leader-member-exchange and perceived organizational support: a moderated mediation model

Interplay between servant leadership, leader-member-exchange and perceived organizational support: a moderated mediation model

Boss, Can’t You Hear Me? The Impact Mechanism of Supervisor Phone Snubbing (Phubbing) on Employee Psychological Withdrawal Behavior

Supervisor-subordinate guanxi and innovative behavior: the roles of psychological ownership and emotional uncertainty

Contact Info

Product

Resources

About