Chinese employees’ leadership preferences and the relationship with power distance orientation and core self-evaluation

Lin, Caihui; Sun, Jian‐Min

doi:10.1186/s11782-018-0027-9

Cited by 22 publications

(29 citation statements)

References 89 publications

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“…Past research has shown that TL plays a critical role in the success of Chinese SMEs (Lin and Sun, 2018). Chinese employees prefer leaders who exhibit the traits of TL (idealized consideration, IS, LI, and II), for instance, acting as a role model, selflessness (Farh and Cheng, 2000), avoiding the use of abusive power, setting a good example, and working for employee well-being (Dunfee and Warren, 2001;Cheng et al, 2004;Xiaoxia and Jing, 2006;Chen et al, 2012;Lin and Sun, 2018;Su et al, 2019).…”

Section: Transformational Leadershipmentioning

confidence: 99%

The Impact of Transformational Leadership on Employee Retention: Mediation and Moderation Through Organizational Citizenship Behavior and Communication

et al. 2020

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This study investigates the impact of transformational leadership on employee retention in small-and medium-sized enterprises (SMEs) and probes the mediating role of organizational citizenship behavior (OCB) and the moderating role of communication. Data were collected using convenience sampling from 505 employees of SMEs. A Smart PLS structural equation modeling (PLS-SEM) was used to estimate the various relationships. The findings of the study reveal a positive and significant relationship between transformational leadership and OCB. Similarly, this study finds a positive and significant relationship in OCB and employee retention. In addition, OCB had a positive mediating effect on the relationship between transformational leadership and employee retention. Furthermore, communication positively moderates the transformational leadership-OCB and OCB-employee retention relationships. Leaders at SMEs should implement the traits of transformational leadership such as developing a compelling vision for employees, focusing on goal achievement, having problem-solving techniques, having a sense of purpose, and spending time on the training and development of the team to enhance OCB and employee retention.

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Section: Transformational Leadershipmentioning

confidence: 99%

The Impact of Transformational Leadership on Employee Retention: Mediation and Moderation Through Organizational Citizenship Behavior and Communication

et al. 2020

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“…These findings answer the call by Zhou et al (2019) to consider Chinese culture in mentoring research. In addition, our study and other pioneering work in the mentoring and traditionality arenas (Wu et al, 2019) can guide future mentoring research to pay attention to cultural factors, especially in high‐context countries such as China, Korea, and Japan (Lin & Sun, 2018; Q. Wang, Liao, & Burns, 2019). Other potential cultural variables such as guanxi (Xin & Pearce, 1996) and Confucian introspection (Z. Wang, Liu, & Ye, 2017) may also create cultural boundary conditions for the effects of mentor values or behaviors.…”

Section: Discussionmentioning

confidence: 80%

Section: Theoretical Implicationsmentioning

confidence: 87%

The effects of mentor alcohol use norms on mentorship quality: The moderating role of protégé traditionality

Kwan

Chen

et al. 2020

Human Resource Management

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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 protégés. Our study also considered the mediating role of protégé identification with the mentor and the moderating role of protégé traditionality. The findings, based on mentor‐protégé 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 protégé identification with the mentor. Furthermore, the traditionality of protégés alleviates not only the negative relationship between mentor alcohol use norms and protégé identification with the mentor, but also the indirect relationship between mentor alcohol use norms and mentorship quality via protégé identification with the mentor. The results underscore the value of focusing on mentor behavioral norms that are not directed toward the protégé. We conclude with a discussion of the theoretical and practical implications for mentoring research.

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“…This is explained by its advantage in managing time distribution, determining improvement trends, and not taking into account the opinion of others. Three types of leadership are distinguished: moral, benevolent and authoritarian (Lin & Sun, 2018). Studies showed that moral leadership has the greatest impact on interactions, and authoritarian has the least.…”

Section: Contemporary Empirical Studies Of Human Resources` Interactionsmentioning

confidence: 99%

A Methodical Approach to the Assessment of Human Resources` Interactions

Переверзєва¹

2019

JEMI

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To our knowledge, there is a need to develop a methodological approach to the assessment of united communiti es` human resources` level of interacti ons, as a large group, and of separate structural unit's-a small group. This allows us to determine the dependence of the level of interacti ons on the number of people who interact within a parti cular structure and the nature of the acti vity they carry out-intellectual or manual labor. The purpose of our research is to develop a methodological approach to the assessment of the level of human resources` interacti ons, which allows us to identi fy key areas and policy measures. Expert assessments and analyti cal dependencies are used as research tools in the arti cle. These tools allow us to quanti tati vely determine the level of human resources` interacti ons for an individual enti ty. Empirical implementati on of the proposed approach, using the example of two enti ti es varying in size and nature of labor, allowed us to make a comparati ve analysis and to disti nguish the characteristi c features that are the basis for making managerial decisions. A manager acts as an expert who assesses the presence or absence of a parti cular event in the subordinate unit. The indicator, which characterizes the presence or absence of certain acti viti es and the level of parti cipati on in them, is defi ned on the basis of managerial assessment. The next stage is to determine the interacti on rate by means of certain mathemati cal dependencies and results` analysis. As a result of the research, we got the assessment of the level of human resources` interacti ons between two enti ti es-a united community and a structural unit. The assessment revealed a dependence on the level of interacti ons on the enti ty`s size (small and large groups) and the nature of labor. The results showed that a structural unit, focused on intellectual labor and presented by a small group, has a greater level of interacti ons than a united community, which has a bigger size and a predominance of manual labor.

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Chinese employees’ leadership preferences and the relationship with power distance orientation and core self-evaluation

Cited by 22 publications

References 89 publications

The Impact of Transformational Leadership on Employee Retention: Mediation and Moderation Through Organizational Citizenship Behavior and Communication

The Impact of Transformational Leadership on Employee Retention: Mediation and Moderation Through Organizational Citizenship Behavior and Communication

The effects of mentor alcohol use norms on mentorship quality: The moderating role of protégé traditionality

A Methodical Approach to the Assessment of Human Resources` Interactions

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