Dynamic managerial capability, trust in leadership and performance: the role of cynicism toward change

Lestari, Yetty Dwi; Nadia, Fiona Niska Dinda; Sukoco, Badri Munir; Ahlström, David; Widianto, Sunu; Susanto, Ely; Nasution, Reza Ashari; Fauzi, Anas Miftah

doi:10.1080/13603124.2021.1974096

Cited by 2 publications

(2 citation statements)

References 137 publications

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“…Through the Decree of the Ministry of Research, Technology, and Higher Education Number 522b/M/Kp/IX/2015, in 2019, the 11 AHEIs were given the target of entering the ranks of the 500 Top World Class Universities (Lestari et al. , 2021; Sukoco et al.…”

Section: Methodsmentioning

confidence: 99%

“…In accordance with this mandate of the Indonesian Government that was legalized. Through the Decree of the Ministry of Research, Technology, and Higher Education Number 522b/M/Kp/IX/2015, in 2019, the 11 AHEIs were given the target of entering the ranks of the 500 Top World Class Universities (Lestari et al, 2021;Sukoco et al, 2021). The online questionnaire was distributed using Google Forms or email attachments, while the offline questionnaire was distributed by post.…”

Section: Sampling Planmentioning

confidence: 99%

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The role of cynicism in follower championing behavior: the moderating effect of empowering leadership

Sabar

Sukoco

Snell

et al. 2022

LODJ

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PurposeThis study investigates how, in the context of organizational change initiatives, the adoption of empowering leadership can foster positive social exchange relationships between leaders and subordinates, in turn, neutralizing cynicism about organizational change (CAOC) and allowing follower championing behavior (FCB) to emerge.Design/methodology/approachThe authors analyzed data from 908 faculty members from 11 top-rated public universities in Indonesia. The data used in this research are multisource, so the data processing steps are rwg and ICC tests, data quality testing, and hypothesis testing.FindingsThe authors found that CAOC among these members had a negative effect on their FCB, but this negative effect was buffered by the presence of empowering leadership.Research limitations/implicationsThe authors' research captures perceptions at one point in time. Future research could adopt a longitudinal approach to simulate empowering leadership stimuli and investigate the impacts of FCB.Practical implicationsThis study contributes to Indonesian business management, which exhibits a culture of high power distance. The findings suggest that managers should improve managers' interpersonal communication with subordinates and consider managers' feelings toward change in the organization so that managers' subordinates will provide feedback in the form of decreasing cynicism and will exhibit FCB.Originality/valueThis study contributes to the understanding of why CAOC may not be expressed explicitly in Asian countries due to Asian collectivist and high power-distance values that discourage subordinates from voicing their disagreement with change initiatives.

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Section: Methodsmentioning

confidence: 99%

Section: Sampling Planmentioning

confidence: 99%

The role of cynicism in follower championing behavior: the moderating effect of empowering leadership

Sabar

Sukoco

Snell

et al. 2022

LODJ

Self Cite

View full text Add to dashboard Cite

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Cynicism, justice and behavioral support for change: a moderated mediation analysis

Sabar,

Sukoco,

Ahlstrom

2024

LODJ

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PurposeThe purpose of this study is to describe and explain the relationship between organizational justice, as an environment and as a buffer and suppressant for influencing cynicism about organizational change (CAOC), thereby influencing change-supportive behavior (CSB) and its impact on higher education performance (OP). The social cognitive theory was applied to test the moderating role of perceived organizational justice in the relationship between CAOC, CSB, and OP.Design/methodology/approachThe research found support for the proposed model using data collected from 91 faculties at 10 autonomous higher education institutions in Indonesia and a multisource research design with a non-academic staff sample.FindingsThis finding confirms that distributive and interactional justice only influences organizational performance when perceived as moderate or high. The moderated mediation analysis findings were supported by the moderating variable of procedural justice but were supported by the moderating variables of distributive and interactional justice.Originality/valueAs a determinant of CAOC on non-academic staff in Indonesia, a country with a high-power distance, cynicism towards change is difficult to detect due to the prevalence of silent cynicism.

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Dynamic managerial capability, trust in leadership and performance: the role of cynicism toward change

Cited by 2 publications

References 137 publications

The role of cynicism in follower championing behavior: the moderating effect of empowering leadership

The role of cynicism in follower championing behavior: the moderating effect of empowering leadership

Cynicism, justice and behavioral support for change: a moderated mediation analysis

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