Hierarchical Culture as a Cross-Level Moderator of the Relationship between Transformational Leadership, Performance Feedback, and Employee Job Performance

Lee, Michelle Chin Chin; Ding, Alyssa Yen-Lyn

doi:10.3390/merits3030030

Cited by 4 publications

References 62 publications

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Transformational leadership and task performance: the mediating role of leader–member exchange, organizational support and work engagement

López-Zapata,

Torres-Vargas,

Ortiz-Puentes

2024

ARLA

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PurposeThis research analyzes the impact of transformational leadership on task performance in sales team members, considering the mediating role of leader–member exchange (LMX), perceived organizational support and work engagement.Design/methodology/approachA structural equations model was analyzed utilizing the partial least squares (PLS-SEM) method based on data collected from a survey of 142 members and 19 leaders of sales teams in Colombian companies.FindingsThe present study establishes that social exchange variables, including perceived organizational support and LMX, mediate the relationship between transformational leadership and task performance. Nevertheless, work engagement does not demonstrate a statistically significant mediating effect.Originality/valueThe outcomes of this study contribute significant insights into how transformational leadership, directly and indirectly, affects task performance in an emerging economy. It specifically addresses the cultural context of Colombia, marked by a high distance to power and a perceived low aversion to uncertainty – contrary to a desired higher uncertainty avoidance.

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Transformational leadership and task performance: the mediating role of leader–member exchange, organizational support and work engagement

López-Zapata,

Torres-Vargas,

Ortiz-Puentes

2024

ARLA

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Effects of Hierarchical Unit Culture and Power Distance Orientation on Nurses’ Silence Behavior: The Roles of Perceived Futility and Hospital Management Support for Patient Safety

Lee,

Lee

2024

Journal of Nursing Management

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Background: Patient safety is paramount in healthcare, and effective communication is a cornerstone of preventing adverse patient events. Despite nurses’ crucial role in improving patient safety, they often keep silent about their concerns. This study investigated links among hierarchical unit culture, nurses’ power distance orientation, perception of futility, and silence behavior in healthcare environments. Moreover, we aimed to determine whether nurse‐perceived hospital management support for patient safety moderated the association between nurses’ perceived futility and silence behavior.Methods: This cross‐sectional, correlational study utilized survey data from 730 direct‐care nurses working in 88 medical, surgical, or medical–surgical units across 34 hospitals in South Korea. Validated psychometric scales measured the study variables, and data were analyzed using a 2‐1‐1 type of multilevel structural equation model.Results: Hierarchical unit culture and power distance orientation showed significant positive associations with nurses’ perception of futility (b = 0.62, p < 0.001, and b = 0.37, p < 0.001, respectively) and subsequently with their silence behavior (b = 0.22, p < 0.01, and b = 0.31, p < 0.001, respectively). Futility was found to mediate the relationship of both hierarchical unit culture (indirect effect = 0.222, 95% confidence interval (CI) [0.006, 0.438]) and power distance orientation (indirect effect = 0.132, 95% CI [0.003, 0.261]) to silence behavior. Hospital management support for patient safety significantly moderated the relationship between futility and silence behavior (b = 0.04, p < 0.05); nurses were less likely to remain silent when they perceived high management support as opposed to low support, regardless of their futility level.Conclusion: Our findings highlight the crucial influence of organizational culture on nurses’ silence behavior. The findings also underscore the importance of hospital management support with respect to patient safety. Management support may be necessary to combat nurses’ perceived futility and to promote open communication.

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The mediating role of perceived emotional intelligence: examining the impact of affective job satisfaction on organizational identification among Chinese technological workers

Lai,

Gao,

2024

Front. Psychol.

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IntroductionBreaking new ground in the exploration of workplace dynamics, this study pioneers an investigation into the mediating role of perceived emotional intelligence (PEI) in the relationship between affective job satisfaction and organizational identification among Chinese technological workers. This novel focus addresses a critical gap in existing research, particularly in understanding the psychological underpinnings within this specific cultural and professional context.MethodsInvolving 392 workers aged 23 to 60, our research offers a comprehensive examination of how the three subdimensions of PEI - attention, clarity, and emotional repair - interact with job satisfaction to influence organizational identification. Through extensive questionnaires, we assessed these subdimensions alongside affective job satisfaction and the workers’ identification with their organization.ResultsOur findings reveal a significant, positive correlation between job satisfaction and all PEI subdimensions. Notably, while emotional clarity and emotional repair showed a positive relationship with organizational identity, attention did not. Further analysis highlighted the substantial direct impact of Affective Job Satisfaction on Organizational Identification, with emotional clarity and emotional repair playing critical mediating roles.DiscussionThese insights illuminate the unique function of Perceived Emotional Intelligence as a mediator and enhancer in the relationship between job satisfaction and organizational commitment. The results underscore the necessity of integrating strategies to cultivate emotional intelligence in the workplace, potentially leading to stronger organizational ties and improved overall worker well-being. By shedding light on these complex psychological mechanisms, our study not only enriches the theoretical landscape but also offers practical guidance for fostering healthier, more productive work environments.

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Hierarchical Culture as a Cross-Level Moderator of the Relationship between Transformational Leadership, Performance Feedback, and Employee Job Performance

Cited by 4 publications

References 62 publications

Transformational leadership and task performance: the mediating role of leader–member exchange, organizational support and work engagement

Transformational leadership and task performance: the mediating role of leader–member exchange, organizational support and work engagement

Effects of Hierarchical Unit Culture and Power Distance Orientation on Nurses’ Silence Behavior: The Roles of Perceived Futility and Hospital Management Support for Patient Safety

The mediating role of perceived emotional intelligence: examining the impact of affective job satisfaction on organizational identification among Chinese technological workers

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