How and when a salesperson's perception of organizational politics relates to proactive performance

Neira, Concepción Varela; Araujo, Marisa del Río; Sanmartín, Emilio Ruzo

doi:10.1016/j.emj.2018.08.001

Cited by 11 publications

(10 citation statements)

References 107 publications

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“…Third, our focus on two personal (dispositional greed and social cynicism) and two organizational (informational justice and forgiveness climate) resources as catalysts of the positive relationship between deference to leaders' authority and upward ingratiatory behaviors could be expanded by investigations of other features. Personal characteristics that also might function as triggers include employees' self-enhancement motives (Yun et al, 2007), persuasion self-efficacy (Ng and Lucianetti, 2016), or extraversion (Chiaburu et al, 2015); organizational context features could include perceptions of organizational politics PR 52,5 (Varela-Neira et al, 2018), exposure to despotic leadership (Naseer et al, 2016) or organizational rewards that emphasize short-rather than long-term performance (Shields, 2016). We hope for studies that compare the relative strength of these additional personal and contextual factors, as well as examine whether the roles of the four focal resources that we study persist, even after controlling for their effects.…”

Section: Limitations and Future Researchmentioning

confidence: 99%

You’re so good-looking and wise, my powerful leaders! When deference becomes flattery in employee–authority relations

Clercq

Pereira

2022

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PurposeThe purpose of this study is to investigate the relationship between employees’ deference to leaders’ authority and their upward ingratiatory behavior, which may be invigorated by two personal resources (dispositional greed and social cynicism) and two organizational resources (informational justice and forgiveness climate).Design/methodology/approachIn this study survey data were collected among employees who work in the banking sector.FindingsStrict adherence to leaders’ authority stimulates upward ingratiatory behavior, especially when employees (1) have a natural tendency to want more, (2) are cynical about people in power, (3) believe they have access to pertinent organizational information and (4) perceive their organization as forgiving of mistakes.Practical implicationsFor human resource (HR) managers, this study points to the risk that employees’ willingness to comply blindly with the wishes of organizational leaders can escalate into excessive, inefficient levels of flattery. Several personal and organizational conditions make this risk particularly likely to materialize.Originality/valueThis study extends prior human resource management (HRM) research by revealing the conditional effects of an unexplored determinant of upward ingratiatory behavior, namely, an individual desire to obey organizational authorities unconditionally.

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Section: Limitations and Future Researchmentioning

confidence: 99%

You’re so good-looking and wise, my powerful leaders! When deference becomes flattery in employee–authority relations

Clercq

Pereira

2022

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“…The demographic variables that have generally been found to be significantly related to WRP are age, tenure and education level (Ghitulescu, 2013;Varela-Neira et al, 2018). In the UPFD, because of the low attrition rate, the correlation between age and tenure of the sample is 0.83.…”

Section: Control Variablesmentioning

confidence: 99%

Does servant leadership affect work role performance via knowledge sharing and psychological empowerment?

Tripathi

Priyadarshi

Kumar

et al. 2020

VJIKMS

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Purpose This paper aims to examine how servant leaders play an essential role in employee work role performance by assessing the mediating role of knowledge sharing and psychological empowerment. Design/methodology/approach Data was collected from a sample of 583 employees working in a public sector organization in India. Structural equation modeling has been used to test the proposed model. Findings The results contribute to new knowledge that servant leadership has a positive link to work role performance. Findings demonstrate that this relationship was partially mediated by knowledge sharing and psychological empowerment. Knowledge sharing has a positive and significant effect on psychological empowerment. Theoretical and practical implications are provided. Originality/value By identifying servant leadership as a determinant of knowledge-sharing behavior and psychological empowerment, this paper significantly supplements current research on the process through which leadership influences individual behavior and motivation toward work performance.

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“…Politics in an organization is unavoidable at some point in time and has become a reality. Though, politics can be constructive also (Eldor, 2016; Varela-Neira et al , 2018), but most of the times, it brings negative consequences (i.e. Adebusuyi et al , 2013; Nasurdin et al , 2014; Landells and Albrecht, 2017; Labrague et al , 2017; Ejaz et al , 2017).…”

Section: Introductionmentioning

confidence: 99%

Impact of organizational politics on employee work outcomes in higher education institutions of Pakistan

Haq

Ali

Anwar

et al. 2019

SAJBS

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Purpose Organizational politics has been a topic of conceptual and empirical interest for researchers and practitioners for many years. The purpose of this paper is to examine the relationship between organizational politics and employee work outcomes in educational institutions. In addition, this paper also aims to assess the moderating role of social capital. Design/methodology/approach Employee perceptions about organizational politics and its impact on their work outcomes have been assessed empirically with a sample of 270 full-time employees in higher education institutions of Pakistan. The data have been collected from faculty members of five universities of Pakistan using survey method. SPSS and AMOS have been used to analyze the data and SEM has been used to test the hypotheses. Findings The results indicate a moderating effect of social capital on the relationship between perceived organizational politics and employee outcomes, and the most significant employee outcomes are job stress, job satisfaction and turnover intentions. The findings of the study support the view that organizational politics has negative association with employee job stress and turnover intentions. Research limitations/implications Higher education sector in Pakistan is facing certain challenges, which affect talent retention. The findings of this study will help the administration of higher education institutions to develop effective strategies to cope with the challenges of organizational politics, such as motivation, satisfaction and retention of their employees. Originality/value The study adds to the literature on organizational politics by highlighting and validating its adverse effects on employee work outcomes in the context of Pakistani higher education.

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How and when a salesperson's perception of organizational politics relates to proactive performance

Cited by 11 publications

References 107 publications

You’re so good-looking and wise, my powerful leaders! When deference becomes flattery in employee–authority relations

You’re so good-looking and wise, my powerful leaders! When deference becomes flattery in employee–authority relations

Does servant leadership affect work role performance via knowledge sharing and psychological empowerment?

Impact of organizational politics on employee work outcomes in higher education institutions of Pakistan

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