How is leadership related to employee self-concept?

Luo, Zhitian; Wang, Youcheng; Marnburg, Einar; Øgaard, Torvald

doi:10.1016/j.ijhm.2015.09.003

Cited by 22 publications

(34 citation statements)

References 28 publications

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“…For example, as Barnes and Collier (2013) hypothesize, the kind of relationship that managers and employees have developed seems likely to influence employees' level of engagement. It could thus be interesting to include a theoretical approach based on Leader-Member Exchange (LMX, Graen & Uhl-Bein, 1995), as do Garg and Dhar (2016) and Luo, Wang, Marnburg, and Øgaard (2016), in the proposed model.…”

Section: Study Limitations and Future Lines Of Researchmentioning

confidence: 99%

Effects of different leadership styles on hospitality workers

2019

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In hospitality, certain management styles can play a crucial role in achieving positive employee outcomes. This study aims to investigate how different leadership styles can contribute to maximizing hospitality workers' potential. The proposed theoretical model draws on emerging approaches to leadership (paradoxical, empowering, servant) and is tested with structural equation modeling (SEM) using data from 340 employees in Spanish hotels. The findings may be explained by Self-Determination Theory: empowering and paradoxical leadership styles show positive relationships to psychological empowerment. Contrary to expectations, servant leadership style was not an antecedent of psychological empowerment. Furthermore, this study ascertains the positive relationship of empowering and servant leadership styles to engagement. The findings also demonstrate psychological empowerment to be a clear antecedent of job engagement, extending previous research. Implications for hospitality service managers, educators, and researchers are discussed. Highlights This exploratory study examines how psychological empowerment and engagement at work are influenced by empowering, paradoxical, and servant leadership.  The sample is composed of 340 employees in Spanish hotels.  Data analysis through structural equation modeling tests the model relationships.  The mediating role of psychological empowerment was also explored.  Results show a positive relationship of empowering leadership to both psychological empowerment and engagement.

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Section: Study Limitations and Future Lines Of Researchmentioning

confidence: 99%

Effects of different leadership styles on hospitality workers

2019

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“…In this non-probability convenience sample, subjects were also selected based on their ease of access, proximity to the research team, and willingness to collaborate in the study (Garg and Dhar, 2016;Kong et al, 2016;Lee et al, 2016;Luo et al, 2016). The sample is quite representative, however, of the diversity of the hospitality industry in terms of star-rating (11 one-star, 21 two-star, 105 three-star, 145 four-star, and 47 five-star hotels) and management strategy (39.5% independently managed, 60.5% belonging to hotel chains) (Mansour and Tremblay, 2016).…”

Section: Sample and Proceduresmentioning

confidence: 99%

Counteracting workplace ostracism in hospitality with psychological empowerment

Huertas-Valdivia

Braojos

Montes

2019

International Journal of Hospitality Management

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This study examines the effect of workplace ostracism on hospitality employees' self-esteem. Effects on extra-role customer service are also explored. Partial least squares (PLS) estimation method was employed to test the hypotheses and to analyze the mediation and moderation effects involved. 340 workers volunteered to participate in the study and completed and returned the survey. Findings underscore the relevance of empowering hospitality employees to counteract work-related problems, such as workplace ostracism.

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“…Furthermore, the behaviors of the transformational leaders are treated to be among the key approaches to explore and examine the effectiveness of the leaders. These behaviors along with the idealized influence are linked with the higher degree of LMX (Hoffman, Bynum, Piccolo, & Sutton, ; Luo, Wang, Marnburg, & Øgaard, ). Due to impact of idealized influence, behaviors of TL become more striking as compared with others, such as those of transactional leadership.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Does leadership lessen turnover? The moderated mediation effect of leader–member exchange and perspective taking on public servants

Siyal

Peng

2018

Journal of Public Affairs

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Drawing on motivated information processing theory and social exchange theory, this research investigates the mediating effects of leader-member exchange and moderating impact of perspective taking in the relationship among transformational leadership and turnover intentions of public servants. Using a sample of 385 respondents from different public sectors across Pakistan, we found a negative association of transformational leadership with the turnover intentions, which is further mediated by leader-member exchange. Moreover, perspective taking moderated this mediating relationship. The present research has theoretical and practical implications. In addition, we have discussed some future directions.

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How is leadership related to employee self-concept?

Cited by 22 publications

References 28 publications

Effects of different leadership styles on hospitality workers

Effects of different leadership styles on hospitality workers

Counteracting workplace ostracism in hospitality with psychological empowerment

Does leadership lessen turnover? The moderated mediation effect of leader–member exchange and perspective taking on public servants

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