Leader honesty/humility and subordinate organizational citizenship behavior: a case of too-much-of-a-good-thing?

Ete, Ziya; Sosik, John J.; Cheong, Minyoung; Chun, Jae Uk; Zhu, Weichun; Arenas, Fil J.; Scherer, Joel A.

doi:10.1108/jmp-10-2019-0557

Cited by 22 publications

(21 citation statements)

References 36 publications

(95 reference statements)

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“…Not surprisingly, this finding remains supporting SET propositions such that employees could perceive OCB-I as a norm of reciprocity in an exchange relationship with the leader just when they trust the leader that increases their engagement at work. Our study is different from Ete et al (2020) by showing supporting evidence for the mediating effects of affective trust and work engagement. Our study represents a novel contribution to the literature of leader humility and OCB by showing the boundary conditions of the effectiveness of leader humility on employee OCB-I.…”

Section: Theoretical Implicationscontrasting

confidence: 90%

“…Supervisors who are humble tend to exhibit behaviors that are necessary for generating collaboration and cooperation in the workplace (Ou et al, 2014;Owens and Hekman, 2016). Those behaviors would trigger down to their subordinates to strengthen employees' sense of helping and exhibit OCB-I and assistance to others beyond their job descriptions (Owens et al, 2013;Ete et al, 2020) in response to a favorable exchange relationship with their supervisors (Cropanzano et al, 2017). Other empirical research from China (Carnevale et al, 2019) affirmed that when employees perceive their supervisors possess humility characteristics, they are likely to engage in OCB-I.…”

Section: Leader Humility Work Engagement and Ocb-imentioning

confidence: 99%

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Leader Humility and Knowledge Sharing Intention: A Serial Mediation Model

et al. 2020

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PurposeThis paper examines the influence of leader humility on knowledge sharing intention. Drawing on social exchange theory (SET), we test the direct and indirect mechanisms to explain the influence leader humility has on knowledge sharing intention.Design/Methodology/ApproachA two-wave, time-lagged field study was conducted. We surveyed 252 professional employees from Australia.FindingsResults show a significant direct, positive association between leader humility and knowledge sharing intention. While leader humility had a direct, positive association with affective trust in supervisor and work engagement, it did not directly impact on organizational citizenship behaviors directed toward the individual (OCB-I). There were three SET-related, serial mediators in the relationship between leader humility and knowledge sharing intention. These were affective trust, work engagement, and OCB-I.Research Limitations/ImplicationsFuture studies should collect multi-source data such as peers’ or supervisors’ ratings of the focal respondents’ work engagement, OCB-I, and knowledge sharing behaviors to augment single-source data. Future studies could adopt an affect theory of social exchange to further explore the relationships tested in this study.Originality/ValueThis study contributes to the affect SET and knowledge management literature on how leadership behaviors impact the intention to share knowledge. Our study highlights the preference of the willingness to share knowledge with their co-workers is mediated by affective trust in their immediate supervisors, work engagement, and OCB-I that are equally important as treating their subordinates with humility.

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Section: Theoretical Implicationscontrasting

confidence: 90%

Section: Leader Humility Work Engagement and Ocb-imentioning

confidence: 99%

Leader Humility and Knowledge Sharing Intention: A Serial Mediation Model

et al. 2020

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“…The issue of leader's moral identity and moral attentiveness as antecedents of perceived ethical leadership and follower moral identity and moral attentiveness as ethical leadership outcomes are described in the literature (Ete et al, 2020;Zhu et al, 2016). The ethical approach and leader's honesty mainly was examined based on decisionmaking promptness (Van de Calseyde et al, 2020).…”

Section: Leader's Identitymentioning

confidence: 99%

Does entrepreneurial factor influence creative identities' perception?

Szostak¹

2021

JESI

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The interdisciplinary research on the perception of entrepreneurs, managers, leaders, creators, and artists by individuals with and without entrepreneurial identity brings significant conclusions for understanding the way of thinking of entrepreneurs, their internal features, and motivations of their decisions. For this purpose, an international quantitative examination (n = 160) was undertaken. The research displayed that individuals with and without entrepreneurial identity perceive entrepreneurs, managers, leaders, creators, and artists statistically similar (the hypotheses were confirmed using the chi-square test of independence devoted to small samples without a normal distribution at p < 0.001). The negative verification of the hypotheses was astonishment and should be perceived as a novelty in the investigated area. The novelty can be perceived as an entrepreneurial potential existing in each individual (similar perception of the creative identities) that requires a specific spark and a fuel. The supplementary qualitative analysis of the variances among the 50 features constituting the investigated identities revealed that individuals with and without entrepreneurial identity see particular features of the investigated identities somewhat differently. Analysis of these differences was made, and the most important, the least important, and the most equally perceived were described and illustrated in detail. The results were discussed with the literature on the subject, confirming most other researchers' theses and revealing some contradictions. The conclusions reveal characteristics of an entrepreneur's identity perception by individuals with and without entrepreneurial factors and the meaning of all investigated identities in an entrepreneur's identity. The research outcomes may be used to understand the qualities of entrepreneurial identity and the perception of investigated identities by individuals, groups (with particular underlining of business organizations), and societies dominated by persons with and without entrepreneurial factors. The applicability of the findings is broad, mainly due to the crucial role of entrepreneurship in today's world as potential in each individual. Particular triggers should be catalyzed instead of looking for entrepreneurial individuals. The education process of entrepreneurs should focus on revealing entrepreneurial potential underlining the role of inspiration, and discovering the motifs of entrepreneurial activity.

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“…As with the other identities, leaders' identity changes with time and results of identity work (Miscenko et al, 2017). The issue of leader's moral identity and moral attentiveness as antecedents of perceived ethical leadership and follower moral identity and moral attentiveness as outcomes of ethical leadership were also investigated (Ete et al, 2020;Zhu et al, 2016). The ethical approach and leader's honesty mainly was examined based on decision-making promptness (Van de Calseyde et al, 2020).…”

Section: Literature Reviewmentioning

confidence: 99%

Does Creativity Influence the Perception of Creative Identities?

Szostak¹

2020

ERSJ

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Purpose: Creativity, being a crucial factor of today's society and economic development, is a widely requested feature of individuals and groupsin business organizations particularly.Companies can obtain the best professionals, assets, financing, and potentially the same highquality resources they need to compete. Creativity is, in this case, one of the most valuable and much-desired features of an organization. The research deals with the perception of creative identities (a creator, artist, manager, entrepreneur, and leader) by individuals with creative and noncreative identities. Design/methodology/approach: Quantitive research (n = 160) among individuals with creative and noncreative identities; chi-square test of independence used; qualitative analysis of feature differences. Findings: There are no statistical differences in the perception of the creative identities of a creator, artist, manager, entrepreneur, and leader between individuals with creative and noncreative identities. The qualitative dissimilarities in the perception of the particular identities are not the same (although the differences are minor) and fluctuate in each identity; these differences are shown in detail and build links between this research results and the literature. The essential features of each investigated identity are correlated with the different creativity levels of individuals. Practical implications:The study in perception of the particular creative identities might have practical implications for managers and leaders of groups, and business organizations dominated or not by creative individuals. These differences are shown in detail, and links between this research results and the literature are built. Originality value:The outcomes of the study may be benefitted by: 1) Individuals for a) better understanding the diverse levels of personality, b) likeness of identity with the general perception of a particular role by creative and noncreative individuals; 2) Scientists exploring the similarities and variances between identity and its perception; 3) Managers desiring to understand the discrepancies in the perception of the explored identities by groups, organizations, and societies controlled by creative or noncreative individuals.

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Leader honesty/humility and subordinate organizational citizenship behavior: a case of too-much-of-a-good-thing?

Cited by 22 publications

References 36 publications

Leader Humility and Knowledge Sharing Intention: A Serial Mediation Model

Leader Humility and Knowledge Sharing Intention: A Serial Mediation Model

Does entrepreneurial factor influence creative identities' perception?

Does Creativity Influence the Perception of Creative Identities?

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