Managerial Perception and Organizational Identity: A Comparative Analysis

Abstract

In this study, the effect of transformational leadership and procedural justice on manager trust and sustainable organizational identity is analyzed, also including the role of mediation on manager trust. First, we analyzed what the effect of transformational leadership and procedural justice on trust in the organization and sustainable organizational identity is. Secondly, we examined the mediator effect on organizational trust, in addition to the effects of transformational leadership and procedural justice on sustainable organizational identity. The sample of the study consists of 558 subjects from Turkey, 106 subjects from Azerbaijan, and 95 subjects from Kyrgyzstan-a total of 759 subjects. To analyze the collected data, we used correlation analysis, regression analyses, and ANOVA testing. For these analyses, we used the SPSS statistical software. The results indicate that transformational leadership and procedural justice positively and significantly affect manager trust. Moreover, manager trust has a positive and significant impact on creating a sustainable organizational identity. The results of the regression analyses further show that in the relationship between transformational leadership and procedural justice with sustainable organizational identity, there is a full effect of mediation on the perception of manager trust. Moreover, there is an indirect relationship among transformational leadership and procedural justice with creating a sustainable organizational identity, and this relationship is established through the perception of manager trust. The results of the study suggest that an efficient way to increase the trust of managers by employees is to increase procedural justice and to follow a transformational leadership style in the workplace. Moreover, it is expected that corporations following these strategies can sustain their organizational identity.

Does entrepreneurial factor influence creative identities' perception?

“…The narcissistic personality has an essential impact on a leader's identity integration (Chen, 2018). Transformational leadership and procedural justice positively and significantly affect manager trust, and manager trust positively impacts creating a sustainable organizational identity (Erat et al, 2020). The research confirms that justice is a very important feature of a leader's identity (4.44 for entrepreneurial individuals, 4.67 for nonentrepreneurial individuals, difference 4.44%).…”

Managerial Pro-Social Rule Breaking in the Chinese Organizational Context: Conceptualization, Scale Development, and Double-Edged Sword Effect on Employees’ Sustainable Organizational Identification

“…Treating an employee fairly in the procedure will make them perceive themselves as a valuable and full-fledged member [46], and also perceive that the organization cares about their feelings of self-esteem and self-worth, which symbolically affirms their status in the organization and represents their good relationship with the organization [53]. Procedural justice can induce a sense of pride and respect [59], a sense of belonging as members of the organization, and can further increase sustainable organizational identification [60].…”

Artist, creator, manager, entrepreneur, leader: How society perceive these identities?

“…If we add the optics of a society or a nation, we can research a social identity (McNeill & Venter, 2019;Sethi et al, 2012), enterprise ecosystem identity (Okuneviciute Neverauskiene & Pranskeviciute, 2021), regional and local identity (Devkota et al, 2020;Kostiukevych et al, 2020) and national identity (Grigoryan & Kotova, 2018;Saavedra Llamas & Grijalba de la Calle, 2020). Adding the organization optics, we will get an organizational identity (Erat et al, 2020) or identity integration (Tendayi Viki & Williams, 2014). Other distinction focuses on the area of individual's activities, revealing e.g.…”

“…Looking through a market lens, we will find a brand identity (Szczepaniak, 2018). Taking into consideration a processual approach, we can find a developing identity (Yazar & Arifoglu, 2012), established identity (Erat et al, 2020), sustainable identity (McNeill & Venter, 2019), and identity work (Bennett & Hennekam, 2018;Reedy, 2008). Researchers also found the aspect of the structure of the identity revealing identity construction (Watson, 2009;Zambrell, 2016).…”

“…Due to this fact, its perception is not simple nor unequivocal; the differences both in the areas of identity and perception, lead to the conclusion that the problem may be blurred. Researchers in the area of management investigated this problem on different examples: designers (Kunrath et al, 2020), managers (Erat et al, 2020;Hallier, 2004), actors (Walter, 2015), different national groups (Grigoryan & Kotova, 2018), mixed-race individuals (Tendayi Viki & Williams, 2014), children (Yazar & Arifoglu, 2012), students (Naderi et al, 2009), creative people (Vincent & Kouchaki, 2016) and many others.…”