Abstract:The objectives of this study are to test the effects that the quality of leader–member exchange (LMX) and work group integration (WGI) may have on psychological health, as well as their interaction effect. Psychological health is defined both in terms of subjective well‐being and psychological distress. Data were gathered from a sample of 249 employees working in a prison setting. Results indicated that LMX and WGI are positively related to subjective well‐being and are negatively related to psychological dist… Show more
“…Thus, ethical leadership might ultimately provide less influence on those employees, alleviating the relationships between ethical leadership and task performance, OCBO, and OCBI. These arguments are consistent with the empirical finding that workplace friendships facilitate the relationship between leader-member exchanges, as perceived by subordinates, and their positive reactions (Rousseau, Aub e, Chiocchio, Boundrias, & Morin, 2008). Taken together, we propose:…”
Section: Theories and Hypothesessupporting
confidence: 90%
“…Thus, ethical leadership might ultimately provide less influence on those employees, alleviating the relationships between ethical leadership and task performance, OCBO, and OCBI. These arguments are consistent with the empirical finding that workplace friendships facilitate the relationship between leader–member exchanges, as perceived by subordinates, and their positive reactions (Rousseau, Aubé, Chiocchio, Boundrias, & Morin, ). Taken together, we propose: Hypothesis 2 : Workplace friendships moderate the relationships between perceived ethical leadership and (a) task performance; (b) OCBO; and (c) OCBI, such that the relationships are stronger for employees with high – as opposed to low – levels of workplace friendships.…”
Section: Introductionsupporting
confidence: 89%
“…Based on the notion that workplace friendships provide a strong sense of mutual benefits, thereby facilitating the social learning process, we found that employees who have high levels of workplace friendships are more favourable to ethical leadership by enhancing their task performance. This finding is consistent with and provides empirical support for the contingency perspective, which holds that leadership has a more positive impact on employee outcomes when relationships with other organizational members are good (Rousseau et al ., ). However, we also found that ethical leadership results in reduced task performance when followers hold low levels of workplace friendships.…”
This study examined the relationships between ethical leadership, as perceived by subordinates, and task performance as well as organizational citizenship behaviour towards the organization (OCBO) and towards individuals (OCBI), while lending consideration to the moderating roles of subordinates' workplace friendships and traditionality in China. The results, which were based on two‐phase data from a sample of 312 supervisor–subordinate dyads in a manufacturing firm, indicated that ethical leadership positively related to subordinates’ OCBO and OCBI. Moreover, subordinates’ workplace friendships strengthened the relationship between ethical leadership and task performance, whereas subordinates’ traditionality strengthened the relationships between ethical leadership and task performance, OCBO, and OCBI. The theoretical and managerial implications of these results were discussed.
Practitioner points
Findings provide evidence that enhancing ethical leadership promotes subordinates' OCBO and OCBI.
Encouraging employees to develop friendships can enhance the positive effects of ethical leadership on task performance.
Encouraging employees to hold traditional values can enhance the positive effects of ethical leadership on task performance, OCBO, and OCBI.
“…Thus, ethical leadership might ultimately provide less influence on those employees, alleviating the relationships between ethical leadership and task performance, OCBO, and OCBI. These arguments are consistent with the empirical finding that workplace friendships facilitate the relationship between leader-member exchanges, as perceived by subordinates, and their positive reactions (Rousseau, Aub e, Chiocchio, Boundrias, & Morin, 2008). Taken together, we propose:…”
Section: Theories and Hypothesessupporting
confidence: 90%
“…Thus, ethical leadership might ultimately provide less influence on those employees, alleviating the relationships between ethical leadership and task performance, OCBO, and OCBI. These arguments are consistent with the empirical finding that workplace friendships facilitate the relationship between leader–member exchanges, as perceived by subordinates, and their positive reactions (Rousseau, Aubé, Chiocchio, Boundrias, & Morin, ). Taken together, we propose: Hypothesis 2 : Workplace friendships moderate the relationships between perceived ethical leadership and (a) task performance; (b) OCBO; and (c) OCBI, such that the relationships are stronger for employees with high – as opposed to low – levels of workplace friendships.…”
Section: Introductionsupporting
confidence: 89%
“…Based on the notion that workplace friendships provide a strong sense of mutual benefits, thereby facilitating the social learning process, we found that employees who have high levels of workplace friendships are more favourable to ethical leadership by enhancing their task performance. This finding is consistent with and provides empirical support for the contingency perspective, which holds that leadership has a more positive impact on employee outcomes when relationships with other organizational members are good (Rousseau et al ., ). However, we also found that ethical leadership results in reduced task performance when followers hold low levels of workplace friendships.…”
This study examined the relationships between ethical leadership, as perceived by subordinates, and task performance as well as organizational citizenship behaviour towards the organization (OCBO) and towards individuals (OCBI), while lending consideration to the moderating roles of subordinates' workplace friendships and traditionality in China. The results, which were based on two‐phase data from a sample of 312 supervisor–subordinate dyads in a manufacturing firm, indicated that ethical leadership positively related to subordinates’ OCBO and OCBI. Moreover, subordinates’ workplace friendships strengthened the relationship between ethical leadership and task performance, whereas subordinates’ traditionality strengthened the relationships between ethical leadership and task performance, OCBO, and OCBI. The theoretical and managerial implications of these results were discussed.
Practitioner points
Findings provide evidence that enhancing ethical leadership promotes subordinates' OCBO and OCBI.
Encouraging employees to develop friendships can enhance the positive effects of ethical leadership on task performance.
Encouraging employees to hold traditional values can enhance the positive effects of ethical leadership on task performance, OCBO, and OCBI.
“…Findings highlight the important role of WSS in stimulating health-relevant aspects of leadership behavior (Gregersen et al, 2016). In fact, the leadership dimension ‘concern for relationship’ seems to be related to CO, only if leaders can refer to higher resources in their work environment.…”
Section: Discussion Conclusion and Practical Implicationsmentioning
Health care is a critical context due to unpredictable situations, demanding clients, workload, and intrinsic organizational complexity. One key to improve the quality of health services is connected to the shift in organization perspective of viewing patients as active consumers rather than passive users. Therefore, higher levels of customer orientation (CO) are expected to improve organizational service effectiveness. According to a cultural perspective to CO, the aim of the study was to explore how different leaders’ behaviors (task-oriented and relationship-oriented) interact with CO of health organizations. Specifically, the aim of the paper was to contribute to this topic, by considering the leaders’ point of view. Since leader’s experience of CO is influenced by social processes in the work environment, workplace social support (WSS) was inserted as moderator in the relationship between leader behavior and CO. A survey study was conducted among 57 Health Department directors belonging to the National Health Service in the North of Italy in 2016. Findings showed that WSS moderated the influence of leadership concern for relationship on CO. Practical implications of the study are discussed.
“…Avec un accent mis sur la coopération, le travail d'équipe devrait augmenter le soutien social de la part des collègues (Rousseau et al, 2008). Par contre, pour être en mesure d'atteindre les objectifs organisationnels, les membres de l'équipe devront peut-être supporter certains membres qui, eux, sont incapables d'accomplir les tâches demandées (Marks et al, 2001), ce qui pourrait contribuer à une certaine intensification de la charge de travail et une augmentation du nombre d'heures travaillées.…”
Cet article a pour objectif d’analyser l’influence de la culture organisationnelle sur les problèmes d’épuisement professionnel dans la main-d’œuvre. Ceci est important pour explorer des pistes d’intervention qui vont au-delà des employés eux-mêmes et des conditions de travail ainsi qu’afin de mieux comprendre comment les éléments du contexte organisationnel peuvent influencer le développement de l’épuisement professionnel dans les organisations. En intégrant à la fois la culture organisationnelle et les conditions de l’organisation du travail, il est possible d’examiner comment la culture influence les différentes composantes des conditions de l’organisation du travail et comment celles-ci peuvent, ensuite, donner lieu au développement ou à l’aggravation des différentes dimensions de l’épuisement professionnel. Cette étude s’appuie sur le courant fonctionnaliste, selon lequel la culture existe dans l’organisation par ses manifestations et artefacts — qui expriment les valeurs et les croyances partagées —, et sur lesquels la haute direction peut avoir une emprise. Des analyses de régression multiples de type multi-niveaux ont été conduites à partir de données recueillies dans 60 établissements privés canadiens auprès de 1824 individus lors de l’étude SALVEO (2009-2012). Les résultats montrent que les cultures groupales, rationnelles et développementales s’associent aux différentes dimensions de l’épuisement professionnel. Ainsi, les cultures organisationnelles groupales et développementales, qui sont caractérisées par la flexibilité, s’associent indirectement à un niveau plus faible d’épuisement émotionnel et de cynisme et à un niveau plus élevé d’efficacité professionnelle. La culture rationnelle, qui est caractérisée par la performance, s’associe indirectement à un niveau plus élevé d’épuisement émotionnel et de cynisme. La culture hiérarchique, quant à elle, ne s’associe pas avec l’épuisement professionnel. Les résultats obtenus démontrent l’importance d’intégrer des variables reliées au contexte organisationnel dans les études portant sur l’épuisement professionnel.The aim of this article is to analyze the extent to which organizational culture contributes to the development of burnout in the workforce. This is important for exploring sources of stress that go beyond employees themselves and their working conditions and allow us to understand how elements of the organizational context can influence the development of burnout in organizations. By integrating organizational culture and work organization conditions, it is possible to examine how culture influences the different components of work organization conditions, and how this can lead to the development or aggravation of different aspects of burnout. The model proposed in this study comes out of the functionalist tradition, which considers culture as an organizational construct that influences and shapes the characteristics of an organization. Data from the SALVEO study were collected in 2009-2012 from a sample of 1824 individuals located in 60 Canadi...
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