Supervisor feedback, relational energy, and employee voice: the moderating role of leader–member exchange quality

How illegitimate tasks links to creative behavior of knowledge workers: A moderated mediation model

“…This exchanged energy is relational energy, which is generated from interpersonal interactions and can provide a supplement to individual psychological energy [41]. In other words, high quality interpersonal interaction can be seen as a supportive way for low energy holders to gain relational energy, through which they can obtain psychological energy from others so that their own insu cient psychological energy can be supplemented [42,43].…”

This Is Bullshit: The Relationship between Organizational Bullshitting and Employee Job Satisfaction

“…Research posits that leadership has a direct impact on employee job satisfaction (e.g., Braun et al 2013;Cansoy 2019;Janssen and Van Yperen 2004). It is paramount to have a solid relationship between bosses and their subordinates as it relates directly to employees' ability to not only perform their job (Zhu et al 2022), but also to establish trust and make employees more comfortable at their job (Kelloway et al 2012). In particular, the way leaders communicate with subordinates is key to establishing trust and respect between them.…”

“…In particular, the way leaders communicate with subordinates is key to establishing trust and respect between them. In fact, leadership communication has been widely recognized as an important factor that affects employee attitudes and behaviors (e.g., Men et al 2022;Zhu et al 2022), given supervisory day-to-day interactions and communication with employees (Van Quaquebeke and Felps 2018). Specifically, research asserts that oneto-one contact between supervisors and subordinates is related to employee self-efficacy (Mellor et al 2007).…”

“…Such practice would not only improve the decision-making process of the organization but would also increase employee job satisfaction. Second, organizations should recognize that bullshitting would eventually result in an organizational culture that does not encourage open and honest communication, a dangerous situation that would limit constructive feedback (Christensen et al 2019;Spicer 2013Spicer , 2017Zhu et al 2022) and undermine organizational learning (Argyris 1990;Huber 1991;Senge 1990). McCarthy et al (2020 provide a framework on how to deal with bullshitting in organizations, highlighting four necessary steps (i.e., comprehend bullshit, recognize it, act against it, and prevent it).…”