The Idea Is Mine! An Empirical Examination on the Effect of Leaders’ Credit Claiming on Employees’ Work Outcomes

Abstract

Existing studies mainly explored the detrimental effect of employee credit claiming, and little is known about how leader credit claiming can affect employees. Based on affective events theory and relative deprivation theory, we explore how leader credit claiming affects employee work outcomes (i.e., voice behavior and job performance) by the research methods of literature review, interview, and empirical questionnaire. With a sample of 418 matched leader–employee pairs from a large manufacturing company, we find that leader credit claiming influences employee work outcomes through the mediating role of employee anger and perceived unfairness. Additionally, we determine that leader credit-claiming attribution (i.e., to protect employees) has a moderating influence on the relationship between credit claiming and anger and between credit claiming and perceived unfairness. The results support all hypotheses. Furthermore, we discuss the theoretical and practical implications of the findings.

I will speak up if I feel energetic: Effects of supervisor humor on employee voice

“…Recently, research on supervisor humor in the organization has received increasing interest among scholars ( Gkorezis et al, 2011 ; Huo et al, 2012 ; Pundt and Herrmann, 2015 ; Kim et al, 2016 ; Cooper et al, 2018 ; Mesmer-Magnus et al, 2018 ; Liu et al, 2019 ; Tan et al, 2020 ; Rosenberg et al, 2021 ). Supervisor humor, a behavior enacted directed toward a subordinate by a supervisor that is intended to be amusing to the subordinate and that the subordinate perceives the act as intentional ( Cooper, 2005 ; Cooper et al, 2018 ), is particularly salient since supervisors hold power and have control over resources, and thus set the tone for humor use in the organization ( Cooper, 2005 ; Pundt and Herrmann, 2015 ; Li et al, 2021 ; Wu et al, 2021 ; Chen et al, 2022 ). Empirical research has indicated that supervisor humor is positively related to task performance ( Avolio et al, 1999 ), organizational citizenship behaviors ( Cooper et al, 2018 ), innovative behavior ( Pundt, 2015 ), work engagement ( Yam et al, 2018 ), job satisfaction ( Mesmer-Magnus et al, 2018 ), and leader-member exchange ( Pundt and Herrmann, 2015 ; Tremblay, 2021 ).…”