The importance of group‐focused transformational leadership and felt obligation for helping and group performance

Lorinkova, Natalia; Perry, Sara Jansen

doi:10.1002/job.2322

Cited by 58 publications

(57 citation statements)

References 100 publications

(323 reference statements)

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“…In interpersonal interactions between supervisors and employees, when one party provides the other with exchange resources, the resources activate in the recipient feelings of obligation to repay in kind and motivate relevant behavioral responses that are meant to satisfy their felt obligation (Emerson, 1976). As noted earlier, the focus of the exchange resources produces feelings of felt obligation that reflect a similar focus, which then result in corresponding behaviors (Eisenberger et al, 2001;Fuller et al, 2006;Lorinkova & Perry, 2018). Thus, we suggest that the information provided by high BLM supervisors about the importance of bottom-line attainment will serve as an exchange resource that will influence employees' felt obligation towards the bottom-line.…”

Section: Contributionsmentioning

confidence: 93%

Whatever It Takes: How and When Supervisor Bottom-Line Mentality Motivates Employee Contributions in the Workplace

Babalola

Mawritz

Greenbaum

et al. 2020

Journal of Management

105

194

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Given that many organizations are competitive and finance centered, organizational leaders may lead with a primary focus on bottom-line attainment, such that they are perceived by their subordinates as having a bottom-line mentality (BLM) that entails pursuing bottom-line outcomes above all else. Yet, the field is limited in understanding why such a leadership approach affects employees’ positive and negative contributions in the workplace. Drawing on social exchange theory, we theorize that supervisors high in BLM can influence employees’ felt obligation toward the bottom line, which in turn can influence employees’ task performance and unethical pro-organizational behavior (UPB). We also examine employee ambition as a moderator of this process. Using three-wave, multisource data collected from the financial services industry, our results revealed that high-BLM supervisors elevate employee task performance as well as UPB by motivating employees’ felt obligation toward the bottom line. Furthermore, we found that employee ambition served as a first-stage moderator, such that the mediated relationships were stronger when employee ambition was high as opposed to low. Our findings break away from the dominant dysfunctional view of BLM and provide a more balanced view of this mentality.

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Section: Contributionsmentioning

confidence: 93%

Whatever It Takes: How and When Supervisor Bottom-Line Mentality Motivates Employee Contributions in the Workplace

Babalola

Mawritz

Greenbaum

et al. 2020

Journal of Management

105

194

View full text Add to dashboard Cite

show abstract

“…Transformational leadership in the team context has been the focus of increased attention (Cai, Jia, & Li, 2017;Chun, Cho, & Sosik, 2016;Dong et al, 2017;Feng, Huang, & Zhang, 2016;Jiang, Gu, & Wang, 2015;Lee, Avgar, Park, & Choi, 2019;Lorinkova & Perry, 2019). Most of these studies rely on the conceptualizations and measures either by Pearce and Sims (2002) or by Podsakoff, MacKenzie, Moorman, and Fetter (1990) and mostly aggregate individual-centric scales of transformational leadership, as opposed to using genuine team-centric measures.…”

Section: Team-centric Transformational Leadershipmentioning

confidence: 99%

Fostering team innovation and learning by means of team‐centric transformational leadership: The role of teamwork quality

Klaic

Burtscher

Jonas

2020

J Occupat & Organ Psyc

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Team innovation is an important factor for organizational effectiveness. However, fostering innovation in teams remains a major challenge for team leaders. In particular, we still have an incomplete understanding of (1) the effects of team‐centric leadership and (2) the role of teamwork for the relationship between leadership and innovation and learning. Integrating team‐centric transformational leadership and the teamwork quality (TWQ) model with frameworks for team innovation, the current study addresses this issue. Specifically, we investigated TWQ as a team‐level mediator of the relationship between team‐centric transformational leadership, team innovation, and individual members’ learning. We tested our hypotheses using lagged, multi‐source data from a sample of 79 scientific teams. Our findings show that team‐centric transformational leadership is positively related to both team innovation and individual members' learning. Furthermore, the positive relationship between team‐centric transformational leadership and learning is mediated by specific aspects of TWQ. Our study helps to clarify the processes underlying the effects of team‐centric leadership on innovation and learning. Practitioner points Innovation and learning are crucial drivers of success in organizations in knowledge‐intensive industries such as science. Transformational leadership is a key factor for enhancing innovation and learning in scientific teams. By engaging in team‐centric transformational leadership behaviours including emphasizing group identity, communicating a group vision, and fostering team‐building, scientific team leaders can improve innovation and learning However, leaders of scientific teams should also be aware of potential negative effects of high team cohesion on team innovation, because it may undermine divergent thinking and critical discussions in teams.

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“…Before testing hypotheses, we conducted confirmatory factor analyses (CFAs) to examine the distinctiveness of our study variables, using Mplus 8.2 (Muthén & Muthén, ) . Constrained by small sample size, hence unfavourable item‐to‐sample‐size ratio, we used parcelling method to streamline our model when conducting CFAs (Lorinkova & Perry, ). Drawing on Little, Rhemtulla, Gibson, and Schoemann (, p. 295), we parcelled items for AOC, autonomy need satisfaction, and the individual self‐concept, so that each construct had three indicators, which provided ‘superior tests of structural model parameters because the constructs are defined precisely’.…”

Section: Resultsmentioning

confidence: 99%

The reciprocal relationship between affective organizational commitment and role overload: When autonomy need satisfaction meets the individual self‐concept

Tang

Vandenberghe

2019

J Occupat & Organ Psyc

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This study examines the mediating role of autonomy need satisfaction in the reciprocal relationship between affective organizational commitment (AOC) and role overload over time, and the moderating role of the individual self-concept. Using panel data collected at two points in time from 263 employees working for different organizations across various industries in China, we found that autonomy need satisfaction mediated a positive relationship from AOC to role overload over time. In contrast, the reciprocal sequential relationship from role overload to AOC through autonomy need satisfaction was nonsignificant. Finally, the employees' individual self-concept acted as a moderator such that the relationship from autonomy need satisfaction to role overload over time was stronger (vs. weaker) when employees' individual self-concept was high (vs. low). We discuss the implications of these findings for future research on employee commitment, autonomy need satisfaction, and role overload. Practitioner pointsAutonomy need satisfaction was related to increased role overload over time. Affective organizational commitment was indirectly related to increased role overload through autonomy need satisfaction. The relationship from autonomy need satisfaction to role overload was stronger when the individual self-concept was high. Employees' sense of individuation is a central aspect of how role overload develops.

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The importance of group‐focused transformational leadership and felt obligation for helping and group performance

Cited by 58 publications

References 100 publications

Whatever It Takes: How and When Supervisor Bottom-Line Mentality Motivates Employee Contributions in the Workplace

Whatever It Takes: How and When Supervisor Bottom-Line Mentality Motivates Employee Contributions in the Workplace

Fostering team innovation and learning by means of team‐centric transformational leadership: The role of teamwork quality

The reciprocal relationship between affective organizational commitment and role overload: When autonomy need satisfaction meets the individual self‐concept

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