The Relationships among Authentic Leadership, Social Exchange Relationships, and Trust in Organizations during COVID-19 Pandemic

Chen, James K. C.; Sriphon, Thitima

doi:10.47654/v26y2022i1p31-68

Cited by 12 publications

(15 citation statements)

References 64 publications

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“…An overarching theme across the three dimensions predicting organizational support is that employees develop perceptions about their organization by way of social exchange relationships. Over time, those exchange relationships strengthen or weaken an employee's perceived organizational support (Chen and Sriphon, 2022). While research is rife with examples of predictors that serve to strengthen perceived organizational support, far less attention has been paid to the negative events that may weaken an employee's perceived organizational support.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Perceived/experienced sexism and perceptions of support and job attitudes

Deuling¹,

Wittmer

Wilson

et al. 2023

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Purpose This study aims to provide a psychometrically sound measure intended to capture perceived/experienced sexism in the workplace, the perceived/experienced sexism scale (PESS). PESS is used to consider the effects of perceived experiences of benevolent and hostile sexism at work, as well their relationships with perceived organizational support and the job attitudes of job satisfaction and turnover intentions. Design/methodology/approach This study revised the Ambivalent Sexism Inventory (Glick and Fiske, 1996) to create and validate the PESS. Amazon Mechanical Turk was used to collect two samples (220 and 183) of perceptions of female employees. Findings Results suggest perceived organizational support and trust perceptions mediate the relationships between perceptions of sexism and organizational outcomes of job satisfaction and turnover intentions. Originality/value Existing measures of sexism are intended to identify and measure sexism by examining perpetrators’ actions or thoughts. However, researchers must make assumptions as to the effect such sexist acts or behaviors has on the target. Thus, this study provides a measure of sexism from the perspective of the target.

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Section: Theory and Hypothesesmentioning

confidence: 99%

Perceived/experienced sexism and perceptions of support and job attitudes

Deuling¹,

Wittmer

Wilson

et al. 2023

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“…A study conducted by Chen and Sriphon (2022) indicated that authentic leadership was linked positively to both social exchange relationships and trust. Furthermore, an authentic leadership style can promote a healthy and supportive work setting characterized by sound relationships and trust among team members, follower trust in their leaders ( Asad et al, 2021 ), and in their organization ( Miniotaite and Buciuniene, 2013 ; Alkaabi, 2018 ; Kleynhans et al, 2021a ).…”

Section: Literature Review and Hypothesismentioning

confidence: 99%

Authentic leadership and flourishing: Do trust in the organization and organizational support matter during times of uncertainty?

Kleynhans

Heyns²,

Stander³

2022

Front. Psychol.

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Orientation: This study investigated the influence of authentic leadership on employee flourishing while considering the potential mediating effect of trust in the organization and organizational support as underlying mechanisms in an uncertain setting.Research purpose: To examine the relationship between authentic leadership and employee flourishing by evaluating the indirect effect of organizational support and trust in the organization as potential mediators.Motivation for the study: An authentic leadership approach, organizational support, and trust in the organization may influence the flourishing of employees in uncertain times. Increasing the comprehension of the possible interaction effect of organizational support and trust in the organization in the relationship between authentic leadership and employee flourishing may improve individual and organizational efficiency.Research approach/design and method: A quantitative, cross-sectional survey design was applied in this study. The sample comprised 314 employees in a noteworthy South African steel manufacturing entity. The Authentic Leadership Inventory, Workplace Trust Survey, Flourishing-at-Work Scale, and the Job Demands-Resources Scale were administered.Main findings: The findings of this study suggest that authentic leadership was a significant predictor of employee flourishing through organizational support and trust in the organization.Practical/managerial implications: This research illuminates the potential value-adding contribution of an authentic leadership style in promoting a trust-filled relationship between team members and their organization and the support they experience from their employer. Despite the prevailing precarious context, working under the mentioned conditions might result in the increased flourishing of employees.Contribution/value-add: The analyses of the mentioned relationships might assist businesses in optimizing the resources required to improve employee and organizational performance. Additionally, the exploration of organizational support in conjunction with organizational trust raises our understanding of the possible influence these elements can have in enhancing employee flourishing in the workplace.

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Section: Introductionmentioning

confidence: 99%

“…Emerging research from Taiwan suggests that authentic leadership positively affects social exchange relationships and trust, whereas social exchange relationships positively affect trust after COVID-19 ( Chen and Sriphon, 2022 ). Moreover, they found that a social exchange relationship had a mediating effect between authentic leadership and trust ( Chen and Sriphon, 2022 ). In the same vein, a study of crisis leadership in Norwegian school principals corroborates the significance of attending to social exchange relationships and emotion management processes.…”

Section: Introductionmentioning

confidence: 99%

“…The CATS framework defines coping as a positive outcome expectancy, which means that the leader expects that his/her response to the situation will provide positive outcomes for the employees and the organization. In response to the extreme context and potentially adverse effects from the pandemic an authentic leader who engages in social exchange relationships by attending to the emotional stress of employees may be in a better position to overcome fear and rumination in support of a productive and resilient response to the extreme context of the pandemic ( Sarkar and Clegg, 2021 ; Chen and Sriphon, 2022 ; Lien et al, 2022 ).…”

Section: Introductionmentioning

confidence: 99%

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Crisis leadership in COVID-19: A qualitative study of Norwegian business leaders

et al. 2022

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BackgroundOn March 11, 2020, the World Health Organization declared the novel coronavirus outbreak a global pandemic. The crisis that follows presented significant adverse challenges for organizations and business leaders around the world. The present study aims to explore how the extreme context of the COVID-19 influenced crisis leadership, with emphasis on coping and adaptive approaches, in Norwegian leaders during the early stage of the pandemic.Materials and methodsA group of 11 Norwegian business leaders from different private sector companies were subject to an in depth, semi structured interview after the first 9 months of COVID-19. A sensemaking perspective and the Cognitive Activation Theory of Stress (CATS) were used to interpret the results.ResultsThe pandemic called for crisis leadership and a rapid adaptation to a radically changed situation. Restructuring of organizational processes and introduction of new routines were followed by support and caring for their employees during the first wave of the pandemic. All the leaders coped well with the situation, and some were excited over the opportunity to make a difference in this demanding and stressful situation. Many emphasized that the pandemic was an external threat, resulting in an acceptance of the situation, more transparency, collaboration, and generosity within the organization. Especially the willingness to change was challenged in a positive way. A more blurred line between office and home, and absence of social activities were mentioned as negative outcomes.

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The Relationships among Authentic Leadership, Social Exchange Relationships, and Trust in Organizations during COVID-19 Pandemic

Cited by 12 publications

References 64 publications

Perceived/experienced sexism and perceptions of support and job attitudes

Perceived/experienced sexism and perceptions of support and job attitudes

Authentic leadership and flourishing: Do trust in the organization and organizational support matter during times of uncertainty?

Crisis leadership in COVID-19: A qualitative study of Norwegian business leaders

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