The Sustainability of Motivation Driven by High Performance Expectations: A Self-Defeating Effect

Li, Yi; Li, Nana; Wu, Mengru; Zhang, Man

doi:10.3390/su11164397

Cited by 6 publications

(5 citation statements)

References 53 publications

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“…When leaders show high performance expectations, employees must invest additional resources to reach the required performance outcomes. In line with the job demands-resources model (Bakker & Demerouti, 2007), the use of such supplementary resources to meet high performance expectations could have harmful effects like increasing work stress (Li et al, 2019). This was confirmed by Syrek and Antoni (2014) who found that the relationship between unfinished tasks and negative health outcomes was stronger when leader performance expectations were higher.…”

Section: Expressing Confidence In High Performance and Psmentioning

confidence: 78%

The moderating role of employees’ psychological strain in the empowering leadership—Proactive performance relationship.

Roberge¹,

Boudrias²

2021

International Journal of Stress Management

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Empowering leadership (EL) engages employees to act autonomously and to take responsibility for bringing improvements to the workplace. Therefore, EL is positively related to proactive performance (PP). However, recent meta-analysis found some variability in the relationships between EL and performance outcomes (Kim et al., Journal of Leadership & Organizational Studies, 2018, 25(3), 257-276), suggesting the presence of moderators. Based on the idea that EL requires employees' resource investment, it is likely that employees who already face high levels of strain will be overwhelmed in the presence of EL, hence decreasing their propensity to subsequently adopt proactive behaviors. This moderating effect would depend on behavioral dimensions subsumed in the EL construct; therefore, it is important to focus on EL behaviors rather than on the global construct. Accordingly, in this study, we investigated EL behaviors' contribution to PP while considering employees' psychological strain (PS) as a moderating factor. We hypothesized that EL behaviors oriented toward employees' autonomy would have no benefits when employees have high levels of PS, as opposed to EL behaviors oriented toward employees' development. A total of 625 workers participated in this study, relying on a time-lagged design and self-reported questionnaires. Latent moderated regression analyses revealed that PS decreased the relationship between EL behaviors oriented toward autonomy and subsequent PP. In contrast, the relationship between EL behaviors oriented toward employees' development and PP remained significant under a high level of PS. The theoretical and practical implications are discussed.

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Section: Expressing Confidence In High Performance and Psmentioning

confidence: 78%

The moderating role of employees’ psychological strain in the empowering leadership—Proactive performance relationship.

Roberge¹,

Boudrias²

2021

International Journal of Stress Management

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“…On the other hand, because of the embarrassment of resource constraints, SME outsiders suffer both a reduction in physical resources and an increase in negative cognitive ones, and tend to resist interpersonal knowledge interaction. Leadership performance expectation can also lead to these outsiders' emotional exhaustion and thus to enhancing the sense of resource exhaustion (Li et al, 2019). When SME leaders signal their differential treatment in daily management and resource allocation, individuals who gain sustained high performance expectation perceive more job insecurity.…”

Section: The Moderating Role Of Leadership Performance Expectationmentioning

confidence: 99%

“…This research controlled the impacts of relevant factors, for decreasing possible alternative interpretation for the hypothetical model. We selected and controlled for SME subordinates' basic demographic characteristics, which have been widely as controls in related literatures (Li et al, 2019). Prior literature has suggested that gender, age, job category, highest education and tenure may affect subordinates' knowledge hiding (Abdullah et al, 2019;Banagou et al, 2021;Donate et al, 2022;Jasimuddin and Saci, 2022).…”

Section: Control Variablesmentioning

confidence: 99%

“…In addition, this study explores a boundary condition to extend the understandings of how SME differential leadership lead to subordinate job insecurity and knowledge hiding. How employees interpret and respond to external leadership characteristics depends on their cognition states shaped by superior instructions, such as leadership performance expectation (Li et al, 2019). When differential upper management signals that they are concerned or careless about the quality and excellence of subordinates' performance, subordinates may feel different levels of stress.…”

Section: Introductionmentioning

confidence: 99%

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Does small and medium enterprise differential leadership increase subordinate knowledge hiding? Evidences from job insecurity, territorial consciousness and leadership performance expectation

Jing

Zhu²,

Li³

2022

Front. Psychol.

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Leadership is considered as a significant antecedent of knowledge hiding in SMEs (small and medium enterprises), but the differential dimension of leadership has been evidently neglected in both theoretical and empirical areas. Drawing on conservation of resource theory and social cognitive theory, this research investigates whether and how SME differential leadership influences subordinate knowledge hiding. Specifically, we analyze the underlying mechanisms of a chain-mediator—job insecurity and territorial consciousness and a boundary condition—leadership performance expectation. Multi-wave and multi-source data were collected from a sample of 704 Chinese SME employees and 140 relevant leaders and applied HLM meso-mediational frameworks, and Bootstrap technique with non-parametric percentile residuals for deviation correction. The results show that differential leadership plays a potential role in promoting subordinate knowledge hiding through the serial intervening mechanism of job Insecurity and territorial consciousness in SMEs. Furthermore, the positive relationship between SME differential leadership and job insecurity becomes stronger among subordinates under higher leadership performance expectation; the positive indirect relationship between SME differential leadership and subordinate knowledge hiding is stronger with higher levels of leadership performance expectation. This study contributes to the existing academic literature by empirically analyzing the under-investigated correlation between differential leadership and subordinate knowledge hiding in SMEs, and by exploring the underlying mechanisms and a boundary condition.

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“…The self-expectations of medical staff are also higher, but people with high expectations do not always show improvement in performance. Instead, excessive expectations can lead to stress-based reactions such as insomnia and even withdrawal behavior [ 25 ]. Based on the above discussion, we examined the relationship between PSM, work stress, task performance, and turnover intention.…”

Section: Introductionmentioning

confidence: 99%

The relationship between public service motivation and turnover intention: the mediating role of work stress and task performance

Jia

Gao

Shang

et al. 2022

Environ. Health Prev. Med.

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Background The shortage of health care workforce is a common problem all over the world and one of the main reasons for the shortage is the high turnover rate. Based on the characteristics of medical work, this study explored the relationship among public service motivation (PSM), work stress, task performance and turnover intention. Methods Medical personnel in public hospitals were selected by stratified random sampling in Jilin province of China and validated scales from previous studies were applied to measure the variables. Besides, a structural equation model of turnover intention was constructed to demonstrate the relationship. Results A total of 3191 valid questionnaires were collected. The results showed that the score of turnover intention was 2.02 ± 1.13. There are significant differences in turnover intention among medical staff of different genders and departments. At the same time, PSM had direct and negative effects on the turnover intention ( β = −0.292, P < 0.001), work stress had direct and positive effects on the turnover intention ( β = 0.479, P < 0.001), whereas task performance had no significant effect on turnover intention ( β = 0.044, P < 0.142). The results showed an acceptable fit model. Conclusion The greater the PSM, the lower the turnover intention, and the higher the work stress, the higher the turnover intention. In addition, work stress and task performance play a mediating role between PSM and turnover intention. This paper provides theoretical support for the measures to reduce the turnover intention of medical staff.

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The Sustainability of Motivation Driven by High Performance Expectations: A Self-Defeating Effect

Cited by 6 publications

References 53 publications

The moderating role of employees’ psychological strain in the empowering leadership—Proactive performance relationship.

The moderating role of employees’ psychological strain in the empowering leadership—Proactive performance relationship.

Does small and medium enterprise differential leadership increase subordinate knowledge hiding? Evidences from job insecurity, territorial consciousness and leadership performance expectation

The relationship between public service motivation and turnover intention: the mediating role of work stress and task performance

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