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Anit Somech - One of the best experts on this subject based on the ideXlab platform.
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the health and performance effects of Participative Leadership exploring the moderating role of the big five personality dimensions
European Journal of Work and Organizational Psychology, 2014Co-Authors: Pascale Benoliel, Anit SomechAbstract:An extensive body of research acknowledges that Participative Leadership offers a variety of potential benefits, particularly for workers’ mental health and job performance; however, the work intensification, added challenge, and responsibility required may actually be harmful to some employees, creating more pressure engendering psychological strain. Taking a contingency approach and based on the Conservation of Resources theory, the study suggests that Participative Leadership may yield different results depending on employees’ personality traits from the Big Five typology. The proposed model aimed to investigate the moderating role of the Big Five traits on the Participative Leadership–inrole performance relationship and on the Participative Leadership–psychological strain relationship. In a study of 153 employees and their managers, hierarchical regression analyses showed that the personality dimensions of extraversion, agreeableness, conscientiousness, and neuroticism served as moderators in the rela...
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the effects of Leadership style and team process on performance and innovation in functionally heterogeneous teams
Journal of Management, 2006Co-Authors: Anit SomechAbstract:This study focused on Leadership style (Participative Leadership/directive Leadership) as a key factor, which has an intervening impact on a functionally heterogeneous team’s process and outcomes. In a study of 136 primary care teams, the author found that in high functionally heterogeneous teams, Participative Leadership style was positively associated with team reflection, which in turn fostered team innovation; however, this Leadership style decreased team in-role performance. The impact of directive Leadership was in promoting team reflection under the condition of low functional heterogeneity, whereas no such impact was found under the condition of high functional heterogeneity.
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directive versus Participative Leadership two complementary approaches to managing school effectiveness
Educational Administration Quarterly, 2005Co-Authors: Anit SomechAbstract:Purpose:The educational literature reflects the widely shared belief that Participative Leadership has an overwhelming advantage over the contrasting style of directive Leadership in organizational and team effectiveness. The purpose of this study was to examine the relative effect of a directive Leadership approach as compared with a Participative Leadership approach on school-staff teams’ motivational mechanisms (empowerment and organizational commitment) and effectiveness (team in-role performance and team innovation).Method:Data, which were obtained through a survey, were collected from 140 teams selected from 140 different elementary schools in northern Israel.Results:The results of the Structural Equation Model indicated a positive relation between directive Leadership and organizational commitment, as well as a positive relation between directive Leadership and school-staff team in-role performance. In addition, organizational commitment served as a mediator in the directive Leadership-performance ...
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relationships of Participative Leadership with relational demography variables a multi level perspective
Journal of Organizational Behavior, 2003Co-Authors: Anit SomechAbstract:Relationships of Participative Leadership with relational demography variables (age, tenure, education, and gender) were explored in an integrated model, combining the ALS (Average Leadership Style) and the LMX (Leader–Member Exchange) approaches to Leadership. Data were collected from 561 staff members from 36 schools. The rwg and the WABA (within- and between-analysis) results indicated the prevalence of the LMX model and the individual-differences approach in explaining the relationship of the leader's Participative behaviors with relational demography variables. In addition, consistent with the study hypotheses, the negative relationship between demographic dissimilarity and PDM (Participative decision-making) was stronger in short-term superior–subordinate relationships than in longer-term relationships. These results should encourage researchers to theorize on, and then test for levels of analysis when studying Participative Leadership. Copyright © 2003 John Wiley & Sons, Ltd.
Xu Huang - One of the best experts on this subject based on the ideXlab platform.
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the threshold effect of Participative Leadership and the role of leader information sharing
Academy of Management Journal, 2014Co-Authors: Catherine K Lam, Xu Huang, Simon C H ChanAbstract:Drawing on implicit Leadership theory (Brown & Lord, 2001; Eden & Leviatan, 1975), we hypothesize that the relationship between Participative Leadership and employee performance is curvilinear (J-shaped), suggesting that Participative Leadership is unrelated to employee performance when Participative Leadership is below a moderate level (i.e., a threshold). Above this threshold, increased Participative Leadership is related to higher employee performance. Building on adaptive resonance theory (Grossberg, 1999), a variant of implicit Leadership theory, we further hypothesize that leaders’ information-sharing behavior will moderate this curvilinear relationship. We test this model using two independent samples: office and call-center employees (Study 1) and factory workers (Study 2). Results from Study 1 reveal that this curvilinear relationship is stronger when leaders’ information sharing is high and weaker when information sharing is low. Furthermore, in Study 2, we find that Leadership effectiveness med...
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the impact of Participative Leadership on job performance and organizational citizenship behavior distinguishing between the mediating effects of affective and cognitive trust
International Journal of Human Resource Management, 2014Co-Authors: Qing Miao, Alexander Newman, Xu HuangAbstract:This study examines the mediating effects of cognitive trust and affective trust on the relationship between supervisors' Participative Leadership behavior and subordinate work outcomes, using data obtained from 247 dyads in a manufacturing organization located in mainland China. Structural equation modeling revealed that while affective trust fully mediated the relationships between Participative Leadership of supervisor and subordinate job performance and organizational citizenship behavior, cognitive trust had non-significant effects. These findings underscore the importance of interpersonal interactions between the supervisor and subordinate for engendering subordinate work outcomes. They also lend support to the exchange (relationship)-based explanation as to how trust enhances the response of subordinates to the Participative Leadership behavior of their immediate supervisor, given that affective trust involves a process of social exchange between both parties over an extended period of time.
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helplessness of empowerment the joint effect of Participative Leadership and controllability attributional style on empowerment and performance
Human Relations, 2012Co-Authors: Xu HuangAbstract:This study investigated how the controllability attributional style of an employee influences the effect of Participative Leadership on psychological empowerment and work performance. The controllability attributional style refers to the extent to which employees habitually attribute their negative organizational experiences such as failures and setbacks to controllable or uncontrollable causes. The results of two studies consistently showed that Participative Leadership had a weaker impact on employees’ psychological empowerment for those who had a low rather than high controllability attributional style. In Study 2, psychological empowerment was found to fully mediate the joint effect of Participative Leadership and the controllability attributional style on the objective work performance of employees measured a month later.
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does Participative Leadership enhance work performance by inducing empowerment or trust the differential effects on managerial and non managerial subordinates
Journal of Organizational Behavior, 2010Co-Authors: Xu Huang, Joyce Iun, Aili Liu, Yaping GongAbstract:We examined whether Participative Leadership behavior is associated with improved work performance through a motivational process or an exchange-based process. Based on data collected from 527 employees from a Fortune 500 company, we found that the link between superiors' Participative Leadership behaviors and subordinates' task performance and organizational citizenship behavior toward organizations (OCBO) was mediated by psychological empowerment (motivational mediator) for managerial subordinates. Yet, for non-managerial subordinates such as supporting and front-line employees, the impact of Participative Leadership on task performance and OCBO was mediated by trust-in-supervisor (exchange-based mediator). Implications for theories and practices are discussed. Copyright © 2009 John Wiley & Sons, Ltd.
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the impact of Participative Leadership behavior on psychological empowerment and organizational commitment in chinese state owned enterprises the moderating role of organizational tenure
Asia Pacific Journal of Management, 2006Co-Authors: Xu Huang, Kan Shi, Zhijie Zhang, Yat Lee CheungAbstract:We investigated whether Participative Leadership behavior can produce psychological empowerment, which in turn, leads to organizational commitment for employees of Chinese state-owned enterprises. Based on the data collected from 173 employees in two state-owned enterprises, we found that Participative Leadership behavior was associated with organizational commitment, but not with all four dimensions of psychological empowerment, namely, meaning, competence, self-determination, and impact. Our findings also showed that while Participative Leadership behavior tended to make short-tenure employees feel competent and thus, more committed to an organization, such Leadership behavior did not have a significant impact on competence as well as organizational commitment for long-tenure employees.
Gary Schwarz - One of the best experts on this subject based on the ideXlab platform.
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The effects of employees' creative self-efficacy on innovative behavior: The role of entrepreneurial Leadership
Journal of Business Research, 2018Co-Authors: Alexander Newman, Herman H. M. Tse, Gary Schwarz, Ingrid NielsenAbstract:The present study explores the unique effect of entrepreneurial Leadership on the relationship between employees' creative self-efficacy (CSE) and innovative behavior. Using multi-level data from multiple sources, namely, 66 middle-level managers and their 346 subordinates from a large Chinese multinational organization, the effect of CSE on innovative behavior was found to be more influential when employees work under a strong entrepreneurial leader in their team. We also found that entrepreneurial Leadership exerts a stronger moderating effect on the CSE-innovative behavior link than transformational and Participative Leadership behaviors. Consistent with social cognitive theory, these results suggest that leaders who engage in the role modeling of entrepreneurial behaviors to employees and in directing employees toward identifying and exploiting entrepreneurial opportunities are more likely to foster innovative behavior among employees with higher levels of creative self-efficacy, than acting in a transformational manner or allowing employees to participate in decision-making.
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Participative Leadership and the organizational commitment of civil servants in china the mediating effects of trust in supervisor
British Journal of Management, 2013Co-Authors: Qing Miao, Alexander Newman, Gary SchwarzAbstract:The present study examines whether Participative Leadership engenders organizational commitment amongst Chinese civil servants and analyses the mechanisms by which it transmits its effects. Confirmatory factor analysis and structural equation modelling revealed that there was a significant relationship between supervisor‐level Participative Leadership and the affective and normative commitment of subordinates, but no relationship with continuance commitment. Affective trust was also identified as the mediator variable underlying the relationship between Participative Leadership and organizational commitment. We show that Participative Leadership of supervisors elicits higher levels of trust and leads subordinates to reciprocate through exhibiting higher levels of organizational commitment. Our study also reveals that Chinese civil servants who accept an unequal distribution of power between supervisors and subordinates typically exhibit lower levels of affective and normative commitment to the organization than those who do not. Our results provide greater support for the deepening of administrative reforms and the dissemination of Participative Leadership practices in China's new civil service system.
Alexander Newman - One of the best experts on this subject based on the ideXlab platform.
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chief executive officer Participative Leadership and the performance of new venture teams
International Small Business Journal, 2019Co-Authors: Alexander Newman, Brian Cooper, Qing Miao, Kendall HerbertAbstract:In this article, we examine the mediating role played by affective and cognitive trust in chief executive officer (CEO) and intra-group trust, on the relationship between CEO Participative leadersh...
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The effects of employees' creative self-efficacy on innovative behavior: The role of entrepreneurial Leadership
Journal of Business Research, 2018Co-Authors: Alexander Newman, Herman H. M. Tse, Gary Schwarz, Ingrid NielsenAbstract:The present study explores the unique effect of entrepreneurial Leadership on the relationship between employees' creative self-efficacy (CSE) and innovative behavior. Using multi-level data from multiple sources, namely, 66 middle-level managers and their 346 subordinates from a large Chinese multinational organization, the effect of CSE on innovative behavior was found to be more influential when employees work under a strong entrepreneurial leader in their team. We also found that entrepreneurial Leadership exerts a stronger moderating effect on the CSE-innovative behavior link than transformational and Participative Leadership behaviors. Consistent with social cognitive theory, these results suggest that leaders who engage in the role modeling of entrepreneurial behaviors to employees and in directing employees toward identifying and exploiting entrepreneurial opportunities are more likely to foster innovative behavior among employees with higher levels of creative self-efficacy, than acting in a transformational manner or allowing employees to participate in decision-making.
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the role of Participative Leadership and trust based mechanisms in eliciting intern performance evidence from china
Human Resource Management, 2016Co-Authors: Alexander Newman, Philip Rose, Stephen T T TeoAbstract:In this article, we investigate the relationship between Participative Leadership and job performance within the internship setting. Based on two-waves of survey data obtained from 309 intern-supervisor dyads, we find that Participative Leadership has a positive relationship with job performance, and that affective trust mediates that relationship. We also find that although cognitive trust is not significantly related to intern job performance, it mediates the relationship between Participative Leadership and affective trust. Our findings contradict those of previous research which question the effectiveness of Participative Leadership in short-term employment situations such as internships. They also highlight the importance of designing internships to be reflective of typical performance situations, characterized by Participative Leadership practices, rather than more directive Leadership practices.
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the impact of Participative Leadership on job performance and organizational citizenship behavior distinguishing between the mediating effects of affective and cognitive trust
International Journal of Human Resource Management, 2014Co-Authors: Qing Miao, Alexander Newman, Xu HuangAbstract:This study examines the mediating effects of cognitive trust and affective trust on the relationship between supervisors' Participative Leadership behavior and subordinate work outcomes, using data obtained from 247 dyads in a manufacturing organization located in mainland China. Structural equation modeling revealed that while affective trust fully mediated the relationships between Participative Leadership of supervisor and subordinate job performance and organizational citizenship behavior, cognitive trust had non-significant effects. These findings underscore the importance of interpersonal interactions between the supervisor and subordinate for engendering subordinate work outcomes. They also lend support to the exchange (relationship)-based explanation as to how trust enhances the response of subordinates to the Participative Leadership behavior of their immediate supervisor, given that affective trust involves a process of social exchange between both parties over an extended period of time.
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Participative Leadership and the organizational commitment of civil servants in china the mediating effects of trust in supervisor
British Journal of Management, 2013Co-Authors: Qing Miao, Alexander Newman, Gary SchwarzAbstract:The present study examines whether Participative Leadership engenders organizational commitment amongst Chinese civil servants and analyses the mechanisms by which it transmits its effects. Confirmatory factor analysis and structural equation modelling revealed that there was a significant relationship between supervisor‐level Participative Leadership and the affective and normative commitment of subordinates, but no relationship with continuance commitment. Affective trust was also identified as the mediator variable underlying the relationship between Participative Leadership and organizational commitment. We show that Participative Leadership of supervisors elicits higher levels of trust and leads subordinates to reciprocate through exhibiting higher levels of organizational commitment. Our study also reveals that Chinese civil servants who accept an unequal distribution of power between supervisors and subordinates typically exhibit lower levels of affective and normative commitment to the organization than those who do not. Our results provide greater support for the deepening of administrative reforms and the dissemination of Participative Leadership practices in China's new civil service system.
Alev Sokmen - One of the best experts on this subject based on the ideXlab platform.
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katilimci liderlik duygusal baglilik ve is tatmini iliskisi orgutsel guvenin aracilik rolu the relationship between Participative Leadership affective commitment and job satisfaction the mediating role of organizational trust
Journal of Business Research-Turk, 2021Co-Authors: Alev Sokmen, Irfan Yazicioglu, Gokhan KenekAbstract:Purpose – In this study, the effects of Participative Leadership on affective commitment and job satisfaction are examined; It was aimed to determine the mediating role of organizational trust between Participative Leadership and emotional commitment, and Participative Leadership and job satisfaction. Design/methodology/approach – Relational scanning model was used in this research. The data were obtained by using a questionnaire method with 304 food and beverage employees from accommodation businesses operating in Antalya province and selected by simple random sampling method. SPSS 26 was used for descriptive statistics, reliability tests, correlation analysis, simple linear and multiple linear regression analysis. Findings – According to the results of the analysis, it is seen that organizational trust and Participative Leadership have a significant effect on affective commitment and job satisfaction. It has been determined that Participative Leadership also has a significant effect on organizational trust. In addition, it has been observed that organizational trust has a partial mediating role between Participative Leadership and affective commitment, and a full mediating role between Participative Leadership and job satisfaction. Discussion –These results show that food and beverage employees working in accommodation businesses are sensitive to Participative Leadership practices. It can be stated that the Participative Leadership approach enables the employee to have trust in the organization, to develop an affective belonging/commitment to his organization, which he/she thinks has an impact on the decisions made, and to be satisfied from job. In this context, it is thought that the implementation of managerial methods that increase the participation of employees in decisions will have positive outcomes in both individual and organizational terms.
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the effect of Participative Leadership on turnover intentions
İktisadi ve İdari Bilimler Fakültesi Dergisi, 2014Co-Authors: Alptekin Sokmen, Alev SokmenAbstract:The basis for good Leadership is a respectable personality and unselfish service to employees and the organization. Participative leader behavior is a one effective tool to decrease turnover intent of an employee. Leadership style is one of the effective tools for managers to conduct employees to reach organizational goals and objectives. A Participative leader must have a pioneering, imaginative and adventuresome mindset in order to empower employees to make decisions involving the organization. The cost of turnover is a great financial burden for companies. The cost of turnover in firms, which often includes opportunity costs, recruiting, retraining and reselection and decreased morale of existing employees, may result in serious losses to the firms Managers try to find ways to keep successful employees in their organizations. High turnover may be harmful to a company's productivity if skilled employees are often leaving and the employee population contains a high percentage of inexperienced workers. Thus, this study examines the relationship between Participative leader behavior and turnover intentions in a sample of 150 employees from telecommunication industry. Results show that Participative Leadership significantly and negatively affects employee‟s turnover intentions. Namely, when employees perceive their manager‟s behavior as Participative, they will tend to have lower intentions to leave that organization.