Shared Leadership and Relationship Conflict in Teams: The Moderating Role of Team Power Base Diversity

2021 ◽  
Author(s):  
Ruchi Sinha ◽  
Chia‐Yen ( Chad) Chiu ◽  
Santosh B. Srinivas
Keyword(s):  
Shared Leadership ◽  
Relationship Conflict ◽  
Power Base ◽  
Moderating Role

Moderating role of employee engagement on conflict–politics relationship

2019 ◽  
Vol 26 (6) ◽  
pp. 1781-1798 ◽  
Author(s):  
Poonam Mishra ◽  
Amitabh Deo Kodwani
Keyword(s):  
Employee Engagement ◽  
Negative Relationship ◽  
Intention To Leave ◽  
Self Report ◽  
Relationship Conflict ◽  
Content Type ◽  
The Relationship ◽  
Moderating Role ◽  
Openness To Diversity

Purpose The purpose of this paper is to explore the relationship between relationship conflict and the perception of organization politics (POP) and the moderating role of employee engagement. The study hypothesizes that the conflict results in the presence of POP only for those employees who are relatively less engaged with the organization. The paper further explores the mediating role of perceived politics between the relationship conflict and job-related outcome variables including openness to diversity, turnover intent and perception of justice. In sum, the authors contend that employee engagement will act as a moderator between relationship conflict and POP, and POP further will act as a mediator between relationship conflict and its job-related outcomes. Design/methodology/approach A descriptive study was carried on to conduct this research. Data were collected at two different points of time from the employees of two public sector undertakings (n=206). About 80 questionnaires were not returned by the respondents, reducing the sample size to be 126. Of these, 115 were usable, resulting in a 55.83 percent response rate. SEM was employed to test the hypotheses with the help of Smart PLS 3.0. A two-step process was followed to test the hypothesized model. Testing the significance of proposed relationships in the structural model was followed by the evaluation of the measurement model. Findings The results of the study highlighted a positive association between the relationship conflict and POP. A moderating effect of employee engagement on relationship conflict and perceived organizational politics (POP) was observed. Further, POP was found to have a positive relationship with the intention to leave and a negative relationship with openness to diversity and perception of justice was observed. POP mediated the relationship between relationship conflict with the intention to leave and the perception of justice. Research limitations/implications The very first limitation of the present study is its cross-sectional design. Since the data were gathered from the same respondents, the causal relationships between variables are subject to biases (Bobko and Stone-Romero, 1998). Further, the data were gathered with the help of self-report questionnaires, and the findings of this study might have been influenced by the social desirability response bias (Podsakoff et al., 2003). Hence, future work should focus on using a combination of sources for data collection. This study also proposes a possible role of emotional intelligence in employee engagement and their POP, which can be tested in future studies. Practical implications The study suggests that relationship conflict leads to POP, which eventually results in adverse job-related outcomes. In order to control the negative effects of politics perception, organizations should undertake conflict prevention and conflict management techniques. To further reduce the level of POP, organizations shall take steps to better engage their employees because even when the level of relationship conflict is high, people perceive less politics if they are highly engaged with the organization. Originality/value The study is an original work carried out to understand the relationship between relationship conflict and the POP, and the moderating role of employee engagement.

Exchange ideology and employee creativity: a moderated mediation analysis

2020 ◽  
Vol 58 (7) ◽  
pp. 1375-1395
Author(s):  
Zhigang Song ◽  
Qinxuan Gu
Keyword(s):  
Shared Leadership ◽  
Negative Relationship ◽  
Moral Leadership ◽  
Employee Creativity ◽  
Content Type ◽  
Mediating Role ◽  
Exchange Ideology ◽  
The Relationship ◽  
Moderating Role

PurposeThis paper aims to investigate the relationship between exchange ideology and employee creativity based on the social exchange perspective. It also attempts to examine the mediating role of perceived shared leadership and the moderating role of vertical moral leadership.Design/methodology/approachMultilevel and multisource data were collected from 56 research and development (R&D) teams with 306 employees. Hypotheses were tested with multilevel path analysis.FindingsThe authors found that exchange ideology was negatively related to both perceived shared leadership and employee creativity, and perceived shared leadership mediated the relationship between exchange ideology and employee creativity. Moreover, we revealed that vertical moral leadership buffered the negative relationship between employee exchange ideology and perceived shared leadership and also the indirect effect of exchange ideology on employee creativity via perceived shared leadership.Research limitations/implicationsOrganizations should select employees with a relatively weak exchange ideology when forming teams to conduct creative tasks. Moreover, team leaders should make great efforts to facilitate the development of shared leadership among team members while to be a moral leader.Originality/valueThis study extends creativity literature by investigating the effect of exchange ideology on employee creativity. It also sheds lights on leadership research by examining the mediating role of perceived shared leadership and the moderating role of vertical moral leadership.

scholarly journals Downsizing-Organizational Behavior and Survivors Efficiency with the Moderating Role of Shared Leadership

2020 ◽  
Vol 9 (4) ◽  
pp. 1-14
Author(s):  
AKBAR ABBAS BANGASH ◽  
GHULAM SHABIR KHAN NIAZI ◽  
MUHAMMAD MAJID MAHMOOD BAGRAM
Keyword(s):  
Organizational Behavior ◽  
Shared Leadership ◽  
Stepwise Regression ◽  
Principal Component ◽  
Target Population ◽  
Moderation Effect ◽  
Moderation Analysis ◽  
Moderating Role ◽  
Structured Questionnaire

This research paper aims to study the elements of organizational behavior in a downsized work setting for the survivor’s efficiency with the moderation role of shared leadership. Five downsized organizations were approached through structured questionnaire as target population with sample size of 288. The theoretical model was developed with seven hypotheses to predict the role of organizational behavior variables for the survivor’s efficiency with the moderation role of shared leadership. Principal component analysis, stepwise regression analysis and moderation analysis was used for the results. Once the constructs of creativity, communication, perception, turnover and stars were independently regressed except turnover all the constructs have shown significance with the survivors’ efficiency. The regression model also testifies the significant relationship between organizational behavior and survivors’ efficiency. The moderation analysis shows positive and significant moderation effect. The study revealed that it is these independent variables which have a significant role in making the organizational behavior worthwhile after being downsized. Organizational reluctance to public downsizing information has been found a biggest limitation of this study. Keywords: Downsizing, Organizational Behavior, Survivors’ Efficiency, Shared Leadership, Moderation Effect.

scholarly journals Effects of Leader Narcissism on Career Success of Employees: An Interpersonal Relationship Perspective

2021 ◽  
Vol 12 ◽  
Author(s):  
Huaqiang Wang ◽  
Dan Li ◽  
Lei Wu ◽  
Zhihui Ding
Keyword(s):  
Personality Traits ◽  
Career Success ◽  
Interpersonal Relationship ◽  
Relationship Conflict ◽  
Mediating Role ◽  
Employee Behaviors ◽  
The Impact ◽  
Moderating Role ◽  
Practical Implications

Previous studies have shown that leader narcissism has a significant impact on the effectiveness of a leader and employee behaviors; however, research on career outcomes of employees is still inadequate. This study explores the effects of leader narcissism on the career success of employees from an interpersonal relationship perspective and examines the mediating role of supervisor-subordinate conflict and the moderating role of dominant personality traits of employees. Data from 291 employees in Chinese companies have revealed that leader narcissism, directly and indirectly, affects the career success of employees through supervisor-subordinate relationship conflict. However, dominant personality traits of employees strengthen the impact of leader narcissism on supervisor-subordinate relationship conflict. The theoretical and practical implications of the findings of this study are further discussed.

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