scholarly journals Servant Leadership and Follower Creativity Via Competence: A Moderated Mediation Role of Perceived Organisational Support

2018 ◽  
Vol 12 ◽  
Author(s):  
Nguyen Phan Hanh Thao ◽  
Seung-Wan Kang
Keyword(s):  
Servant Leadership ◽  
Moderated Mediation ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Organisational Support ◽  
Important Research Topic ◽  
Perceived Organisational Support ◽  
Leadership Competence ◽  
Fierce Competition ◽  
The Relationship

The precedents of creativity comprise an important research topic that could help organisations survive fierce competition. To contribute to the literature on creativity, the authors examined the roles of competence and perceived organisational support (POS) in the relationship between servant leadership and follower creative behaviour. The authors proposed and tested a moderated mediation model with data from leader-follower dyads collected in a Vietnamese engineering firm. The results showed that follower competence is a significant mediator of the relationship between servant leadership and follower creativity. Furthermore, POS has a moderated mediating role, such that the mediated relationship (i.e., servant leadership, competence, and creativity) is more salient under high POS than under low POS. Theoretical and practical implications are discussed.

Leader-member exchange differentiation and team creativity

2015 ◽  
Vol 36 (7) ◽  
pp. 798-815 ◽  
Author(s):  
Hongdan Zhao
Keyword(s):  
Moderated Mediation ◽  
Relationship Conflict ◽  
Mediation Model ◽  
Team Creativity ◽  
Content Type ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Member Exchange ◽  
The Relationship

Purpose – The purpose of this paper is to examine the effect of leader-member exchange (LMX) differentiation on team creativity by developing a moderated mediation model. The model focuses on the mediating role of relationship conflict in linking LMX differentiation with team creativity and the moderating role of team-member exchange (TMX) median in influencing the mediation. Design/methodology/approach – The authors tested the model with a time-lagged field survey data from 358 employees and 98 supervisors belonging to 98 teams in a large diversified company with more than 15,000 employees, based in Shanghai, Southeastern China. In the first stage (T1), employees assessed LMX, TMX, relationship conflict, and control variables. In the second stage (T2), the leaders were asked to report team creativity. Findings – Results indicated that the relationship between LMX differentiation and team creativity was mediated by relationship conflict. Moderated mediation analyses further revealed that relationship conflict mediated the relationship between LMX differentiation and team creativity for only those teams with low-TMX median. Research limitations/implications – Testing the moderated mediation model helps to advance our theoretical understanding of the intervening processes that underlie the effect of LMX differentiation on team creativity. The findings may also help Chinese managers to inform the importance of helping subordinates better adapt to LMX differentiation, reducing relationship conflict, and constructing high-quality TMX relationships within groups, in order to promote team creativity. Originality/value – This empirical study provides preliminary evidence of the mediating role of relationship conflict in the negative relationship between LMX differentiation and team creativity. The moderated mediation model also extends the existing finding by showing that not only the quality of social exchange relationships with a supervisor (i.e. LMX) but also with team members (i.e. TMX), can moderate the impact of LMX differentiation on team outcomes.

Understanding the customer experience-loyalty link: A moderated mediation model

2019 ◽  
pp. 51-69
Author(s):  
Marco Ieva ◽  
Cristina Ziliani
Keyword(s):  
Customer Satisfaction ◽  
Online Survey ◽  
Moderated Mediation ◽  
Customer Experience ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Grocery Retailing ◽  
Shopping Enjoyment ◽  
The Relationship

Multiple studies have focused on Customer Experience and its relationship with Customer Loyalty. Despite such attention, two research gaps are still open with reference to the Experience-Loyalty link: the mediating role of Customer Satisfaction and the moderating role of consumer characteristics. This study employs a moderated mediation analysis of the relationship between Customer Experience and CustomerLoyalty by including Customer Satisfaction as a mediator and Shopping Enjoyment as a moderator. An online survey on almost three thousand consumers is run with reference to grocery retailing. Results show the role of Customer Satisfaction as a mediator. Shopping Enjoyment interacts with the Negative Affective Customer Experience dimension in its relationship with Customer Satisfaction.

A moderated mediation model for the relationship between inclusive leadership and job embeddedness

2020 ◽  
Vol 35 (3/4) ◽  
pp. 191-210
Author(s):  
Mervat Mohamed Elsaied
Keyword(s):  
Organizational Identification ◽  
Moderated Mediation ◽  
Job Embeddedness ◽  
Hierarchical Regression ◽  
Mediation Model ◽  
Inclusive Leadership ◽  
Content Type ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
The Relationship

PurposeThis study aimed to examine the effect of inclusive leadership (IL) on job embeddedness (JE) by developing a moderated mediation model. The model focuses on the mediating role of the organizational identification (OID) that underpins the relationship between IL and JE, as well as the moderating influence of person–supervisor fit (P–S fit) on the mediation.Design/methodology/approachData were collected from 364 employees working in 25 five-star hotels in Hurghada, Egypt. Statistical methods such as hierarchical regression, correlation analysis and a bootstrapping test were used to analyze the data.FindingsThe results indicated that OID fully mediated the positive relationship between IL and JE. It also found that P–S fit moderated the mediated relationship between IL and JE via OID. This resulted in the mediated relationship becoming stronger for employees who perceive higher P–S fit rather than who perceive lower P–S fit with their leaders.Originality/valueThis study is the first to consider the effect of OID (a mediator) on the relationship between IL and JE. It also extends our understanding of the mechanism linking IL and JE by testing the mediating influence of OID and the moderating influence of P–S fit.

Servant leadership and innovative behavior: a moderated mediation

2019 ◽  
Vol 34 (8) ◽  
pp. 505-518 ◽  
Author(s):  
Zhining Wang ◽  
Lijun Meng ◽  
Shaohan Cai
Keyword(s):  
Servant Leadership ◽  
Organizational Development ◽  
Moderated Mediation ◽  
Mediating Effect ◽  
Innovative Behavior ◽  
Content Type ◽  
Moderated Mediation Model ◽  
The Relationship ◽  
Thriving At Work

Purpose The purpose of this paper is to explore the cross-level effect of servant leadership on employee innovative behavior by studying the mediating role of thriving at work and the moderating role of team reflexivity. Design/methodology/approach This research collected data from 199 dyads of employees and their direct supervisors in 55 work units, and tested a cross-level moderated mediation model using multilevel path analysis. Findings The findings suggest that thriving at work mediates the relationship between servant leadership and innovative behavior. The results also show that team reflexivity positively moderates the relationship between servant leadership and thriving at work and the mediating effect of thriving at work. Practical implications The empirical findings suggest that organizations should make efforts to promote servant leadership and encourage team reflexivity. Moreover, managers should make efforts to stimulate employees’ thriving at work, thereby facilitating employee and organizational development. Originality/value This research identifies thriving at work as a key mediator that links servant leadership to innovative behavior and reveals the role of team reflexivity in strengthening the effect of servant leadership on employee innovative behavior.

scholarly journals How Servant Leadership Motivates Innovative Behavior: A Moderated Mediation Model

2020 ◽  
Vol 17 (13) ◽  
pp. 4753
Author(s):  
Jianji Zeng ◽  
Guangyi Xu
Keyword(s):  
Servant Leadership ◽  
Social Identity Theory ◽  
Moderated Mediation ◽  
The Self ◽  
Self Concept ◽  
Mediation Model ◽  
Innovative Behavior ◽  
University Teachers ◽  
Moderated Mediation Model ◽  
The Relationship

Drawing on social identity theory, this study examines the effect of servant leadership on university teachers’ innovative behavior through the self-concept constructs of perceived insider status and organization-based self-esteem, and the moderating effect of leader–member exchange (LMX). This moderated mediation model was tested with two waves of data from 269 university teachers in China. Results reveal that the self-concept constructs mediate the relationship between servant leadership and university teachers’ innovative behavior. Moreover, LMX strengthens the relationship between servant leadership and the self-concept constructs, as well as the indirect effect of servant leadership on university teachers’ innovative behavior through the self-concept constructs. Findings suggest that servant leadership is related to increased innovative behavior due to its positive influence on the self-concept of university teachers and it highlights the importance of developing a favorable supervisor–subordinate relationship.

scholarly journals Perceived Organisational Support As Mediator Of Distributive Justice And Job Satisfaction: The Moderating Role Of Group Commitment

2012 ◽  
Vol 28 (5) ◽  
pp. 1063 ◽  
Author(s):  
Marc Ohana
Keyword(s):  
Job Satisfaction ◽  
Distributive Justice ◽  
Social Exchange ◽  
Non Profit ◽  
Moderated Mediation Model ◽  
Organisational Support ◽  
Perceived Organisational Support ◽  
Justice Theories ◽  
The Relationship

We argue that distributive justice may influence employees' job satisfaction through social exchange. Based on social exchange and organizational justice theories, we develop a moderated-mediation model of the psychological processes linking distributive justice and job satisfaction and test it on a sample of 101 employees working in 27 small non-profit organizations. Results of hierarchical regressions analyses provide support for the model. We found that distributive justice was positively related to job satisfaction and also that perceived organisational support mediates this relationship. We further found that group commitment moderated the relationship between perceived organisational support and job satisfaction and that this interaction effect, in turn, mediates the distributive justice job satisfaction relationship.

Differential leadership and organizational corruption in China

2018 ◽  
Vol 12 (4) ◽  
pp. 795-811 ◽  
Author(s):  
Yanzhao Tang ◽  
Xuemei Zhan ◽  
Ken Chen
Keyword(s):  
Organizational Justice ◽  
Moral Disengagement ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Content Type ◽  
Organizational Corruption ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
The Relationship

Purpose This paper aims to examine the effect of differential leadership on organizational corruption by developing a measure of organizational corruption and proposing a moderated mediation model. The model focuses on the mediating role of moral disengagement underpinning the relationship between differential leadership and organizational corruption, and the moderating role of organizational justice in influencing the mediation. Design/methodology/approach The authors collected 210 responses from online participants with full time work experience and 57 MBA students answered the survey offline. Findings Results showed that differential leadership was positively associated with organizational corruption. Furthermore, moral disengagement fully mediated the relationship between differential leadership and organizational corruption. Besides, distributive justice negatively but procedural justice positively moderated the indirect effect of moral disengagement. Research limitations/implications Testing the moderated mediation model helps to advance the theoretical understanding of the mechanisms that underlie the effect of differential leadership on organizational corrupt behavior. Originality/value This empirical study provides preliminary evidence of the mediating role of moral disengagement in the positive relationship between differential leadership and organizational corruption. The mediated moderation also extends the finding by adding organizational justice as the moderator to explain how the effect of differential leadership on organizational corruption. Finally, this study provides initial evidence for organizational corruption measure.

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