Too Much of Good Thing: Supervisor Knowledge Sharing and Task Performance Moderated by Job Demands

2012 ◽  
Vol 2012 (1) ◽  
pp. 15734
Author(s):  
Yeun Joon Kim ◽  
Seokhwa Yun ◽  
Hyunmin Cho
Keyword(s):  
Knowledge Sharing ◽  
Task Performance ◽  
Job Demands ◽  
Good Thing ◽  
And Task

Power Sharing and Task Performance: The Role of Work Engagement and Traditionality

2015 ◽  
Vol 43 (5) ◽  
pp. 767-776 ◽  
Author(s):  
Shao-Long Li ◽  
Jipeng Qi
Keyword(s):  
Task Performance ◽  
Work Engagement ◽  
Job Demands ◽  
Northern China ◽  
Power Sharing ◽  
Research Model ◽  
Representation Model ◽  
Cultural Self ◽  
And Task

We integrated the job demands–resources model with the cultural self-representation model and proposed and tested a research model to investigate how and when supervisors' power sharing can enhance subordinates' task performance. Participants were 311 subordinates employed in 16 branches of a large telecommunications firm located in northern China, who were paired with their supervisors. The data we obtained provided support for our model. Specifically, the results indicated that supervisors' power sharing enhanced subordinates' task performance via the mediator of work engagement. In addition, subordinates' traditionality moderated this mediation relationship in such a way that the mediation relationship was more significant among subordinates with low traditionality than it was among subordinates with high traditionality.

Is too much inclusive leadership a good thing? An examination of curvilinear relationship between inclusive leadership and employees’ task performance

2018 ◽  
Vol 39 (7) ◽  
pp. 882-895 ◽  
Author(s):  
Zheng Xiaotao ◽  
Xiaoling Yang ◽  
Ismael Diaz ◽  
Mingchuan Yu
Keyword(s):  
Regression Analysis ◽  
Task Performance ◽  
Design Methodology ◽  
Good Thing ◽  
Curvilinear Relationship ◽  
Organizational Research ◽  
Inclusive Leadership ◽  
Content Type ◽  
The Relationship ◽  
And Task

Purpose The purpose of this paper is to examine the inclusive leadership’s too-much-of-a-good-thing effect (TMGT effect) and illustrate the possibility of the potential drawbacks of inclusive leadership. Design/methodology/approach In total, 191 questionnaires were valid and used in the study. Employee participants were asked to report their direct supervisor’s inclusive leadership. Employees’ direct supervisors were asked to rate employees’ task performance to minimize common method variance. The authors use regression analysis to test the hypothesis. Findings An inverted U-shape characterizes the relationship between inclusive leadership and subordinates’ task performance. Specifically, employees’ task performance is low when the supervisor’s inclusive leadership is low; task performance increases when inclusive leadership is from low to moderate levels, and task performance decreases when inclusive leadership is from moderate to high levels. Originality/value The study sheds light on inclusive leadership, especially the inclusive leadership in Chinese context. In addition, this finding is important as it investigates the inclusion’s TMGT effect which is rare in organizational research, and the findings also provide additional evidence of TMGT effect in management fields.

Effects of marijuana, cocaine, and task performance on cardiovascular responsivity.

1987 ◽  
Author(s):  
Richard W. Foltin ◽  
Richard M. Capriotti ◽  
Margaret A. McEntee ◽  
Marian W. Fischman
Keyword(s):  
Task Performance ◽  
And Task

Beyond individual affect: Group affect and task performance

2007 ◽  
Author(s):  
Annefloor H. M. Klep ◽  
Barbara van Knippenberg ◽  
Henk van der Flier ◽  
Annebel H. B. de Hoogh
Keyword(s):  
Task Performance ◽  
And Task
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