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Full-Text Articles in Social and Behavioral Sciences
Linking Ethical Leadership To Employee Performance: The Roles Of Leader-Member Exchange, Self-Efficacy, And Organizational Identification, Fred O. Walumbwa, David M. Mayer, Peng Wang, Hui Wang, Kristina Workman, Amanda L. Christensen
Linking Ethical Leadership To Employee Performance: The Roles Of Leader-Member Exchange, Self-Efficacy, And Organizational Identification, Fred O. Walumbwa, David M. Mayer, Peng Wang, Hui Wang, Kristina Workman, Amanda L. Christensen
Kristina Workman
This research investigated the link between ethical leadership and performance using data from the People’s Republic of China. Consistent with social exchange, social learning, and social identity theories, we examined leader–member exchange (LMX), self-efficacy, and organizational identification as mediators of the ethical leadership to performance relationship. Results from 72 supervisors and 201 immediate direct reports revealed that ethical leadership was positively and significantly related to employee performance as rated by their immediate supervisors and that this relationship was fully mediated by LMX, self-efficacy, and organizational identification, controlling for procedural fairness. We discuss implications of our findings for theory and practice.
Organizational Performance In Services, Rosemary Batt, Virginia Doellgast
Organizational Performance In Services, Rosemary Batt, Virginia Doellgast
Rosemary Batt
The question of performance in service activities and occupations is important for several reasons. First, over two-thirds of employment in advanced economies is in service activities. Second, productivity growth in services is historically low, lagging far behind manufacturing, and as a result, wages in production-level service jobs remain low. In addition, labor costs in service activities are often over 50% of total costs, whereas in manufacturing they have fallen to less than 25% of costs. This raises the question of whether management practices that have improved performance in manufacturing, such as investment in the skills and training of the workforce, …
Remote Work: Examining Current Trends And Organizational Practices, Bradford Bell
Remote Work: Examining Current Trends And Organizational Practices, Bradford Bell
Bradford S Bell
[Excerpt] Although remote work offers a number of potential benefits, it is not without risks and challenges. Companies can find it difficult to build a culture that is accepting and supportive of remote work. It can also be difficult to track exactly who is working remotely, particularly when remote work is adopted more informally, and to measure the business impact of these initiatives. Remote workers can face a number of personal and professional challenges. For instance, they may struggle for exposure and access to professional opportunities and there is the risk that those working outside the office can become socially …
Collective Failure: The Emergence, Consequences, And Management Of Errors In Teams, Bradford S. Bell, Steve W. J. Kozlowski
Collective Failure: The Emergence, Consequences, And Management Of Errors In Teams, Bradford S. Bell, Steve W. J. Kozlowski
Bradford S Bell
The goal of the current chapter is to examine the emergence, consequences, and management of errors in teams. We begin by discussing the origin and emergence of errors in teams. We argue that errors in teams can originate at both the individual and collective level and suggest this distinction is important because it has implications for how errors propagate within a team. We then consider the paradoxical effects of errors on team performance and team learning. This discussion highlights the importance of error management in teams so that errors can prompt learning while at the same time mitigating their negative …
Team Learning: A Theoretical Integration And Review, Bradford S. Bell, Steve W. J. Kozlowski, Sabrina Blawath
Team Learning: A Theoretical Integration And Review, Bradford S. Bell, Steve W. J. Kozlowski, Sabrina Blawath
Bradford S Bell
With the increasing emphasis on work teams as the primary architecture of organizational structure, scholars have begun to focus attention on team learning, the processes that support it, and the important outcomes that depend on it. Although the literature addressing learning in teams is broad, it is also messy and fraught with conceptual confusion. This chapter presents a theoretical integration and review. The goal is to organize theory and research on team learning, identify actionable frameworks and findings, and emphasize promising targets for future research. We emphasize three theoretical foci in our examination of team learning, treating it as multilevel …