Leadership & Organization Development Journal: Volume 45 Issue 5

Why and when is frequent supervisory negative feedback undesirable? The role of trust in supervisor and attribution of supervisor motives

Wenjing Guo, Yuan Jiang, Wei Zhang, Haizhen Wang

Research on the effects of feedback frequency has reported mixed findings. To tackle this problem, the current study focuses on specific feedback signs (i.e. negative feedback)…

Contagious resilience – how leaders’ resilient behaviour promotes followers’ resilient behaviour

Marjolein C.J. Caniëls, Petru Curseu

Leaders are role models and through social influence processes, they shape the behaviour of their followers. We build on social learning, social identity and person-environment…

Cultivating employee obligation for constructive change: the roles of supervisor consultation and managerial openness

Xianhui Ning, Jih-Yu Mao, Liting Wang

Supervisor consultation is conducive to promoting employee voice. This research examines an underlying mediating mechanism and a boundary condition that strengthens the influence…

Organizational ethics and workplace incivility: the mediating effects of transformational and transactional leadership styles

Kwasi Dartey-Baah, Samuel Howard Quartey, Maxwell Tabi Wilberforce

The purpose of this paper is to describe the mediating effects of transformational and transactional leadership styles on the relationship between organizational ethics and…

Future past tense of abusive supervision: a narrative inquiry

Huda Masood, Marlee Mercer, Len Karakowsky

The purpose of this research is to examine the narratives of victims of abusive supervision. We explore the meaning or “lessons” victims derive from those experiences and how they…

How can leaders spark employee creativity? An interpersonal emotion management perspective

Guangyu Yu, Qi Nie, Jian Peng

This paper seeks to examine how leaders shape employee creativity by using interpersonal emotion management (IEM) strategies. Drawing on the social information processing (SIP…

Leader-follower congruence in overqualification and leader undermining: the mediating role of leader's downward envy

Fang Liu, Junbang Lan, Weichun Zhu, Yuanyuan Gong, Xue Peng

Drawing upon social comparison theory, this paper explores the (in)congruence effect of leader and follower overqualification on leader's downward envy, which in turn leads to…

Developmental leadership as a driver of employee feedback behaviors: the roles of learning goal orientation and leader high performance expectations

Zhen Wang, Yao Song

Drawing on goal orientation theory, this study intends to investigate whether, how and when developmental leadership influences employees’ feedback seeking behavior (FSB) and…

Investigating the indirect impact of transformational leadership on performance and work alienation: evidence from school principals navigating COVID-19

Amy Fahy, Steven McCartney, Na Fu, Joseph Roche

Although significant research has examined the concept of transformational leadership, few studies have explored the indirect impact of transformational leadership on individual…

The influence of leaders’ collectivist orientation on employees’ innovative behavior

Chuan Yang, Hui Jin, Chun Zhang

This study investigates the relationship between leaders’ collectivist orientation and employees’ innovative behavior, as well as the mediating effects of employees’ collectivist…