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Article
Publication date: 11 April 2023

Zahide Karakitapoğlu-Aygün, Berrin Erdogan, David E. Caughlin and Talya N. Bauer

Transformational leadership (TFL) has been suggested to create positive changes in employees with the goal of developing them into leaders. The authors integrate this…

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Abstract

Purpose

Transformational leadership (TFL) has been suggested to create positive changes in employees with the goal of developing them into leaders. The authors integrate this well-established leadership style with recent research on idiosyncratic deals (i-deals). The authors suggest TFL as a predictor of task and development-based i-deals, and propose i-deals as a mediating mechanism linking TFL to employee outcomes (job satisfaction, job stress and manager-rated performance).

Design/methodology/approach

The authors used a time-lagged research design, and collected four waves of data from 140 employees and 78 leaders.

Findings

TFL was found to be an important predictor of i-deals. I-deals predicted job satisfaction and job stress; and it mediated the relationship between TFL and these two employee outcomes. Yet, i-deals were not associated with employee performance and did not mediate the relationship.

Originality/value

First, it shows that transformational leaders who consider employees' unique skills and support their professional growth are more likely to grant personalized arrangements. Second, drawing from social exchange theory, it illustrates that i-deals may act as a linkage between TFL and employee outcomes. The paper bridges leadership and i-deals literature to identify key leverage points through which leaders can enhance employee satisfaction, well-being and performance.

Details

Personnel Review, vol. 53 no. 2
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 5 March 2018

Aysegul Karaeminogullari, Berrin Erdogan and Talya N. Bauer

The purpose of this paper is to explore the relationship between stress due to mistreatment by patients and caregivers’ own well-being indicators (anxiety, depression, and…

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Abstract

Purpose

The purpose of this paper is to explore the relationship between stress due to mistreatment by patients and caregivers’ own well-being indicators (anxiety, depression, and behavioral stress indicators). Based on predictions consistent with the job demands-resources model, it is anticipated that satisfaction with job resources would moderate the relationship between mistreatment by patients and well-being indicators.

Design/methodology/approach

Hypotheses were tested with a sample of 182 employees in a leading training and research university hospital in Istanbul, Turkey. Results were partially replicated for a separate sample of 122 healthcare workers. Data were collected using the survey methodology.

Findings

The findings suggest that patient injustice is positively related to depression and behavioral stress indicators when satisfaction with job resources is high. Results illustrate that satisfaction with job resources has a sensitizing, rather than a buffering, role on the relation between mistreatment by patients, depression, and behavioral stress indicators, negatively affecting employees with higher levels of satisfaction with job resources.

Originality/value

Organizational justice researchers recently started recognizing that in addition to organizational insiders, organizational outsiders such as customers and patients may also be sources of fair and unfair treatment. Based on this stream of research, unfair treatment from outsiders is associated with retaliation and a variety of negative employee outcomes. The study extends the currently accumulated work by examining how mistreatment from care recipients relates to healthcare workers’ own health outcomes.

Details

Personnel Review, vol. 47 no. 2
Type: Research Article
ISSN: 0048-3486

Keywords

Available. Content available
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Publication date: 28 September 2022

Jacqueline Joslyn

Free Access. Free Access

Abstract

Details

Conceptualizing and Modeling Relational Processes in Sociology
Type: Book
ISBN: 978-1-80382-827-5

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Article
Publication date: 11 November 2013

Erin Pleggenkuhle-Miles, Theodore A. Khoury, David L. Deeds and Livia Markoczy

This study aims to explore the objectivity in third-party ratings. Third-party ratings are often based on some form of aggregation of various experts' opinions with the assumption…

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Abstract

Purpose

This study aims to explore the objectivity in third-party ratings. Third-party ratings are often based on some form of aggregation of various experts' opinions with the assumption that the potential judgment biases of the experts cancel each other out. While psychology research has suggested that experts can be unintentionally biased, management literature has not considered the effect of expert bias on the objectivity of third-party ratings. Thus, this study seeks to address this issue.

Design/methodology/approach

Ranking data from the US News and World Report between 1993 and 2008, institution-related variables and, to represent sports prominence, NCAA football and basketball performance variables are leveraged in testing our hypotheses. A mediating-model is tested using regression with panel-corrected standard errors.

Findings

This study finds that the judgments of academicians and recruiters, concerning the quality of universities, have been biased by the prominence of a university's sports teams and that the bias introduced to these experts mediates the aggregated bias in the resultant rankings of MBA programs. Moreover, it finds that experts may inflate rankings by up to two positions.

Practical implications

This study is particularly relevant for university officials as it uncovers how universities can tangibly manipulate the relative perception of quality through sports team prominence. For third-party rating systems, the reliability of ratings based on aggregated expert judgments is called into question.

Originality/value

This study addresses a significant gap in the literature by examining how a rating system may be unintentionally biased through the aggregation of experts' judgments. Given the heavy reliance on third-party rating systems by both academics and the general population, addressing the objectivity of such ratings is crucial.

Details

Management Decision, vol. 51 no. 9
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 25 October 2022

Zhouyue Wu, Xiaohu Zhou, Qiao Wang and Jingjing Liu

Previous studies have examined the emotional mechanism between perceived overqualification and knowledge hiding. Based on a relational perspective, this study aims to draw on…

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Abstract

Purpose

Previous studies have examined the emotional mechanism between perceived overqualification and knowledge hiding. Based on a relational perspective, this study aims to draw on social comparison theory to reveal the cognitive mechanism of perceived overqualification on knowledge hiding, along with the mediating effect of relational identification. This research conceptualizes perceived overqualification differentiation and reveals the moderating effect of perceived overqualification differentiation on strengthening the link between perceived overqualification and knowledge hiding.

Design/methodology/approach

This paper conducts two times lagged research, addresses a sample of 216 employees nested in 47 groups from technology or R&D industries and uses structural equation modeling to test an original model.

Findings

The results show that perceived overqualification positively affects knowledge hiding; relational identification mediates this relationship; perceived overqualification differentiation moderates the effect of perceived overqualification on relational identification as well the indirect effect of perceived overqualification on knowledge hiding via relational identification.

Originality/value

This paper shows the cognitive mechanism of perceived overqualification on knowledge hiding. Moreover, this study also extends current perceived overqualification literature from a single individual level/a dyad level to a complex team level by conceptualizing the perceived overqualification differentiation. The research findings are helpful to guide team talent management and knowledge management in business management practice.

Details

Journal of Knowledge Management, vol. 27 no. 6
Type: Research Article
ISSN: 1367-3270

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