Gregory A. Aarons, Kate L. Conover, Mark G. Ehrhart, Elisa M. Torres and Kendal Reeder
Clinician turnover in mental health settings impacts service quality, including availability and delivery of evidence-based practices. Leadership is associated with organizational…
Abstract
Purpose
Clinician turnover in mental health settings impacts service quality, including availability and delivery of evidence-based practices. Leadership is associated with organizational climate, team functioning and clinician turnover intentions (TI). This study examines leader–member exchange (LMX), reflecting the relationship between a supervisor and each supervisee, using mean team LMX, dispersion of individual clinician ratings compared to team members (i.e. relative LMX) and team level variability (i.e. LMX differentiation), in relation to organizational climate and clinician TI.
Design/methodology/approach
Survey data were collected from 363 clinicians, nested in children's mental health agency workgroups, providing county-contracted outpatient services to youth and families. A moderated mediation path analysis examined cross-level associations of leader–member exchange with organizational climate and turnover intentions.
Findings
Lower relative LMX and greater LMX differentiation were associated with higher clinician TI. Higher team-level demoralizing climate also predicted higher TI. These findings indicate that poorer LMX and more variability in LMX at the team level are related to clinician TI.
Originality/value
This study describes both team- and clinician-level factors on clinician TI. Few studies have examined LMX in mental health, and fewer still have examined relative LMX and LMX differentiation associations with organizational climate and TI. These findings highlight the importance of leader–follower relationships and organizational climate and their associations with clinician TIs. Mental health service systems and organizations can address these issues through fostering more positive supervisor–supervisee relationships.
Details
Keywords
Pooja B. Vijayakumar, Michael J. Morley, Noreen Heraty, Mark E. Mendenhall and Joyce S. Osland
In this contribution, we systematically review the extant global leadership literature to identify important bibliometric and thematic patterns in evidence in this evolving field…
Abstract
In this contribution, we systematically review the extant global leadership literature to identify important bibliometric and thematic patterns in evidence in this evolving field of scholarship. Conceptualizing the phenomenon to include leaders/managers/supervisors who hold global, expatriate, or international positions, we draw out insights accumulated from a total of 327 published articles in key management and organizational behavior journals listed in Scopus. Our analysis proceeds in two sequential phases. Our bibliometric analysis first identifies the most cited articles, most published first authors, country bases of first authors, and frequently publishing journals in this field. This characterizes both the diversity and innovative nature of scholarship in the field. Our thematic content analysis, generated through Nvivo 11, isolates two dominant overarching themes that represent the wellspring for the body of literature, namely global leader development and global leader effectiveness. These themes of development and effectiveness are further explicated through six distinct lenses namely cultural, cognitive, learning, personality trait, social/relational, and political. These lenses are underpinned by a suite of theoretical perspectives encompassing individual, system, and contextual considerations. In combination, these sets of analyses bring added systematics to the field and serve as a point of departure for future inquiry.
Details
Keywords
Sherry K. Schneider and Winnette M. George
The major purpose of this research is to test the application of two leadership models to a voluntary service club. Servant leadership was predicted to better explain the…
Abstract
Purpose
The major purpose of this research is to test the application of two leadership models to a voluntary service club. Servant leadership was predicted to better explain the attitudes and commitment of service organization members than transformational leadership. Both leadership styles were hypothesized to be mediated by empowerment.
Design/methodology/approach
At eight clubs of a national voluntary service organization, it was investigated whether transformational and “servant” leadership were positively related to club member satisfaction, commitment and intentions to stay in the club. A sample of 110 participants completed either a printed or an online survey on the leadership style of their current club president and their attitudes toward the club in general. The club presidents completed the leadership surveys.
Findings
While perceptions of transformational leadership and servant leadership styles were highly correlated, servant leadership was identified as a better predictor of the voluntary club members' commitment, satisfaction, and intentions to stay. Club members' perceptions of empowerment mediated the relationship between servant leadership and satisfaction, commitment, and intentions to stay in the volunteer service organizations.
Practical implications
Leaders of service clubs may wish to adopt a servant leader style. These servant leaders may find it practical to provide empowering experiences to encourage volunteers to perform service club activities effectively. More generally, leaders who provide volunteers with positive, meaningful experiences may be able to maintain their interest in their volunteer positions.
Originality/value
It is believed that this is the first paper to compare directly servant versus transformational leadership in a voluntary organization.
Details
Keywords
The purpose of this paper is to use a model to broaden the understanding of the organizational citizenship behavior (OCB) phenomenon in educational teams and examines team OCB’s…
Abstract
Purpose
The purpose of this paper is to use a model to broaden the understanding of the organizational citizenship behavior (OCB) phenomenon in educational teams and examines team OCB’s mediating role in the relation of the contextual variables of team justice climate (distributive justice, procedural justice, interpersonal justice) to team psychological capital (PsyCap) and team innovation.
Design/methodology/approach
Data were collected through a survey consisting of validated scales. The sample covered 78 disciplinary teams, 78 coordinators and 13 school principals at 13 junior-high schools.
Findings
The PROCESS test confirmed the mediating role of team OCB, showing positive relations between team procedural justice and team PsyCap and team OCB, and also between team OCB and team innovation.
Research limitations/implications
By taking a team perspective, the findings offer evidence that despite the usual approach treating OCB as an individual phenomenon; it may be regarded as shared norms of behaviors at the team level.
Practical implications
The team-level approach may urge principals and other educational leaders to realize that teachers’ willingness to invest extra effort in school is mainly the result of an appropriate team context, which can be shaped and developed.
Originality/value
The present study explored team OCB by from a context perspective. This is important because to date most studies on OCB in schools have focused on teacher OCB as an individual phenomenon, disregarding its contextual nature.
Details
Keywords
Annette Risberg and Sofie Skovbo Gottlieb
The authors review literature that focuses on women and minorities in the context of mergers and acquisitions (henceforth referred to as mergers for the sake of simplicity) aiming…
Abstract
The authors review literature that focuses on women and minorities in the context of mergers and acquisitions (henceforth referred to as mergers for the sake of simplicity) aiming to explore how and to what extent diversity and gender issues are studied in merger research. The authors sort the reviewed research into three themes: the impact of gender on merger outcome, the impact of merger on women and minorities, and the impact of merger on diversity management and equality work. The authors suggest that it is important to conduct further studies on the topic but also assert that merger managers can learn from diversity management literature and practices how to manage employees with diverse backgrounds during the post-merger integration.
Details
Keywords
Eddy S. Ng and Emma Parry
Interest in generational research has garnered a lot of attention, as the workplace is seeing multiple generations (i.e., the Silent Generation, Baby Boomers, Gen Xers, and…
Abstract
Interest in generational research has garnered a lot of attention, as the workplace is seeing multiple generations (i.e., the Silent Generation, Baby Boomers, Gen Xers, and Millennials) working side-by-side for the first time. However, it is unclear how multiple generations of workers interact with each other and affect the workplace. Although there is extant literature on generational differences, some scholars have argued that the effect sizes are small and the differences are not meaningful. The focal aim of this chapter is to present the current state of literature on generational research. We present the relevant conceptualizations and theoretical frameworks that establish generational research. We then review evidence from existing research studies to establish the areas of differences that may exist among the different generations. In our review, we identify the issues arising from generational differences that are relevant to human resource management (HRM) practices, including new workforce entrants, aging workers, the changing nature of work and organizations, and leadership development. We conclude with several directions for future research on modernizing workplace policies and practices, ensuring sustainability in current employment models, facilitating future empirical research, and integrating the effects of globalization in generational research.
Details
Keywords
Jacquelyn Boone James, Marcie Pitt-Catsouphes, Tay K. McNamara, David L. Snow and Patricia L. Johnson
We explore: (1) the effects of work unit pressure on employees’ satisfaction with work–family balance (S-WFB); (2) the effects of individual-level job and family pressures on…
Abstract
Purpose
We explore: (1) the effects of work unit pressure on employees’ satisfaction with work–family balance (S-WFB); (2) the effects of individual-level job and family pressures on S-WFB; and (3) the extent to which schedule control moderates the negative influences of work unit pressure and other demands on employee S-WFB – among employees in a large healthcare system.
Methodology
The data come from employee responses to the baseline survey (n = 3,950) administered in September 2012, and from administrative unit-level data (445 units) showing the extent to which units were “on-budget” (within 5 percent), “over-budget,” or “under-budget.”
Findings
Practices associated with cost containment in a healthcare system of 10,000 employees in the United States appear to have a negative impact on employee S-WFB. Working in a unit that is “under-budget” is negatively associated with individual S-WFB. Employees with high job demands, longer hours, responsibilities for children and/or adults, also reported lower S-WFB than employees without these characteristics.
Research limitations/implications
Research is limited by lack of measures specific to healthcare workers, the use of baseline data only, and sample size for some of the analyses.
Social implications
Schedule control makes a difference even under high work pressure. The lack of interactions among variables that typically moderate relationships between work pressures and S-WFB suggests the need for more support for healthcare workers under the strain of cost containment.
Originality/value of the chapter
We include an objective indicator of unit-level job pressures on individual employees, thus identifying specific ways that work stress affects S-WFB.
Details
Keywords
Isabel Metz, Carol T. Kulik, Christina Cregan and Michelle Brown
Managers develop psychological contracts (PCs) with staff as part of their people management responsibilities. A second-stage mediated moderation model explains how a manager’s…
Abstract
Purpose
Managers develop psychological contracts (PCs) with staff as part of their people management responsibilities. A second-stage mediated moderation model explains how a manager’s personality influences the content and fulfillment of PCs in different organizational contexts. The paper aims to discuss these issues.
Design/methodology/approach
Survey data from 749 managers at Australian organizations were collected and regression analyses were used to test the hypotheses. The Edwards and Lambert (2007) approach was used to analyze conditional indirect effects.
Findings
Managers high on agreeableness, conscientiousness and extraversion are more likely to establish relational PCs with their staff than managers low on these personality traits. The effects of agreeableness and conscientiousness on the fulfillment of the PC occur through the “relational PC” variable. Once a relational PC is established, a manager’s ability to fulfill the PC is constrained by the extent to which polices and practices are formalized.
Research limitations/implications
Organizations may need to delegate more power and discretion to managers to enable them to fulfill employer obligations toward their staff, and/or clearly communicate to managers their boundaries in employment promises. In turn, managers need to be aware of personality’s influence on the creation and fulfillment of promises. Causality cannot be inferred because of the study’s cross-sectional data.
Originality/value
Research has focused on employees’ personality and perceptions of the PC. This study is the first to focus on managers’ personality and PC creation and fulfillment.