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Article
Publication date: 18 July 2023

Seckyoung Loretta Kim, Seokhwa Yun and Minyoung Cheong

This study aims to investigate the associations among different leadership styles and employees' taking charge. Applying Person–Environment (P-E) fit theory, the current study…

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Abstract

Purpose

This study aims to investigate the associations among different leadership styles and employees' taking charge. Applying Person–Environment (P-E) fit theory, the current study further explores employees' intrinsic motivation as an important individual factor that possibly moderates the hypothesized relationships.

Design/methodology/approach

In this field study, 212 supervisor–employee matched multi-source data were collected from multiple organizations located in South Korea. Data were analyzed with multiple hierarchical regression.

Findings

Empowering leadership is positively related to employees' taking charge, whereas directive leadership is negatively associated with it. Results of the current study further support that intrinsically motivated employees exhibit more taking charge when their leader shows empowering leadership but reduce their taking charge when their leader demonstrates directive leadership.

Research limitations/implications

The current empirical results could not infer causality due to a cross-sectional research design.

Practical implications

Organizations should develop and embrace empowering leadership if the employees' self-started and change-oriented behavior, taking charge, is particularly critical to fostering organizational effectiveness.

Originality/value

This study extends the literature on leadership and employee proactivity by examining different leadership styles as predictors of employees' taking charge. Based on the current study results, empowering leadership could work as a facilitator and directive leadership as a barrier to employees' taking charge.

Details

Journal of Managerial Psychology, vol. 38 no. 6
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 7 November 2019

Dongwon Choi, Minyoung Cheong and Jihye Lee

While the Ohio State leadership approach had been forgotten for several decades, scholars in the field of leadership have begun revisiting the validity and the role of leader…

2194

Abstract

Purpose

While the Ohio State leadership approach had been forgotten for several decades, scholars in the field of leadership have begun revisiting the validity and the role of leader consideration and initiating structure. Building on self-expansion theory, this study suggest the effects of leader consideration and initiating structure on employee task performance. Also, integrating self-expansion theory and regulatory fit theory, the purpose of this paper is to propose and examine the moderating role of employee regulatory focus on the relationship between the Ohio State leadership behaviors and employee task performance, which was mediated by emloyees’ creative behavior as well as citizenship behavior.

Design/methodology/approach

To test the hypothesized model of this study, cross-sectional data were collected using questionnaires. Pairs of survey packages, which included group-member surveys and a group-leader survey, were handed out to employees in organizations. The authors collected data from 47 groups and 143 group members in 25 private companies in the Republic of Korea, including from financial, technology, manufacturing, and research and development organizations.

Findings

The results showed that leader consideration exerts significant effects on employee task performance. Also, the authors found the moderating role of employee regulatory promotion focus on the relationship between leader consideration/initiating structure and employee task performance, which were mediated by creative behavior and citizenship behavior.

Originality/value

This study contributes to the advancement of the Ohio State leadership approach by integrating self-expansion theory and regulatory fit theory to investigate the distinct mechanisms and boundary conditions of its leadership process. The current study also contributes to the literature on extra-role behavior that the Ohio State leadership behavioral dimensions can be considered as one of the antecedents of employees’ creative and citizenship behavior.

Details

Personnel Review, vol. 49 no. 2
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 5 June 2020

Ziya Ete, John J. Sosik, Minyoung Cheong, Jae Uk Chun, Weichun Zhu, Fil J. Arenas and Joel A. Scherer

On the basis of theories of social cognition and moral identity and the meta-theoretical principle of “too-much-of-a-good-thing,” the purpose of this study is to develop and test…

1877

Abstract

Purpose

On the basis of theories of social cognition and moral identity and the meta-theoretical principle of “too-much-of-a-good-thing,” the purpose of this study is to develop and test a model that explains when and why leader honesty/humility promotes subordinate organizational citizenship behavior directed at individuals (OCBI) as mediated through subordinate moral identity centrality.

Design/methodology/approach

In this field study, with online surveys, multisource data were collected from 218 United States Air Force officers and their subordinates. Data were analyzed with MEDCURVE SPSS macro tools.

Findings

A nonlinear indirect effect of leader honesty/humility on subordinate OCBI through subordinate moral identity centrality was found. This conditional indirect effect occurred through a curvilinear (inverted U-shape) relationship between leader honesty/humility and subordinate moral identity centrality and a positive linear relationship between subordinate moral identity centrality and OCBI.

Research limitations/implications

Cross-sectional data were collected. Future research might replicate findings using experimental and longitudinal designs.

Practical implications

Recruiting and selecting leaders who possess a moderate level of honesty/humility may serve as the first step in producing prosocial behavior during social interactions with subordinates.

Originality/value

This study extends the literature on character and leadership by applying the too-much-of-a-good-thing principle to empirically test the complex nature of the relationship between leader honesty/humility and subordinate OCBI as mediated through subordinate moral identity centrality.

Details

Journal of Managerial Psychology, vol. 35 no. 5
Type: Research Article
ISSN: 0268-3946

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Book part
Publication date: 24 July 2020

Francis J. Yammarino, Minyoung Cheong, Jayoung Kim and Chou-Yu Tsai

For many of the current leadership theories, models, and approaches, the answer to the question posed in the title, “Is leadership more than ‘I like my boss’?,” is “no,” as there…

Abstract

For many of the current leadership theories, models, and approaches, the answer to the question posed in the title, “Is leadership more than ‘I like my boss’?,” is “no,” as there appears to be a hierarchy of leadership concepts with Liking of the leader as the primary dimension or general factor foundation. There are then secondary dimensions or specific sub-factors of liking of Relationship Leadership and Task Leadership; and subsequently, tertiary dimensions or actual sub-sub-factors that comprise the numerous leadership views as well as their operationalizations (e.g., via surveys). There are, however, some leadership views that go beyond simply liking of the leader and liking of relationship leadership and task leadership. For these, which involve explicit levels of analysis formulations, often beyond the leader, or are multi-level in nature, the answer to the title question is “yes.” We clarify and discuss these various “no” and “yes” leadership views and implications of our work for future research and personnel and human resources management practice.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-80043-076-1

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Available. Content available
Book part
Publication date: 24 July 2020

Abstract

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-80043-076-1

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Book part
Publication date: 24 July 2020

Abstract

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-80043-076-1

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