Mentoring in supervisor-subordinate dyads: Antecedents, consequences, and test of a mediation model of mentorship

We develop a framework to look at mentoring as a consequence of employees' values and beliefs, as well as to explore its role in determining the employees' attitudes towards their organizations. Based on social exchange theory, we hypothesize that employees' levels of individualism, collectivism, and trust in supervisor influence the level of supervisory mentoring received. Moreover, mentoring influences employees' affective commitment and intention to quit, as well as mediates the relationships between the proposed antecedents and outcomes. Using structural equation modeling to examine these relationships, we find that within supervisor-subordinate dyads, subordinates report more mentoring when they have collectivist personal values and trust their supervisor. Additionally, more mentoring is positively related to subordinates' affective commitment towards the organizations and negatively related to their intention to quit. We also find that mentoring mediate the relationship between both collectivism values and trust in supervisors and both organizational commitment and intention to quit.     

Ethical Leadership: Assessing the Value of a Multifoci Social Exchange Perspective

In this study, we comprehensively examine the relationships between ethical leadership, social exchange, and employee commitment. We find that organizational and supervisory ethical leadership are positively related to employee commitment to the organization and supervisor, respectively. We also find that different types of social exchange relationships mediate these relationships. Our results suggest that the application of a multifoci social exchange perspective to the context of ethical leadership is indeed useful: As hypothesized, within-foci effects (e.g., the relationship between organizational ethical leadership and commitment to the organization) are stronger than cross-foci effects (e.g., the relationship between supervisory ethical leadership and commitment to the organization). In addition, in contrast to the “trickle down” model of ethical leadership (Mayer et al. in Org Behav Hum Decis Process 108:1–13, 2009), our results suggest that organizational ethical leadership is both directly and indirectly related to employee outcomes.     

The effect of organizational justice, perceived organizational support, and perceived supervisor support on marketing employees' level of trust

For more than four decades, research has investigated the relationship between perceptions of organizational justice and employees' work attitudes. This study used two data sets to examine how perceptions of organizational justice influence marketing employees' perceived support and trust. Specifically, this study examines the role of perceived support as a mediator between organizational justice and trust. The results indicate that in Study 1 perceived organizational support (POS) serves as a mediator between procedural justice and organizational trust. Interactional justice is both a direct and indirect predictor of supervisory trust through perceived supervisor support (PSS). Distributive justice is related indirectly to organizational trust through PSS and directly to organizational trust. In contrast to the results in Study 1, distributive justice is an antecedent to both POS and PSS while procedural justice is related directly to organizational trust.     

The Effects of Performance Rating, Leader–Member Exchange, Perceived Utility, and Organizational Justice on Performance Appraisal Satisfaction: Applying a Moral Judgment Perspective

The performance appraisal process is increasingly seen as a key link between employee behaviour and an organization’s strategic objectives. Unfortunately, performance reviews often fail to change how people work, and dissatisfaction with the appraisal process has been associated with general job dissatisfaction, lower organizational commitment, and increased intentions to quit. Recent research has identified a number of factors related to reactions to performance appraisals in general and appraisal satisfaction in particular. Beyond the appraisal outcome itself, researchers have found that appraisal reactions are affected by perceptions of fairness and the relationship between the supervisor and the employee. To explain the relationships among these factors, the present article proposes a moral cognition perspective. We suggest that employees judge a performance appraisal from the perspective of its moral justifiability, and that appraisal reactions will be determined, at least in part, by the perceived moral justifiability of the process. The proposal was supported by results from a survey of government employees using measures of performance ratings, leader–member exchange, perceived utility, and organizational justice.     

Mutual Trust Between Leader and Subordinate and Employee Outcomes

Stable and enduring cooperative relationships among people are primarily based on mutual trust. However, little evidence exists about the effects of mutual trust between supervisor and subordinate on work outcomes. To understand better the dynamics of trust in supervisor–subordinate relationships, we examined how mutual trust between supervisor and subordinate is associated with work outcomes. Based on a sample of 247 subordinate–supervisor pairs, multilevel analyses revealed a positive effect of perceived mutual trust on task performance and interpersonal facilitation after controlling for trust in leader and felt trust. In addition, task performance and interpersonal facilitation increased as trust in leader and felt trust or trust in subordinate both increased.     

Authentic Leadership: An Empirical Test of Its Antecedents,Consequences, and Mediating Mechanisms

The recent economic crisis as well as other disasters such as the oil spill in the Gulf of Mexico or the nuclear disaster in Japan has fanned calls for leaders who do not deny responsibility, hide information, and deceive others, but rather lead with authenticity and integrity. In this article, we empirically investigate the concept of authentic leadership. Specifically, we examine the antecedents and individual as well as group-level outcomes of authentic leadership in business (Study 1; n = 306) as well as research organizations (Study 2; n = 105). Findings reveal leader self-knowledge and self-consistency as antecedents of authentic leadership and followers’ satisfaction with supervisor, organizational commitment, and extra-effort as well as perceived team effectiveness as outcomes. The relations between authentic leadership and followers’ work-related attitudes as well as perceived team effectiveness are mediated by perceived predictability of the leader, a particular facet of trust. We discuss the implications of our findings for theory and practice and provide suggestions for advancing theory and research on authentic leadership in the future.     

A meta-analysis of the relationship between perceived organizational support and job outcomes: 20 years of research

Anecdotal comments from practitioners and extant empirical research suggests a tenuous link between perceived organizational support and desired employee outcomes. Accordingly, in this study the authors conduct a meta-analysis examining the effects of perceived organizational support on four employee outcomes: organizational commitment, job satisfaction, performance, and intention to leave. The authors also examine the extent to which these effects are moderated by job type (frontline vs. non-frontline employee). Findings from the study indicate that perceived organizational support has a strong, positive effect on job satisfaction and organizational commitment; a moderate, positive effect on employee performance; and a strong, negative effect on intention to leave. Study findings also indicate that the effects of perceived organizational support are more pronounced for non-frontline employees.     

The Effects of the Perceived Behavioral Integrity of Managers on Employee Attitudes: A Meta-analysis

Perceived behavioral integrity involves the employee’s perception of the alignment of the manager’s words and deeds. This meta-analysis examined the relationship between perceived behavioral integrity of managers and the employee attitudes of job satisfaction, organizational commitment, satisfaction with the leader and affect toward the organization. Results indicate a strong positive relationship overall (average r = 0.48, p<0.01). With only 12 studies included, exploration of moderators was limited, but preliminary analysis suggested that the gender of the employees and the number of levels between the employee and the manager are potential moderators of the relationship. In the current sample of studies, country where the research was conducted did not seem to have any moderating effects. In addition to suggesting further investigation of potential moderators, we call for research that examines the relationship between behavioral integrity and outcomes that include individual behavior and organizational performance.     

Social exchange: Empirical examination of form and focus

We investigate similarities and differences among prominent types of social exchange (psychological contract fulfillment, perceived organizational support, trust in the organization, leader-member exchange, and trust in the supervisor) and propose that two higher-order factors represent social exchanges with the organization and with the supervisor. We investigate their prediction of important employee work attitudes, citizenship behaviors, and performance. Based on data from 448 employees, empirical tests support the existence of organization- and supervisor-directed social exchanges. Tests using structural equation modeling support unique predictions of attitudinal and behavioral work outcomes.     

The effects of ethical climate on organizational identification, supervisory trust, and turnover among salespeople

This study examined how an ethical work climate influences salespersons' organizational identification, supervisory trust, organizational commitment, turnover intentions, and turnover. Using a sample of 393 salespeople, the results found that facets of an ethical work climate are related directly to supervisory trust and organizational identification. One aspect of an ethical work climate, ethical norms, was related directly to turnover. These results indicate that an ethical work climate can directly affect salespersons' job attitudes and outcomes. The results indicate the importance of measuring ethical work climate from a multi-dimensional perspective.     

Ethical work climate,employee commitment and proactive customer service performance: Test of the mediating effects of organizational politics

This study examined the mediating effects of organizational politics on the relationships between ethical work climate and two employee outcomes: affective commitment and proactive customer service performance. Using 200 survey responses collected from six shopping malls, we found that perceived ethical work climate had a direct effect on employee perceptions of organizational politics, affective commitment and proactive customer service performance. Moreover, perceived organizational politics partially mediated the relationship between ethical climate and affective commitment, but not that between ethical climate and proactive customer service behavior. We recommend retailers develop ethical climate to strengthen their competitive advantage.     

Ethical Pressure, Organizational-Professional Conflict, and Related Work Outcomes among Management Accountants

This study examines the effects of ethical pressure on management accountants' perceptions of organizational-professional conflict, and related work outcomes. It was hypothesized that organizational pressure to engage in unethical behavior would increase perceived organizational-professional conflict, and that this perceived conflict would reduce organizational commitment and job satisfaction, and increase the likelihood of employee turnover. A survey was mailed to a random sample of Certified Management Accountants to assess perceptions of the relevant variables. The results of a structural equations model indicated that, as hypothesized, ethical pressure was associated with higher levels of perceived organizational-professional conflict. Also as hypothesized, higher levels of conflict were associated with lower levels of organizational commitment and job satisfaction. Finally, lower levels of commitment and satisfaction were associated with higher turnover intentions.     

Impact of employee development on job satisfaction and organizational commitment: person–organization fit as moderator

Researchers have begun to focus on emerging markets, particularly those in Asia, because of the phenomenal growth in the size of their business sectors and a remarkable increase in their share of global business. Businesses in the developing world are now grappling with people management issues that formerly were the preserve of businesses in the West. This study aims at exploring the role of employee development in job satisfaction and organizational commitment and in particular its moderation by person–organization fit. The context is the telecommunications sector in Pakistan. The results reported show a positive impact of employee development initiatives on employee job satisfaction and later the job satisfaction has significant impact on organizational commitment. The results also revealed, however, an unfavourable relationship between employee development and organizational commitment. The relationship between job satisfaction and organizational commitment was significantly moderated by person–organization fit.     

Corporate Social Responsibility and Firm Productivity: Evidence from the Chemical Industry in the United States

We examined cynicism as a mediator of the influence of managers’ mission-congruent communication and behavior about ethical standards (a form of supervisory behavioral integrity) on employee attitudes and intended behavior. Results indicated that cynicism partially mediates the relationship between supervisory behavioral integrity and organizational commitment, but not the relationship between supervisory behavioral integrity and intent to comply with organizational expectations for employee conduct.     

Antecedents and consequences of role stress of retail sales persons

Given the central proposition in services marketing that service excellence is largely determined by the interaction between customer contact personnel and customers, we examine the antecedents and consequences of role stress in a retail context both from the employee and the customer perspective. We investigate the impact of the service control versus the empowerment model on role ambiguity and role conflict and we look at the effect of these role stressor on commitment towards the organization and to delivering service quality by retail sales persons. Finally, we explore the impact on customer perceived service quality. Empirical findings reveal, among other things, that both formalization and empowerment reduce role ambiguity. Role ambiguity in turn is negatively associated with both organizational commitment and commitment to quality. The latter type of commitment has a positive impact on customer perceived quality.     

The influence of task characteristics and job-related characteristics on retail salesperson selling orientation

This study examines the influence of task characteristics and job-related characteristics on the level of customer orientation exhibited by retail salespeople. The task characteristics examined are task variety, task autonomy, task identity and feedback. The job-related characteristics included in the study are job satisfaction, work motivation, organizational commitment, job involvement, role conflict, and supervisor–employee relationship. A survey using a self-administered close-ended questionnaire was conducted on retail salespeople from five major retailers in Singapore. Pearson correlation analysis revealed that the above factors, with the exception of role conflict, have significant influence on the customer orientation of retail salespeople. The six most important predictors of the customer orientation of retail salespeople identified by multiple regression analysis were task identity, organizational commitment, autonomy, education level, job satisfaction, and supervisor–employee relationship.     

Standing by Your Organization: The Impact of Organizational Identification and Abusive Supervision on Followers’ Perceived Cohesion and Tendency to Gossip

Abusive supervision has been shown to have significant negative consequences for employees’ well-being, attitudes, and behavior. However, despite the devastating impact, it might well be that employees do not always react negatively toward a leader’s abusive behavior. In the present study, we show that employees’ organizational identification and abusive supervision interact for employees’ perceived cohesion with their work group and their tendency to gossip about their leader. Employees confronted with a highly abusive supervisor had a stronger perceived cohesion and engaged in less gossiping behavior when they identified more strongly with their organization. Our findings illustrate that organizational identification functions as a buffer for those confronted with an abusive supervisor.     

An Empirical Test of Diversity Climate Dimensionality and Relative Effects on Employee of Color Outcomes

This study examined the relative effect of diversity climate dimensions captured by two measures: Mor Barak et al.??s (Journal of Applied Behavioral Science, 34:82?C104, 1998) diversity climate scale and Chrobot-Mason??s (Journal of Managerial Psychology 18:22?C45, 2003) diversity promise fulfillment scale on professional employee of color outcomes: organizational commitment (OC) and turnover intentions. We hypothesized that the two scales would measure different aspects of diversity climate. We further hypothesized that the different climate dimensions would interactively affect the employee of color outcomes. Third, we predicted that diversity climate would mediate between diversity promise fulfillment and employee of color outcomes. Finally, we hypothesized that organizational commitment would mediate the interactive effect of diversity climate dimensions on turnover intentions. Results indicated that the diversity scales each predicted unique variance in employee outcomes and that the climate dimensions interactively influenced professional of color organizational commitment and turnover intentions. We also found that the diversity climate dimension, as measured by the Mor Barak scale, mediated between diversity promise fulfillment and the outcomes. Finally, we found complete mediated moderation between the interaction of the two climate measures and turnover intentions by organizational commitment. Implications are discussed.     

Customer orientation of frontline employees and organizational commitment

This study investigates the effect of alignment between employee and firm customer orientation (FCO) on the organizational commitment of frontline service employees. Furthermore, the study examines how the size and nature of the discrepancy between employee customer orientation (ECO) and FCO affects organizational commitment. The results suggest that organizational commitment is stronger when employee and FCO are matched than when they are not. Furthermore, organizational commitment is slightly stronger when ECO exceeds FCO than when the reverse is the case. The results suggest that efforts expended by firms in hiring and retaining customer-oriented service workers will be unlikely to yield optimal commitment benefits without simultaneous investments to improve firm-level customer orientation.     

Please Accept My Sincerest Apologies: Examining Follower Reactions to Leader Apology

Recognizing gaps in our present understanding of leader apologies, this investigation examines how followers appraise leader apologies and how these perceptions impact work-related outcomes. Results indicate that followers who viewed their leader as trustworthy or caring before a leader wrongdoing were more likely to perceive their leader’s apology to be sincere, as compared to followers who previously doubted their leader’s trustworthiness and caring. Attributions of apology sincerity affected follower reactions, with followers perceiving sincere apologies reporting greater trust in leadership, satisfaction with supervision, leader–member exchange quality, affective organizational commitment, and forgiveness than those reporting insincere or no apologies. A mediation model was supported, showing that attributions of apology sincerity fostered perceptions of humility, which enhanced perceptions of transformational leadership, and consequently garnered more positive follower reactions.