Linking Identity Leadership and Team Performance: The Role of Group-Based Pride and Leader Political Skill

Leader's Machiavellianism and employees' counterproductive work behavior: testing a moderated mediation model

Counterproductive work behavior wastes organizational resources and significantly damages organizational development. The importance of employees' counterproductive work behaviors in organizations is becoming increasingly obvious. This is directly related to the sustainable development and survival of organizations. This study believes that employee's behavior is closely related to leadership style. In particular, employees' in small- and medium-sized enterprises are often manipulated and deceived by leaders, resulting in dissatisfaction and counterproductive work behavior. In order to address this behavior, this study collected survey data from 289 employees from Chinese SMEs to explore the relationship between perceived abusive supervision and organizational political behavior in Machiavellian leadership and counterproductive work behavior. The results suggest that Machiavellian positive influence counterproductive work behavior through a mediating role of perceived abusive supervision. Furthermore, leader organizational political behavior moderates the indirect effect of perceived abusive supervision such that the effect is stronger when leader organizational political behavior is high. This study aimed to identify the variables that increase employees counterproductive work behavior, propose recommendations for reducing employees' counterproductive work behavior, expanded the scope of counterproductive work behavior research, and provided a theoretical basis for related studies.

Comparative Analysis of Female Leadership Styles in Public and Private Sector Universities: A Study in Pakistan

This study aimed to compare the styles of leadership practices of female leaders in public and private Universities in Pakistan. In this study, both quantitative and qualitative data were collected using a mixed-method approach. An adapted and developed questionnaire was used for quantitative data collection, whereas qualitative data were collected through a semi-structured interview schedule. A sample of 200 female leaders was selected for quantitative data collection, while 10 females from the said sample were selected for qualitative data collection through a simple random method. Quantitative data were analyzed using SPSS, whereas qualitative data were analyzed using thematic analysis. Based on the statistical results, this study discovered statistically significant differences in female transformational and transactional leadership styles and significant differences in job performance based on the university sector. This study discovered statistically insignificant differences based on the different positions of female leaders regarding transformational and transactional leadership, and job performance. Moreover, qualitative data revealed that female leaders clearly understood both leadership styles and how to improve job performance by practicing them. The originality of this study concerns the identification of the differences between leadership styles (transformational and transactional) practiced by female leaders of public and private Universities in Pakistan and explains female leaders' perceptions of the role of leadership styles in their job performance.

Total reward satisfaction profiles and work performance: A person-centered approach

It has recently become an incentive management challenge for organizations to implement a total reward system. Existing variable-centered studies have neglected to explore the incentive effect of a total reward system from the perspective of individual differences. Our study aimed to initially investigate the profiles of total reward satisfaction (TRS) and the impact of these profiles on work performance. Using a person-centered approach, two studies were conducted using retail industry employees in China as samples. Study 1 identified the TRS profiles of 429 samples using latent profile analysis. Study 2 replicated Study 1's configuration of profiles and examined the relationship of these profiles with demographic variables and work performance using 885 samples. Our results were as follows: (1) there were four quantitatively and qualitatively distinct profiles (subpopulations) of TRS, namely, dissatisfied (DS), development and career opportunities satisfied-dominant (DOS-dominant), work-life balance satisfied-dominant (WLS-dominant), and compensation satisfied-dominant (CS-dominant); (2) demographic variables involving gender, age, education, and position level affected the likelihood of membership in each TRS profile; and (3) the four profiles predicted different levels of work performance, or more specifically, different levels of task and contextual performance. The task and contextual performance of the four subpopulations listed from best to worst were WLS-dominant, DOS-dominant, CS-dominant, and DS. For practical management, organizations should customize a classified total reward system according to employee subpopulations to improve work performance.

Trust and performance: a contextual study of management change in private and public organisation

Purpose

Although previous studies have addressed the positive relationship between trust and performance, existing research has paid limited attention to management that shapes valued organisation behaviours important for effectiveness and wellbeing. This paper examines how organisational trust and performance unfold in the context of one private and one public sector case organisation in management change.

Design/methodology/approach

A multiple case study design using qualitative methods is applied to analyse textual data gathered from management and employee perspectives, juxtaposing private and public organisations.

Findings

Management change renewed decision-making in both organisations through role clarification. Through clearer roles, expectations were better managed in the collaborating units of a private organisation case and of the employees in a public organisation case impacting on organisational ability and predictability. Along with organisational communication, these develop trust which seems to be reflected in employee job performance at the organisational level.

Originality/value

This paper contributes to the gap in qualitative, empirical and contextual research by providing understanding about how intra-organisational trust is related to performance. Further, this paper sheds light on the vulnerability within an organisation during management change and adds to the somewhat scarce studies of relationships between trust and performance by juxtaposing the two contexts. Consequently, this enables one to reveal different approaches to trust and performance between the two sectors.