Female leaders' social network structures and managerial performance: The moderating effects of promotional orientation and climate for inclusion

Leaders' managerial performance is influenced not only by their attributes and leadership styles but also by their social network structures. This study examines the effect of female leaders' in-degree centrality on their managerial performance and how the relationship is moderated by leaders' regulatory focus and workplace climate for inclusion. Hereby, we used survey data of 340 female leaders working in multinational organizations and managerial performance ratings by their supervisors. Results showed that the leaders' in-degree centrality positively related to their managerial performance and that a high climate for inclusion increases this relationship, whereas female leaders' promotional orientation did not. However, when the climate for inclusion was high, female leaders' promotional orientation positively related to managerial performance. This study reveals that female leaders' feeling of inclusion at a workplace complements their promotional orientation and augments the effect of network structures on managerial performance. Our findings provide new prospects for future studies to examine a leader's managerial performance by incorporating social, relational, and structural contexts. This study contributes to women's leadership and social network literature by explaining the boundary conditions that enhance female leaders' managerial performance.

Can Cultural Intelligence Affect Employee's Innovative Behavior? Evidence From Chinese Migrant Workers in South Korea

This empirical study explores the effect of cultural intelligence (CQ) on migrant workers’ innovative behavior, as well as the mediating role of knowledge sharing on the CQ-innovative behavior relationship. Besides, it also examines the extent to which the mediating process is moderated by climate for inclusion. Using survey data collected from Chinese migrant workers and their supervisors working in South Korea (n = 386), migrant workers’ CQ is found to positively impact their innovative behavior through enhanced knowledge sharing. However, it is observed that this indirect relationship is significant, only for migrant workers in a strong climate for inclusion. Thus, these findings reveal the underlying mediation and moderation mechanism and consequently unveil the important role of migrant workers’ CQ in shaping their behavior. This study provides insightful and practical implications to a multicultural organization, where culturally diverse migrant workers work together.

Looking Beyond Our Similarities: How Perceived (In)Visible Dissimilarity Relates to Feelings of Inclusion at Work

We investigated how the perception of being dissimilar to others at work relates to employees' felt inclusion, distinguishing between surface-level and deep-level dissimilarity. In addition, we tested the indirect relationships between surface-level and deep-level dissimilarity and work-related outcomes, through social inclusion. Furthermore, we tested the moderating role of a climate for inclusion in the relationship between perceived dissimilarity and felt inclusion. We analyzed survey data from 887 employees of a public service organization. An ANOVA showed that felt inclusion was lower for individuals who perceived themselves as deep-level dissimilar compared to individuals who perceived themselves as similar, while felt inclusion did not differ among individuals who perceived themselves as surface-level similar or dissimilar. Furthermore, a moderated mediation analysis showed a negative conditional indirect relationship between deep-level dissimilarity and work-related outcomes through felt inclusion. Interestingly, while the moderation showed that a positive climate for inclusion buffered the negative relationship between deep-level dissimilarity and felt inclusion, it also positively related to feelings of inclusion among all employees, regardless of their perceived (dis)similarity. This research significantly improves our understanding of how perceived dissimilarity affects employees by distinguishing between surface-level and deep-level dissimilarity and by demonstrating the importance of a climate for inclusion.