Leader Ingratiatory Impression Management and Subordinate Job Involvement in Nigeria

This paper examined the relationship between leader ingratiatory impression management and subordinate job involvement in the telecommunication industry in Nigeria. Using questionnaire as the main research instrument, data were collected from a sample of 306 employees of 6 telecommunication firms that are operational. A total of 279 copies of the questionnaire were retrieved representing 91% response rate. Demographic characteristics of respondents are presented in form of distribution with emphasis on gender, academic qualification, status and tenure, while Spearman Rank Correlation Coefficient was utilized to test the hypothesized statements using the SPSS software version 21. The results revealed that: (1) leader other-enhancement ingratiatory strategy significantly associated with job involvement; (2) leader opinion conformity ingratiatory strategy is significantly associated with subordinate job involvement; (3) leader self-presentation ingratiatory strategy is significantly associated with subordinate job involvement; and (4) leader favour-doing ingratiatory strategy is significantly associated with subordinate job involvement. The study concluded that leaders who effectively ingratiate their subordinates prompt them to be job involved for maximal performance. The study recommended that: (a) Managers in the Nigerian telecommunication industry should effectively ingratiate their subordinates to enhance their expanse of likeability and attractiveness to them. This will vitalise good quality exchanges, and result in subordinate attitudinal and behavioural compliance. (b) Managers in the focal industry should effectively ingratiate their constituents based on goal-relevance and value-orientedness to harness social influence and power. (c) Managers in the Nigerian telecommunication industry should effectively ingratiate their subordinates to elicit their pristine emotions that can interface with rational analysis. (d) Managers, in the firms investigated, should effectively ingratiate their constituents to earn positive evaluation and admiration earn social influence and power. Keywords: leader ingratiatory impression management, leader other-enhancement, leader opinion-conformity, leader favour-doing, leader self-presentation, subordinate job involvement

Leader Impression Management Strategy and Subordinate Work Attitude in Nigeria: The Moderating Roles of Social Interaction and Perception

This study investigated the moderating influences of social interaction and social perception in the leader impression management strategy and subordinate work attitude relationship, in the Nigerian telecommunication industry. Adopting a cross-sectional survey design and the questionnaire as the dominant research instrument, data were obtained from a sample of 306 employees from 6 firms that are operational in the Nigerian telecommunication industry. A total of 279 sets of the questionnaire were retrieved representing 91%. The emphasis on demographic characteristics of respondents wase on gender, academic qualifications, status and tenure. Due to the number of study variables, multiple regression analysis was employed for multivariate hypothesis testing, using the SPSS version 21 softw­are. Results indicate that social interaction and social perception moderated the relationship between leader impression management strategy and subordinate work attitude. The study concluded that leader impression management strategy leads to subordinate work attitudes, under the moderating influences of social interaction and social perception in the Nigerian telecommunication industry. The study recommends that managers in the focal industry, should be saavy in utilizing effective interpersonal skills when they interact with their subordinates for them to be perceived and evaluated positively. This will enhance good quality leader-member exchanges and provide basis for attitudinal and behavioural compliance. Keywords: Leader Impression Management, Ingratiation, Self-Promotion, Exemplification, Intimidation, Subordinate Work Attitude, Job Involvement, Affective Job Commitment, Job Satisfaction, Social Interaction, Social Perception

Employees’ Emotional Hardiness and Intentions to Quit in the Public-Sector Organization in Nigeria

We examined employees’ emotional hardiness and intentions to quit employment in Nigeria. Data were generated from 118 respondents. The Pearson’s Product Moment Correlation was utilized as test statistic in assessing the hypothesized relationship. Results indicated that the psychological resources of commitment, control, and challenge dimensions of employee emotional hardiness had significant (albeit) negative relationships with intentions to quit. The study found that an increase in the dimensions of employee emotional hardiness moderates the intentions of employees to quit. We recommend management should encourage regular training of employees in hardiness, enhance good social support in work relationships, and encourage the use of effective stress management strategies to mitigate intentions to quit arising from such distressful circumstances. Keywords:             Employee Emotional Hardiness, Commitment, Control, Challenge, Intention to quit, Thinking of quitting, Searching for alternative career, Desire to leave or stay

Employees’ Emotional Hardiness and Intentions to Quit in the Public-Sector Organization in Nigeria

We examined employees’ emotional hardiness and intentions to quit employment in Nigeria. Data were generated from 118 respondents. The Pearson’s Product Moment Correlation was utilized as test statistic in assessing the hypothesized relationship. Results indicated that the psychological resources of commitment, control, and challenge dimensions of employee emotional hardiness had significant (albeit) negative relationships with intentions to quit. The study found that an increase in the dimensions of employee emotional hardiness moderates the intentions of employees to quit. We recommend management should encourage regular training of employees in hardiness, enhance good social support in work relationships, and encourage the use of effective stress management strategies to mitigate intentions to quit, arising from such distressful circumstances. Keywords: Employee Emotional Hardiness, Commitment, Control, Challenge, Intention to quit, Thinking of quitting, Searching for alternative career, Desire to leave or stay. DOI: 10.7176/PPAR/12-2-02 Publication date: April 30th 202