Effects of trust and psychological contract violation on authentic leadership and organizational deviance

Cataloged from PDF version of article.Purpose: The aim of this article is to examine the relationships between authentic leadership and organizational deviance and to test the moderating effects of trust and psychological contract violation on that relationship. Design/methodology/approach: Data were collected from ten state universities in Turkey. The sample included 848 lecturers and their department chairs chosen randomly. Moderated hierarchical regression was used to examine the moderating roles of trust and psychological contract violation on the authentic leadership and organizational deviance relationship. Findings: The results show that authentic leadership is negatively and significantly correlated with organizational deviance. In addition, the results of the hierarchical multiple regression analyses support the moderating effects of employee trust and psychological contract violation with regard to the relationship between authentic leadership and organizational deviance. Practical implications: Given that authentic leadership is associated with valued organizational outcomes such as lower workplace deviance, higher followers' commitment, job satisfaction and citizenship behaviors, organizational efforts to foster authentic leadership should prove fruitful. Moreover, focusing on efforts to improve leader-follower relationship and to create a trust-based work environment could increase the likelihood that authentic leadership will lower level of workplace deviance. Originality/value: This study contributes to the research on authentic leadership and workplace deviance by showing that trust and psychological contract are relevant affect-related variables in determining the importance of authentic leadership perception to subordinate workplace deviance. Furthermore, by incorporating trust and psychological contract (for the first time), it is a response to recent calls for integration of authentic leadership, organizational deviance, trust and psychological contract literatures (Gardner et al.; Ilies et al.). These calls have contended that trust and high quality leader-follower relations are fundamental to linking authentic leader behavior to follower behaviors, yet to date empirical evidence does not exist. © Emerald Group Publishing Limited

Ethical leadership and workplace bullying in higher education

Cataloged from PDF version of article.This study examines the relationship between ethical leadership and workplace bullying and the mediating roles of psychological safety and psychological contract fulfillment on that relationship in higher education. The sample of this study is composed of 591 faculty members along with their deans from 9 private universities chosen by random method in İstanbul, Ankara, İzmir, Kayseri, Konya and Gaziantep in 2011-2012 spring semester. Faculty members’ perceptions of psychological safety and psychological contract fulfillment were measured using the scale developed by Kahn (1990) and psychological contract fulfillment scale developed by Robinson and Morrison (1995). Brown, Treviño, and Harrison’s (2005) ethical leadership scale and Einarsen and Hoel’s (2001) the Negative Act Questionnaire-Revised scale were used to assess faculty member’s perception of the ethical leadership and workplace bullying respectively. The results revealed a significant negative relationship between ethical leadership and bullying and mediating roles of psychological safety and psychological contract fulfillment on that relationship. © 2014, (publisher). All rights reserved

Impact of behavioral integrity on workplace ostracism: The moderating roles of narcissistic personality and psychological distance

Purpose – The purpose of this paper is to examine the relationship between leader’s behavioral integrity and his/her workplace ostracism as well as to test the moderating roles of narcissistic personality and psychological distance on that relationship. Design/methodology/approach – Data were collected from 13 state universities in Turkey. The sample included 1,003 randomly chosen faculty members and deans of their faculties. The moderating roles of narcissistic personality and psychological distance on the behavioral integrity and workplace ostracism relationship were tested using the moderated hierarchical regression analysis. Findings – The moderated hierarchical regression analysis results revealed that there was a significant negative relationship between leader’s behavioral integrity and his/her workplace ostracism. In addition, the negative relationship between behavioral integrity and workplace ostracism was weaker when both leader’s narcissistic personality and psychological distance were higher than when they were lower. Practical implications – This study showed that behavioral integrity lowered workplace ostracism. Workplace ostracism could be reduced by displaying the behavioral integrity (the alignment between words and deeds) and breaking down the barriers preventing effective communication and discussion in the organization. Moreover, the results of this study indicated that psychological distance was a significant predictor of workplace ostracism. Organizational practices and policies, especially human resource practices, should be carefully designed and implemented as to minimize psychological distance, an important source of employee dissatisfaction and distrust. Originality/value – The study provides new insights into the influence that behavioral integrity may have on workplace ostracism and the moderating roles of narcissistic personality and psychological distance in the link between behavioral integrity and workplace ostracism. The paper also offers a practical assistance to employees in the higher education and their leaders interested in building trust and lowering workplace ostracism. © 2016, © Emerald Group Publishing Limited

Benevolent leadership and psychological well-being: The moderating effects of psychological safety and psychological contract breach

Purpose: – The purpose of this paper is to examine the relationship between benevolent leadership (BL) and psychological well-being (PWB) as well as to test the moderating roles of psychological safety (PS) and psychological contract breach (PCB) on that relationship. Design/methodology/approach: – Data encompasses 1,009 employees from 23 five-star hotels in Turkey. The moderating roles of PS and PCB on the BL and PWB relationship were tested using the moderated hierarchical regression analysis. Findings: – The moderated hierarchical regression analysis results reveal that there was a significant positive relationship between BL and employee PWB. In addition, the positive relationship between BL and well-being was stronger when PS was higher than when it was lower. On the contrary, high-PCB weakened the positive relationship between BL and PWB. Practical implications: – This study showed that both PS and BL enhance well-being. Managers could promote PS by breaking down the barriers preventing effective communication and discussion. Moreover, the results of this study indicated that the state of the psychological contract is a significant predictor of employees’ well-being. Organizational practices and policies, especially human resource practices, should be carefully designed and implemented as to prevent PCB, an important source of employee dissatisfaction and distrust. Originality/value: – The study provides new insights into the influence that BL may have on PWB and the moderating roles of PS and contract breach in the link between BL and employee well-being. The paper also offers a practical assistance to employees in the hospitality industry and their leaders interested in building trust and enhancing well-being. © 2016, © Emerald Group Publishing Limited

Effects of trust and psychological contract violation on authentic leadership and organizational deviance

Purpose: The aim of this article is to examine the relationships between authentic leadership and organizational deviance and to test the moderating effects of trust and psychological contract violation on that relationship. Design/methodology/approach: Data were collected from ten state universities in Turkey. The sample included 848 lecturers and their department chairs chosen randomly. Moderated hierarchical regression was used to examine the moderating roles of trust and psychological contract violation on the authentic leadership and organizational deviance relationship. Findings: The results show that authentic leadership is negatively and significantly correlated with organizational deviance. In addition, the results of the hierarchical multiple regression analyses support the moderating effects of employee trust and psychological contract violation with regard to the relationship between authentic leadership and organizational deviance. Practical implications: Given that authentic leadership is associated with valued organizational outcomes such as lower workplace deviance, higher followers' commitment, job satisfaction and citizenship behaviors, organizational efforts to foster authentic leadership should prove fruitful. Moreover, focusing on efforts to improve leader-follower relationship and to create a trust-based work environment could increase the likelihood that authentic leadership will lower level of workplace deviance. Originality/value: This study contributes to the research on authentic leadership and workplace deviance by showing that trust and psychological contract are relevant affect-related variables in determining the importance of authentic leadership perception to subordinate workplace deviance. Furthermore, by incorporating trust and psychological contract (for the first time), it is a response to recent calls for integration of authentic leadership, organizational deviance, trust and psychological contract literatures (Gardner et al.; Ilies et al.). These calls have contended that trust and high quality leader-follower relations are fundamental to linking authentic leader behavior to follower behaviors, yet to date empirical evidence does not exist. © Emerald Group Publishing Limited

The impact of team empowerment on proactivity: The moderating roles of leader's emotional intelligence and proactive personality

Purpose: The purpose of this study is to investigate the relationship between team empowerment and team proactivity and the moderating roles of a team leader's emotional intelligence (EI) and a team member's proactive personality. Design/methodology/approach: To provide a rigorous test of the hypotheses, a field study from a sample of 910 certified nurses in 82 teams from 12 university hospitals in Turkey was conducted. Findings: The results reveal that proactivity is positively associated with team empowerment. In addition, team leader's EI and team members' proactive personality influence the relationship between team empowerment and team proactivity. Specifically, teams exhibit the highest proactivity when team leaders' EI and team members' proactive personality are high. Research limitations/implications: The main strength of the investigation in this study was its multilevel research design. Most research on proactivity and empowerment has been conducted within single organizations, precluding an assessment of the way in which individual difference variables influence empowerment or proactivity. The multilevel design incorporated in this study, however, was capable of capturing the complexity of individual behaviors by considering different contexts. Practical implications: In encouraging team proactivity, leadership and team members' personality characteristics do matter. Identifying individual difference variables such as team leader's EI, leader-member exchange, locus of control or team members' personality help to advance the theoretical understanding of the team proactivity. This study provides evidence of the positive relationship between team empowerment and team proactivity. Such knowledge may help to search for continuous improvement and innovative solutions to work problems employed by healthcare administrators and potentially reduce the costs associated with losing high-potential nurses. Originality/value: This is one of the first studies to provide evidence of the moderating roles of the team leader's EI and team members' proactive personality levels on the relationship between team empowerment and team proactivity in university hospitals that formally implement work teams. © Emerald Group Publishing Limited

Leaders' narcissism and organizational cynicism in healthcare organizations

Purpose - Drawing on the social exchange theory and the stressor-strain framework, the purpose of this paper is to examine the relationship between leaders' narcissism and employees' organizational cynicism. Specifically, the authors take a relational approach by introducing employees' psychological strain as the mediator. The moderating role of psychological capital in the relationship between leaders' narcissism and employees' cynicism is also considered. Design/methodology/approach - The data of this study encompass 1,215 certified nurses from 15 university hospitals in Turkey. Hierarchical multiple regression analysis was conducted to test the proposed model. Findings - The statistical results of this study supported the positive effect of leaders' narcissism on employees' cynicism as well as the mediating effect of employees' psychological strain. Moreover, when the level of psychological capital is high, the relationship between leaders' narcissism and organizational cynicism is weak, whereas the effect is strong when the level of psychological capital is low. Practical implications - The findings of this study suggest that managers in the healthcare industry should be sensitive in treating their subordinates, as it will lead to positive interpersonal relationship, which, in turn, will reduce employee cynicism. Moreover, managers should pay more attention to the buffering role of psychological capital for those employees with high psychological strain and showing organizational cynicism. Originality/value - As the healthcare sector continues to go through a transformational change, it is important to identify organizational factors that affect employee attitudes. There is limited empirical evidence about the determinants of cynicism, particularly in the healthcare sector environment. This study contributes to the literature on organizational cynicism by revealing the relational mechanism between leaders' narcissism and employee cynicism. The paper also offers a practical assistance to employees in the healthcare management and their leaders interested in building trust, increasing leader-employee relationship and reducing organizational cynicism. © Emerald Publishing Limited

Implementing a video-based intervention to empower staff members in an autism care organization: a qualitative study

Background Implementing good-quality health and social care requires empowerment of staff members within organizations delivering care. Video Interaction Guidance (VIG) is an intervention using positive video feedback to empower staff through reflection on practice. This qualitative study explored the implementation of VIG within an autism care organization in England, from the perspective of staff members undergoing training to deliver VIG. Methods Semi-structured interviews were conducted with a purposive sample of 7 participants working within the organization (5 staff undergoing training to deliver VIG; 2 senior managers influencing co-ordination of training). Participants were asked about their views of VIG and its implementation. The topic guide was informed by Normalization Process Theory (NPT). Data were analysed inductively and emerging issues were related to NPT. Results Five broad themes were identified: (1) participants reported that they and other staff did not understand VIG until they became involved, initially believing it would highlight negative rather than positive practice; (2) enthusiastic feedback from staff who had been involved seemed to encourage other staff to become involved; (3) key implementation challenges included demands of daily work and securing managers’ support; (4) ideas for future practice arising from empowerment through VIG seemed difficult to realise within an organizational culture reportedly unreceptive to creative ideas from staff; (5) individuals’ emotional responses to implementation seemed beyond the reach of NPT, which focused more upon collective processes. Conclusions Implementation of VIG may require recognition that it is not a ‘quick fix’. Peer advocacy may be a fruitful implementation strategy. Senior managers may need to experience VIG to develop their understanding so that they can provide appropriate implementation support. NPT may lack specificity to explain how individual agency weaves with collective processes and social systems to embed innovation in routine practice. This exploratory study has provided broad insights into facilitators and barriers to the implementation of an intervention to empower staff within an autism care organization. Further research is needed into similar interventions, including a focus upon staff members’ emotional responses and resources, and how such interventions may relate to the culture of the organization in which implementation occurs