Relative leader–member exchange perceptions and employee outcomes in service sector: The role of self-construal in feeling relative deprivation

Based on Social Comparison Theory, this study explores the impact of Relative Leader Member-Exchange Relationship (i.e. RLMX) on employee outcomes of organizational citizenship behaviour, turnover intention, and affective commitment via the mediating role of relative deprivation feeling. Furthermore, integrating research on self-construal, this study sets out to examine the moderating role of a key personal disposition; independent versus interdependent self-construal on the association between employee’s RLMX perception and relative deprivation feeling. Results using multi-level analyses from employee – supervisor matched data (N = 271 employees and 65 supervisors) largely supported our hypotheses. This study expands the relational context within which the impact of RLMX perception unfolds beyond the dyad of leader and self, to the triad of leader, self, and co-workers; so that it offers significant theoretical and practical implications, particularly for service sector employees

Cultural and leadership predictors of corporate social responsibility values of top management: A GLOBE study of 15 countries.

This paper examines cultural and leadership variables associated with corporate social responsibility values that managers apply to their decision-making. In this longitudinal study, we analyze data from 561 firms located in 15 countries on five continents to illustrate how the cultural dimensions of institutional collectivism and power distance predict social responsibility values on the part of top management team members. CEO visionary leadership and integrity were also uniquely predictive of such values. Journal of International Business Studies (2006) 37, 823–837. doi:10.1057/palgrave.jibs.8400230

Relative leader–member exchange perceptions and employee outcomes in service sector:The role of self-construal in feeling relative deprivation

Based on Social Comparison Theory, this study explores the impact of Relative Leader Member-Exchange Relationship (i.e. RLMX) on employee outcomes of organizational citizenship behaviour, turnover intention, and affective commitment via the mediating role of relative deprivation feeling. Furthermore, integrating research on self-construal, this study sets out to examine the moderating role of a key personal disposition; independent versus interdependent self-construal on the association between employee’s RLMX perception and relative deprivation feeling. Results using multi-level analyses from employee – supervisor matched data (N = 271 employees and 65 supervisors) largely supported our hypotheses. This study expands the relational context within which the impact of RLMX perception unfolds beyond the dyad of leader and self, to the triad of leader, self, and co-workers; so that it offers significant theoretical and practical implications, particularly for service sector employees

Arabic cluster: a bridge between East and West

The Arabic cluster, consisting of Egypt, Morocco, Turkey, Kuwait, and Qatar is located in the Middle Eastern part of the world. These societies reflect a medium level of Human Development and are rich in oil and mineral resources. They have many commonalities in their societal norms and practices, reflecting their historical, religious, and socio-cultural characteristics. They are all predominantly Muslim, have been under the influence of Europe and Ottoman Empire before gaining their independence, and they share common literature, architecture, and educational background. Societies in the Arabic cluster are found to be highly group-oriented, hierarchical, masculine, and low on future orientation. Outstanding leadership in this cluster includes team-oriented and charismatic attributes. The paper discusses the managerial implications of these findings.