Antecedents And Consequences Of Employee-Supervisor Agreement On Ethical Leadership

This research examines antecedents and consequences of employee-supervisor agreement regarding ethical leadership. Using a sample of 1525 employees and 334 supervisors in 334 units, hypotheses derived from social learning theory (Bandura, 1977, 1986) are largely supported. Supervisor better-than-average (BTA) beliefs, supervisor cynical view of human nature, and the frequency of interaction between employees and supervisors are associated with employee-supervisor (dis)agreement on the supervisor\u27s ethical leadership. In addition, polynomial regression results reveal that employee organizational deviance is higher when there is agreement about low levels of ethical leadership, and disagreement when supervisors rate themselves higher on ethical leadership than employees do

Abusive Supervision Climate: A Multiple-Mediation Model of its Impact on Group Outcomes

In this paper, we introduce the construct of abusive supervision climate, the collective perceptions employees hold regarding abusive supervision in their work unit. We thereby extend research on abusive supervision to the team level, which allows us to explore its relationship with outcomes not addressed by individual-level theories of abuse. First, we explain the emergence of abusive supervision climate through the lens of social information processing theory. Then, drawing on team process and effectiveness models, we develop a multiple-mediation model that identifies two distinct mechanisms by which abusive supervision climate impacts group-level outcomes: social identity and collective efficacy. Results demonstrate that abusive supervision climate influences social- and task-related group outcomes through these two mediation processes. Copyright of the Academy of Management, all rights reserved. Contents

Analyzing the effects of organizational trust and organizational commitment in anti-productivity behaviours in managerial approach dimension to achieve a strategic competitive advantage

It is observed that negative approaches in organizational functioning and attitudes towards work have recently become increasingly common. Such developments weaken employees’ feelings of commitment and dedication to the organization and work. To improve the organizational commitment and dedication of the employees, first, the causes of emotions that inhibit these emotions and solution methods to eliminate alienation to work should be analyzed. In this study, anti-productivity behaviours, their causes, factors that influence the formation of organizational trust and commitment, and the relations between anti-productivity behaviours will be evaluated