Job Embeddedness to Citizenship Behavior: Role of Outcome Orientation and Relationships with Peers

While highly embedded individuals possess disproportionate resources to retain stable status, little is known about their exchange relationships with peers (TMX), especially in an outcome-oriented workgroup climate that advocates results. Drawing on theories of conservation of resources and social exchange, we advance an explanation on why highly embedded employees are likely to form high quality TMX, and how outcome-oriented workgroup climate moderates this effect. Results from a multilevel study of 297 employees nested in 49 workgroups indicated that focal employees’ job embeddedness predicted their helping behaviors through their TMX, and these effects were stronger in a high outcome-oriented workgroup climate

Antecedents of job embeddedness: An examination of social exchange relationships and org. culture.

Antecedents of job embeddedness: An examination of social exchange relationships and org. culture

Flexibility i-deals: How much is ideal?

Purpose – This paper aimed to explore the relationship between flexibility i-deals and employee attitudes. The authors developed theory and tested a non-linear model between i-deals and perceived organizational support (POS), and career satisfaction. Design/methodology/approach – Hierarchical linear modeling using multisource data collected in a field study from 207 employees and 39 managers supported the hypotheses. Findings – Consistent with the proposed non-linear model, low and high levels of flexibility i-deals were associated with high POS and career satisfaction. At moderate levels of i-deals, employee attitudes were lower. Research limitations/implications – Though non-linear relationships are unlikely to result from multi source common method data, the cross-sectional study design limits the authors from claiming causality between the variables of interest. This study is an important step towards elucidating the complex nature of relationship between flexibility i-deals and employee outcomes. Practical implications – Organizations must heed the needs of employees who seek accommodations in their work schedule. However, organizations should be cognizant of the associated implications at different levels of flexibility granted. Social implications – I-deals partly satisfied employees’ need for affiliation by strengthening their emotional bonds with the organization (i.e. POS). I-deals also enhanced employees’ career satisfaction which is an important component of self-actualization. By meeting employees’ higher order needs i-deals have the potential to create a workplace that provides overall wellbeing rather than just a living. Originality/value – This is the first study to investigate non-linear relationships between flexibility i-deals and employee attitudes

A Meta-Review of Servant Leadership: Construct, Correlates, and the Process

The goal of this article is to present qualitative and quantitative reviews of servant leadership literature since its formal inception in 1970. Summarizing previous studies, we theorized and explored issues concerning the conception and relevance of servant leadership, the merits of varied measurements, issues concerning construct dimensionality, and the potential effects of national culture on the relationship between servant leadership and its correlates. We developed theory to distinguish servant leadership from competing leadership theories of transformational leadership and leader-member exchange (LMX) theory and examined the direct and the incremental influence of servant leadership on individual and unit-level outcomes. To consolidate extant research and to guide future theory development we tested a mediational process model linking servant leadership to outcomes. Meta-analytic results supported distinctiveness of servant leadership, showed effects of servant leadership on individual-level and unit-level outcomes, and supported theorized mediating effects of trust and fairness perceptions in the relationship

A Meta-Review of Servant Leadership: Construct, Correlates, and the Process

The goal of this article is to present qualitative and quantitative reviews of servant leadership literature since its formal inception in 1970. Summarizing previous studies, we theorized and explored issues concerning the conception and relevance of servant leadership, the merits of varied measurements, issues concerning construct dimensionality, and the potential effects of national culture on the relationship between servant leadership and its correlates. We developed theory to distinguish servant leadership from competing leadership theories of transformational leadership and leader-member exchange (LMX) theory and examined the direct and the incremental influence of servant leadership on individual and unit-level outcomes. To consolidate extant research and to guide future theory development we tested a mediational process model linking servant leadership to outcomes. Meta-analytic results supported distinctiveness of servant leadership, showed effects of servant leadership on individual-level and unit-level outcomes, and supported theorized mediating effects of trust and fairness perceptions in the relationship